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This brief session is the introduction to the tenth two day virtual event for the Institute for Human Resources - Contract Workforce and Talent Exchanges. The goal of the Institute is to provide on-line sharing, training and educational opportunities for HR staffing and procurement specialists on the effective utilization and management of contract talent within their organization. Over 3600 members have joined our growing community over the past year. Even if you have attended one of our events in the past, we’d still encourage you to attend. If this is your first time attending an event, the introduction will provide you an overview of the certification program.
Chad Behan, Content Facilitator for the Contract Workforce & Talent Exchange Institute for Human Resources will take you through this introduction.
During this short session she will:
- Introduce you to the Advisory Board
-Review the progress of the Institute and upcoming events
-Explain the Certification program
-Provide you with an overview of the sessions and speakers for this event
-and most of all - help you learn how to become an expert in the area of Contract Workforce and Talent Exchange
If you have not yet signed up for the certification program – you still can. During this session you’ll find out how to get started. Get an update on the hours accumulated to date. Find out what you have missed and take a look at what is coming up for the next couple of months.
If you are new to the Institute for Contract Workforce and Talent Exchange this introduction will cover not only our past accomplishments but also explain why you should participate and be a part of this growing community!
For those with questions regarding the Institute and its content this is your chance to share your ideas.
Companies have used independent contractors for a long time. During touch economic times, businesses have sought ways to control costs and improve their bottom lines and this often includes turning to a variable workforce. Using variable workers can be a smart strategy, but when you treat these workers as independent contractors, it’s crucial to understand what types of workers really are independent.
Simply deciding to call someone an independent contractor is an ill-fated approach; and even an agreement between you and the worker where you both agree that the worker is independent may not be the protection you think.
“Worker Misclassification” is the term most used when a business designates a worker as an independent contractor when the government or the Courts deem the worker to be an employee of the company for whom the work was done.
Worker misclassification can (and has) cost individual businesses millions of dollars. Risk comes from the federal government, state governments and from civil lawsuits brought by independent contractors themselves.
The government is hyper-focused on this issue, because the Government Accounting Office estimates worker misclassification costs billions of dollars per year in lost revenue. Substantial increases in the budgets for enforcement are now being spent. Federal and state governments are working together in ways not seen before to identify worker misclassification and hold businesses accountable.
This narrative may sound bleak, but the important thing is to be educated about the issue to understand whether or not your company may be in harm’s way. If you are, there are strategies you can put into place to reduce or eliminate your risk going forward.
Remember, since this issue potentially involves federal and state taxes that should have been collected and paid by your company, these liabilities can go past the assets of your business to the owners who were ultimately responsible for proper tax management.
Further, if your business has any plans to sell at some point or make a public offering, it’s important to know that this issue is now on the due diligence checklist used by professionals involved in helping make sale transactions happen.
You’re invited to take an important next step and attend this presentation to become better educated.
HR professionals within the contractor community should be aware of the unique applicant management obligations required of them in order to remain compliant. The Office of Federal Contract Compliance Programs (OFCCP) requires federal contractors and subcontractors to follow federal regulations when tracking applicants within their organizations. These requirements are in place to ensure applicants do not face discrimination through the applicant process, and that the contractor is maintaining effective affirmative action hiring efforts.
OFCCP requires contractors to comply with the definition of an Internet Applicant, along with analyzing data to ensure discrimination is not present. In this informative presentation, Charu Avasthy, PHR, one of Berkshire Associates’ leading compliance experts, will address OFCCP’s requirements as they relate to applicant management—and provide attendees with resources and information to ensure their organizations are creating compliant applicant tracking processes. Charu will share strategies contractors should be using when posting their job openings, what type of documentation should be used for these postings, what information they must retain for each applicant, and how to analyze the data collected when someone applies. She will also examine how the upcoming regulations will impact recruitment efforts, and how contractors can prepare now in anticipation. Finally, Charu will share information on how contractors can conduct self-audits to ensure compliance.
