Workforce Management Tactics for Recession Challenges (Part 2 of 2)

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

Two signals of excessive workforce stress brought about by post-recessionary conditions were the subject of Part 1. Now in Part 2, a third signal specific to contingency workers and their improper management is explained. All three of these signals are only part of a list you can use as a recessionary adverse climate check to foresee serious problems with future workforce performance.

Signal: Contingency workers are not producing the expected timely high quality commensurate with the expertise you are paying for (and paying for dearly).

Inappropriate Reaction: Remind them that they can be replaced.

The Problem Behind the Problem:Lack of accountability. General management loves the reduced workforce management complexity gained by using contingency workers during the recession. In fact, over a year ago studies were conducted to confirm that maintaining a contingency workforce was to be a key workforce management strategy for the time being. Generally, efforts have been made in organizations to make the use of these workers more stable and effective, but there still remains a chronic lack of accountability in many organizations.

Appropriate Reaction: Plan and manage toward contingent team accountability in your project, but don’t expect a lot of help.

  • Include clear expectations and controls in agreements and documentation. Specify what happens if …

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