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The Contingent Work Force

1. Years ago, employment pattern in our organizations were relatively predictable. In good times, when work was plentiful, large numbers of employees were hired in good times, Then as the economy went into recession and fews goods were being purchased, companies simply laid of their “Surplus” employee population. When the economic picture improved, a new cycle started. This process has changed, however, for most organizations. The present environment dictates: -

a. Organizations can not afford luxury of hiring lots of individuals.
b. Cost of hiring employes has increased and lay off and its benefits are also costly.
c. The ratio between, Core Employees and contingent workers has to be balanced.
d. Contingent workers do not enjoy the same status as core staff in terms of benefits.
e. Contingent workers slots can be from line worker to senior manager post
f. Contingent work force can be divided into, (1) Part time Employees (2) Temporary Employments (3)Contract Workers
2. Today’s organization simply cannot be efficient if they have surplus employees. The strategic nature of both business and HRM requires that they both be prepared for “Just in Time” employees. What that means is that organizations must find the proper blend of having a ready supply of skilled workers available when the need arises – not delayed in any manner that might create a serious shortage that would cause deadlines to be missed-and not having surplus pool of workers waiting for some thing to arise. In order to meet this dual goal, however, organization must remain flexible in their staffing levels.

3. HRM Implications for CFW.
a. Availability of virtual employees
b. Provision of benefits and working of scheduling options.
c. Transition to CFW requires detail planning.
d. Will require full time recruiting afford to make talent available.