Attendees of this session will leave with:
• A better understanding of OFCCP’s definition of an Internet Applicant
• Strategies for creating a compliant applicant process
• An understanding of how to analyze data to determine if discrimination exists
• Resources to help meet the latest requirements
Does your company seek talent outside of its borders? Does employing cross-border present challenges in terms of employment law compliance? In this session, HR Options will review the four most common employment options available to US/International companies looking to use workers across a border, such as in Canada. The employment options we will review are:
1. Direct Hiring (i.e. you become an employer in the cross-border country and remit payroll, taxes and insurances to appropriate governing bodies)
2. Third Party Employment offered through staffing firms and HR organizations (i.e. the Third Party Employer takes on the role of employer-of-record, assuming all employer liability and remitting payroll, taxes and insurances in your place)
3. Professional Employer Organizations (i.e. the PEO creates a co-employment relationship with you to share liability and to remit payroll, taxes and insurances on your behalf)
4. Independent Contractors (i.e. the IC via Talent Exchange such as oDesk, Elance and others, are self employed in the cross-border country and invoice you for their services).
Our discussion will include a review of the associated benefits and common pitfalls of each employment option so you can evaluate when each method is of use for your organization. We will also look at steps to become an employer in a new country, using Canada as a case study, as well as the distinction between a Third Party Employer versus a PEO, what the employment relationship looks like, and finally how to properly use Independent Contractors to assist with your cross-border staffing needs.
This webinar will give us the forum to discuss your cross-border employment options and offer a variety of solutions to help meet your cross-border staffing needs.
Supplier Strategy can absolutely elude CW programs. Terms like “Supplier Management” allow people to assume that strategy is included, however, unless the strategy is properly identified and managed, most programs fall into the common “Req in Req Out” process. Process replaces strategy. It does so sneakily as to appear as strategy. Supplier strategy can behave fickly and absolutely requires baby-sitting. If you take your eye off it, it will quickly disappear. Phrases like “I thought we had one”, “It was there last month”, “I’m not sure how that happened” are very common and sometimes expected when the proper importance hasn’t been taken on by a company.
• Having the right amount, right skill sets and great talent in your staffing supplier relationship are absolutely critical to any CW Program. Without these partners, all other tools lose their full value. What good is it to report on “time to fill reqs” when all your suppliers are failing? Or you can only fill a proportion of skill sets for your managers? Or you have the greatest policies in place but no one to adhere to them because you can’t find or onboard the right talent? If a CW program cannot put butts in seats, your entire program, no matter how sophisticated, will track failure.
• Common strategies like “Vendor Neutral” and “Competitive Bidding” can be great assets to your overall supplier strategy, but they need to be broken down, and they aren’t the only options out there. Service Level Agreements can help you track success but it can also choke off your strategy. Have SLAs in place that suppliers have to submit resumes within 48 hours? And they only can submit 3?
Without the right suppliers in place for ALL your reqs, these two SLAs act conflictingly. It begs suppliers to send the first resumes they find so they are “dinged” on their Supplier Scorecard later. What do managers get? Resumes who don’t qualify and who may not have been pre-screened. Depending on your company’s need, different SLAs and KPIs may be important at different times. Depending on your strategy, different suppliers may be held to different terms. Your MSP should act both as your strategic partner and your transactional partner. It’s their job to implement your strategy. Make sure that you aren’t accepting a bunch of “Best Practices” SLAs or processes without understanding why they were put in place.
• This session will be spent discussing the different questions and approches that a CW Program Owner should think about before handing over supplier management to their MSP.
Whether you have recently expanded your workforce strategy to the global level, or if you are just beginning to collect internal requirements for such an exercise, the content of this session will provide the framework and expertise you require to successfully drive global compliance and efficiency into your workforce management programs and policies. This session will provide a comprehensive overview of the market dynamics, local regulations and labor trends that can and will impact the global expansion of a workforce program. From a broad assessment of global challenges and opportunities, to detailed analysis of how regional and local country considerations, this session will provide you with critical knowledge that should be incorporated into your planning and management of human capital.
