Workplace planning for flexibility
Download
1 / 28

WORKPLACE PLANNING FOR FLEXIBILITY: - PowerPoint PPT Presentation


  • 126 Views
  • Updated On :

WORKPLACE PLANNING FOR FLEXIBILITY: . STAFFING WITH TEMPORARY EMPLOYEES. WHAT IS CONTINGENT WORK?. Best understood by what it is not : Not permanent Not full time with single employer One definition:. Any job in which an individual does not have an

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'WORKPLACE PLANNING FOR FLEXIBILITY:' - efuru


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Workplace planning for flexibility l.jpg

WORKPLACE PLANNING FOR FLEXIBILITY:

STAFFING WITH

TEMPORARY EMPLOYEES


What is contingent work l.jpg
WHAT IS CONTINGENT WORK?

  • Best understood by what it is not:

    • Not permanent

    • Not full time with single employer

  • One definition:

Any job in which an individual does not have an

explicit or implicit contract for long term employment

and where minimum hours worked can vary in an

unsystematic manner.


What are common forms of alternative employment l.jpg
WHAT ARE COMMON FORMS OF ALTERNATIVE EMPLOYMENT?

  • Temporary help workers

  • Leased or contract workers

  • Independent contractors

  • On-call workers

  • Part-time workers

    BLS categories


Alternative work arrangements as share of total employment 2001 l.jpg
Alternative Work Arrangements as Share of Total Employment (2001)

Source: BLS, “Contingent and Alternative Employment Arrangements, February, 2001” News Release USDL 01-153, May 24, 2001.



Occupational distribution of temporary workers temp v traditional l.jpg
Occupational Distribution of Temporary Workers (2001)(Temp. v. Traditional)

Source: BLS, “Contingent and Alternative Employment Arrangements, February, 2001” News Release USDL 01-153, May 24, 2001.


Occupational distribution of independent contractors ind v traditional l.jpg
Occupational Distribution of Independent Contractors (2001)(Ind. v. Traditional)

Source: BLS, “Contingent and Alternative Employment Arrangements, February, 2001” News Release USDL 01-153, May 24, 2001.


Race ethnic composition by work arrangement l.jpg
Race/Ethnic Composition by Work Arrangement (2001)

Source: BLS, “Contingent and Alternative Employment Arrangements, February, 2001” News Release USDL 01-153, May 24, 2001.


Median usual weekly earnings february 2001 l.jpg
Median Usual Weekly Earnings, February, 2001 (2001)

Source: BLS, “Contingent and Alternative Employment Arrangements, February, 2001” News Release USDL 01-153, May 24, 2001.


Educational distribution by work arrangement feb 2001 l.jpg
Educational Distribution by Work Arrangement, Feb., 2001 (2001)

Source: BLS, “Contingent and Alternative Employment Arrangements, February, 2001” News Release USDL 01-153, May 24, 2001.


Percent of workforce with health insurance coverage by work arrangement feb 2001 l.jpg
Percent of Workforce with Health Insurance Coverage, By Work Arrangement, Feb. 2001

Source: BLS, “Contingent and Alternative Employment Arrangements, February, 2001” News Release USDL 01-153, May 24, 2001.


Work arrangement preferences l.jpg
Work Arrangement Preferences Arrangement, Feb. 2001

Independent Contractors

Temporary Help Workers

Source: BLS, “Contingent and Alternative Employment Arrangements, February, 2001” News Release USDL 01-153, May 24, 2001.


