Contingent Workforce Management

Over the past few years the number of people joining the ranks of the contingent workforce - contractors, temporary personnel, short-term engagement professionals and project-based workers, has increased dramatically. In fact, the Advisory Council of the U.S. Department of Labor (DOL) estimates that contingent workers make up over 30% of the workforce.which focuses on quality of hire. Providing contingent employees with performance reviews after the project is completed is another way to improve relationships with non-core staff. Companies also benefit by centralizing their HR administration and eliminating redundant relationships and non-uniform pricing amongst contract workers. For example, many larger companies have decentralized hiring managers that bring on contingent workers for specific projects, without knowing whether that employee has worked in otherNot only does the employee get much needed feedback to improve, but the company also prepares the employee for success in subsequent projects.Additionally, many states have laws limiting 1099 contract workers to work no more than 1000 hours per year or risk penalties for misclassification. By having employees centralized through an employer of record, this risk is mitigated.Moreover, in many organizations, individual hiring managers manage their own contingent workforce needs, resulting in multiple, redundant vendor relationships, non-uniform pricing and tremendous overall losses in time and money.