Inbox: Contracted not engaged

Organisations that actively engage with their contract staff can reap considerable benefits. Yet recent global report by HCI (Human Capital Institute) shows 54 percent of businesses surveyed do not offer contract talent the same engagement opportunities as permanent staff.
Contractors admitted to feeling uncomfortable in businesses that lack organisational culture, induction and socialisation processes.
Tony Wai, MD of Crackerjacks Contracting, says the statistics “highlight the lack of understanding corporate practitioners have about the value of contractor in an organisational context, not just as an outsider to the business, but as an asset contributing toward organisational success”.
Over the past five years, contract-based and contingent positions have grown substantially, with contract-based roles filling 12 to 20 percent of the average organisation’s total workforce.
Wai suggest that an increase in contractor-employer engagement would lead contractors to invest more effort and passion into their position. “This could lead to improved productivity, performance, customer relationships and profitability,” he says.
Crackerjacks Contracting and The Contingent, managed service provider offering contractor workforce solutions, have recently joined forces to enable contractors and businesses full management and payroll services.
Paddy Faisandier, executive director of The Contingent, says he has heard of one organisation employing about 1200 contractors and only 20 to 30 permanent employees.
Organisations can employ range of simple ways to keep contractors engaged. These can include: non-cash rewards; inclusion in office social events; wellness programmes; and opportunities for exit interviews. Organisations can also consider helping contractors discover their own strengths and provide freedom and creativity within their role. M