Part time as form of contingent l.jpg
Part-time as form of contingent Arrangement, Feb. 2001

  • Part-time < 35 hr./wk

    • Short-term

      • Temp. pt, rare

    • Secondary

      • perm pt, no advance

    • Retention

      • Retain valued employees

  • Most is secondary



Who wants to be part of the contingent workforce l.jpg
WHO WANTS TO BE PART OF THE CONTINGENT WORKFORCE? Arrangement, Feb. 2001

  • People who want flexibility:

    • Working mothers

    • College students

    • People on periphery of labor market, such as newly retired

    • Short-term unemployed


What do contingent workers worry about l.jpg
WHAT DO CONTINGENT WORKERS WORRY ABOUT? Arrangement, Feb. 2001

  • Insecure economic future

  • Lack of insurance & pension benefits

  • Employer inaccuracy in describing & defining job assignments

  • Being treated like 2nd class citizens



Strategic questions l.jpg
STRATEGIC QUESTIONS Arrangement, Feb. 2001

What are the Strategic Goals of our organization?

  • What are our Core Competencies?

    • What is our Organizational Culture?


Strategic staffing l.jpg
Strategic Staffing Arrangement, Feb. 2001

Supporting Functions

Auxiliary Skills

Core Skills

Primary Business

Temp Staffing

Core Staffing

Future Needs


2 steps l.jpg
2 STEPS Arrangement, Feb. 2001

  • Define what is core and what is contingent in your organization.

  • If a job is not core, determine if it should be performed under a regular or alternative work arrangement.

    • Evaluate the costs and benefits of using contingent workers relative to core workers.


Evaluating use of contingent workers l.jpg
EVALUATING USE OF CONTINGENT WORKERS Arrangement, Feb. 2001

Need to consider direct costs, indirect costs, and productivity of both core & contingent workers

Decision rule:

The Ratio of Temporary Productivity to

Core Productivity

must be equal to or greater than

The Ratio of Temporary Costs to

Core Costs


Making this work l.jpg
MAKING THIS WORK Arrangement, Feb. 2001

  • Communicate with core employees

  • Orient temporaries

  • Think about: space, who answers questions, what training is needed

  • Be clear about likelihood of permanent hiring


Advantages disadvantages to contingent work for firms l.jpg

Disadvantages Arrangement, Feb. 2001

Promotability

Short-term plan

Risk to workers=> recessions

Loyalty

Less HC invest

Lower per capita Y

Advantages

Lower labor costs

Security for core workers

Less inflation

Flexibility for family issues

Recruiting pool

ADVANTAGES & DISADVANTAGES TO CONTINGENT WORK FOR FIRMS


Job insecurity contingent work l.jpg

JOB INSECURITY & CONTINGENT WORK Arrangement, Feb. 2001


Why does contingent work exist competing views l.jpg
WHY DOES CONTINGENT WORK EXIST: COMPETING VIEWS Arrangement, Feb. 2001

  • Demand driven:

    • Meets employers’ needs; way to handle uncertainty

    • Commonly used evidence

      • Secular Evidence: Temps used to be pro-cyclical, now lead business cycle

      • Family char. lack predictive power

      • Quality of Jobs

      • Nearly 50% THS involuntary


Alternative view of use of temporary workers l.jpg
ALTERNATIVE VIEW OF USE OF TEMPORARY WORKERS Arrangement, Feb. 2001

  • Self-selection model

    • Family/demographic characteristics suggest that many in contingent arrangement there because meets family needs

  • Explanation for lower wages after controlling for other human capital:

    • Wage differential may be CWD for preference for part-time


Contingent work as response to increasing uncertainty l.jpg
CONTINGENT WORK AS RESPONSE TO INCREASING UNCERTAINTY Arrangement, Feb. 2001

  • 2-Tier workforce:

    • Core: Salaried employees on payroll for whom traditional values hold

    • Periphery: weak ties to co. hired for finite periods; few benefits

    • Core handles stable portion of product demand; periphery handles fluctuating portions


Alternative approach share economy l.jpg
ALTERNATIVE APPROACH: SHARE ECONOMY Arrangement, Feb. 2001

  • Shock of downturn absorbed through lower compensation not layoffs

  • Initially macro idea

  • Stimulates productivity

  • Spreads risk across workers

  • Firms less afraid to hire

  • Requires trust between management & firms