#336 from Innovative Leader Volume 7, Number 4          April 1998

Managing Temporary Employees is Challenging
by Jane Flaherty

    Ms. Flaherty is a senior consultant with PBS & Associates, Inc., a San Diego based consulting firm specializing in leadership development, organizational assessments, and management consulting (phone 619-451-3601).

    During the past decade, corporations have been bombarded by increased customer  expectations, global competition, and fluctuations in the market. In order to stay responsive to the constraints imposed by the ever-changing needs of the market, the rallying cry for many of our clients has become . . . "Send in the temps!"

    Supervising regular employees already poses many challenges, such as motivation, morale, and productivity, to name just a few. Add to that the additional demands of including temporary employees on your team, and your workload is suddenly magnified.

    The following tips can help you to increase the commitment level from this contingent workforce.

Customize the Job

    Give thought to the specific jobs you assign to temporary employees.  Determine how much time will be required to train the temp to complete the job successfully. For short-term temporary employees, select jobs that require little training. Although temporary employees may have specialized related work experience, there will always be a need to spend time teaching them how to do things "your way." Not every job should be customized for temporary employees, particularly those related to final quality analysis.

Recruit Specifically

      There is an abundance of agencies ready to supply your need for temporary employees. Many provide employees with a highly specialized background. No longer can you expect to simply get help with your clerical needs, but you may also request an engineer, accountant, trainer, or production line worker. To be successful in your recruitment, be detailed and specific in your initial request. Describe the environment where the temporary employee will be working, the nature of the work, and the pace at which the employee will be expected to produce. If tools, equipment, or specific software programs will be used, describe in detail what you will be requiring of the temporary employee. Temporary agencies agree that the more specific you are in the initial request, the greater their success level in providing the best qualified employee.

Interview

      Many supervisors have learned that making the time to interview potential temporary employees, particularly those who will be employed for longer projects, is time well spent. The more the temporary employee knows about your expectations, and the more you know about the temp's previous work experience, the greater the likelihood that there will be a good match. One manager (whose entire team consists of temporary employees hired to complete a short-term project) knows from experience that she will interview twice as many temps as she ultimately selects. She feels that this step saves her time later, however, in that those employees she selects are far more likely to be successful, reducing the need for further recruiting later in the process.

Orientation

      Give careful advance thought as to what needs to be explained in order for the temporary employee to be successful. Determine what you will cover in training, and who will be responsible for completing the training. Ensure that the person conducting the training is both thorough and patient. If safety is an issue, make sure that the temporary employee is briefed and understands potential safety hazards.

Welcome the Temp

      Think back to the day you first started your job and you'll agree that first impressions are extremely important. They can't be erased. Plan accordingly. The start of any day, or shift, can be hectic. When appropriate, have the temp start later, allowing you more time to begin the orientation and introduce the regular employees to the temporary employee. Whether it be a production or professional environment, make time for introductions. If appropriate, assign a regular employee to be a mentor for the temp. Knowing whom to go to with questions increases a temp's confidence and comfort level. Don't forget the obvious. Ensure that the temp knows where to park and where the lunchroom and bathroom facilities are located.  These are small items, but they make a big difference in helping this person, a new addition to your workforce, feel welcome. They help the temp to feel valued as a person, not just as a commodity needed to fill a short-term need.

If the temporary employee isn't working out right, coach, counsel, or train the person. Or, cut your losses quickly! The only thing worse than a bad employee is a bad temp.

As long as the cost of employee benefits continues to escalate and organizations experience continual market fluctuations, the need for a contingent workforce will exist. Successful managers value the contributions of their temporary employees and know how to create an environment leading to optimal performance from all employees, both the regular staff and the temporary employees.