In addition to aligning market dynamics to labor considerations, this presentation will outline the ten fundamental steps to successful globalization and provide you with ample opportunity to ask questions and gain clarity on the external aspects of your planning activities. While every organization is unique and has specific requirements to be considered, these internal priorities rarely alter the reality of the marketplace itself. Understanding where talent gaps exist, where sourcing strategies are limited and where labor costs are determined by regulation rather than competitive rate cards can help you bridge the gap between your operational mandates and the markets in which you need to strengthen hiring practice and policy. The ten steps outlined in this session will walk you through the information you need to gather, when and how to communicate your objectives and expectations, and how to measure success. Whether you want to, have gone, or will go global – this is a session not to be missed!
Ardent Partners predicts that, in 2014, nearly 30% of the average organization’s workforce will be considered contingent, contract or temporary in some regard. With such a large percentage of the workforce traversing into this realm, it becomes critical for organizations to understand the necessary strategies, solutions and approaches to effectively manage their contract talent.
While companies across the world have been continuing to rely upon temporary labor to address crucial organizational goals and project-based needs, the fact is that this space has undergone a veritable evolution in recent years to comprise what is now known as the “contingent workforce umbrella.”
While some companies may have a robust hold on managing this umbrella, particularly traditional (“classic”) temporary labor sourced via staffing suppliers / agencies, this industry will continue to evolve as the next few years pass by. With SOW-based projects / services and independent contractors becoming the umbrella components that are drawing the most organizational attention, companies will find themselves in the midst of a contingent workforce revolution…one that will require the utmost preparedness and aptitude to effectively ensure that contract talent continues to drive true corporate value.
Join us for an exclusive webcast during HR.com’s Contingent Workforce and Talent Exchange virtual conference that will utilize the history of contingent labor to paint a vivid picture of how this industry / space will look only a few years in the future. Attendees will learn:
- How this space will look just a few years from now
- The best means for preparing for the continued evolution of contract talent
- The role of technology in the future of contingent workforce management
The trend toward using skilled workers on a temporary project-by-project basis has only intensified since the recession. Instead of ramping up hiring, companies increasingly rely on independent contractors and staffing firms to meet their labor needs. This represents a radical change in how work is performed. The notion of lifetime employment is a dying concept. The emergence of a pool of freelance workers, moving from project to project, may be the new model. But this new model is not without its pitfalls.
This 21st century workplace, based on technological advances, which allows many types of work to be done anytime and anywhere is in conflict with the old ways of organizing and regulating work. Legal rules implemented to address the issues of a manual laborer working in a factory at the beginning of the 20th century are applied to the knowledge worker who plies his or her trade in virtual workplace with unpleasant results. Government regulators and legislatures, comfortable with the old arrangements, are increasing their scrutiny of these alternative labor relationships for compliance with vast numbers of laws and regulations governing employment in the United States.
This presentation will review workforce trends in relation to contingent labor, examine administrative agency agendas targeting compliance audits, and offer practical suggestions to avoid or limit legal disputes with your organization’s contractors, temps and leased employees. We will review key employment law issues such joint employer issues, worker privacy and technology, wage and hour issues, trade secrets and intellectual property protections, and recommend practical steps to take now to address these issues.
The new Affordable Care Act is set to provide American workers with access to quality, affordable health insurance starting January 1st, 2014. However, there are still a number of questions as to how employers of temporary and project based workers are going to implement the legislation effectively, as well as handle the plethora of new reporting requirements associated with the regulations.
The basic principle of the law is that companies who employ a full time staff of fifty (or part time staff working hours equivalent to those of 50 full time employees) must offer a medical plan that provides minimum essential health benefits to their full time employees or pay a tax penalty effective January 1, 2014. However, complications arise when companies use long term temporary and contract workers – particularly if their services are utilized on an indefinite basis. Employee misclassification and co-employment issues with staffing vendors and government bodies will undoubtedly escalate as a result of ACA implementation so it’s critical for employers to have a plan in place.
Our virtual conference - led by Emergent President, Bill Inman - will show you how to compliantly navigate your project-based workforce through healthcare reform, save time and streamline your administrative obligations.
If your company currently utilizes contingent workers or plans to increase its usage of this type of worker in the near future, you should attend this conference.
Emergent is part of a family of companies that is one of the largest employers of contingent labor in the US, employing hundreds of thousands of workers each year for companies nationwide, including many Fortune 100 clients. Our team of payroll, legal, HR, risk management and operations professionals are some of the most experienced in the contingent workforce industry today.