It is Monday morning and the facilities team is looking at
doing some consolidation. This team sits
in New York and is looking at what they believe to be correct capacity numbers
for each of their campuses. The reality
is, those numbers only account for a small % of the actual workers, working in
their facility. They are missing the
contingent worker, the independent contractor and the worker who is supporting
a large scale statement of work.
Working in the Managed Services space, where traditional
recruiting groups play a small role, has opened my eyes to a host of opportunities and challenges, that
either go unaddressed or become an issue when a crisis or an event occurs. At a very high level, we have workers that sit
in our facilities, doing work on a day to day basis receiving a paycheck from
someone. These workers expect to be
safe, have access to tools, systems and buildings and work collaboratively with
others. The point of which these workers
gain access to these resources may vary and the turning on or off of these items can become challenged.
Let’s take this a bit further..
There are five types of workers that may come through your
worker: Point of entry is the
Part-time worker: Point of entry is the recruiting department
worker: Point of entry is
procurement, recruiting or line of business
worker: Point of entry is procurement, recruiting or line of business
under a statement of work: Point of entry is procurement and line of
HR and Corporate Security typically establishes a set of
employment policies that incorporate topics such as background checks, drug
tests, E-verify, I9 verification, credit checks, relocation, visa processing, employee
handbook, physical security access and provisioning, etc. All of these practices are designed to protect
the organization and its people.
Here is where it gets interesting. If full-time, contingent
labor and workers under a SOW are not managed inside an organization, than the policies
that were designed to protect an organization are now challenged. Secondly if they are not managed through a
common or complimentary set of systems and tools, how do you really know who is
working in your facility?
An organization is deploying a very large scale ERP
implementation. The company is using the services and resources from a large
systems integrator. This large systems
integrator had hundreds of resources at the customer’s location, working side
by side with permanent employees. The
systems integrator did not require the same level of employment verification and
background checking as the corporation. The reality is the resources through the
systems integrator could be on this project for two years, well that is
statistically the same as how many years a full-time person stays in their job.
An independent contractor was hired by a line of
business. The business leader reaches
out to corporate security and requests badge and systems access for this
worker. The worker is granted access.
Did this worker have to go through the same pre-screening process? Does
this person have insurance just in case something happens? How will this worker off-board and have
access turned off when they leave? Who has visibility outside of the line of business
that this worker is working on site at a physical location?
In a recent RFP the organization stated they had thousands
of people who had access to their systems, however they did not know if these
individuals were still employed as a contractor or another type within the
organization. This organization is not
unique! This tends to be the norm,
placing people and corporate assets at risk.
A Look Closer
When an employee leaves an organization, there is typically
a checklist of off-boarding steps that begin to happen. The person must return
assets, credit cards, their access gets shut down, etc. The question raised is, does this checklist
and practice transcend to other labor types inside the organization? Who owns it and how is it managed? Does one group have visibility into these
processes and practices?
My goal is not to create fear, but rather bring light to the
risks of not looking at total workforce management. On-boarding and Off-boarding of talent is not
only important to the protection of the organization, but it is a critical
component of the people experience. A
consistent experience minimizes room for error and can help facilities, HR, the
C-Suite understand the people resources they have working within their
facilities to provide the level of service their customers require. The collective visibility of these two sets of
processes also allows HR to do better workforce modeling and analysis.
Some things to consider as you review your on-boarding an
off-boarding processes. Is this
important? Who has line of site
visibility into all of these labor categories? How are they managed? What processes and practices are in place to
insure there are controls around entering and leaving the organization? Who are the stakeholders inside your
organization that current own, defend or manage these processes? What risks
does your organization have as it relates to on and off boarding and are they
Based upon these answers, there are best practices that can
be developed to build consistent processes and practices. To learn more, go to http://www.brightfieldstrategies.com/
to download a whitepaper on the evolving workforce.