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Description

Contingent workers (on-call workers, independent contractors, workers provided by contract firms, and temporary help agency workers) are different than permanent employees in their expectations, roles, commitments and legal status. That means you need to manage them differently than you do full-time, core employees. This course will examine various aspects of successfully managing contingent workers. You will analyze various methods of communicating expectations and job issues, and learn how to control and monitor contingent workers. Thus prepared, you will be able to manage contingent workers so they are productive, satisfied and cooperative. You will also avoid the legal pitfalls of managing contingent workers like regular employees.

Learning Objectives
  • Preparing Workers
  • Recognize the benefits of communicating expectations and issues for contingent workers.
  • Orientation for Contingent Workers
  • Identify items that should be included in orientation for contingent workers.
  • Apply appropriate strategies to give contingent workers the information they need to be productive and satisfied, in a given scenario.
  • Making Training Decisions
  • Apply appropriate strategies to give contingent workers the information they need to be productive and satisfied, in a given scenario.
  • Analyze situations and determine what kind of training would be appropriate and why.
  • Legal Guidelines
  • Recognize the importance of managing nonemployee contingent workers differently than regular employees in terms of control and direction.
  • Behavioral Control
  • Identify the two factors indicating inappropriate (employer-like) behavioral control (instruction and training).
  • Analyze situations and determine whether the organization is controlling workers' behavior to such an extent that they might be considered regular employees by courts of law or government agencies.
  • Financial Control
  • Analyze situations and determine whether the organization is controlling workers' behavior to such an extent that they might be considered regular employees by courts of law or government agencies.
  • Analyze employment relationships and reach conclusions about whether or not employers are exercising inappropriate financial control over contingent workers in a given scenario.
  • Working Relationships
  • Distinguish inappropriate (employer-like) financial control over contingent workers.
  • Analyze employment relationships and reach conclusions about whether contingent workers should be classified as regular employees in a given scenario.
  • Performance Management
  • Recognize the benefits of adjusting management style to improve contingent workers' job satisfaction and performance.
  • Planning for Performance
  • Identify ways to enhance job satisfaction and performance.
  • Apply strategies for maximizing job performance and job satisfaction of contingent workers in a given scenario.
  • Feedback
  • Apply strategies for maximizing job performance and job satisfaction of contingent workers in a given scenario.
  • Problems
  • Match appropriate ways to deliver feedback with various types of contingent workers.
  • Determine the appropriate action to resolve performance issues regarding contingent workers.
  • Audience

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