Managing Temporary Staff

Work is evolving. The data show us where to focus: => Remote workers aren't thriving. => FIXED ONSITE employees are struggling. New Gallup Global Workplace: 2025 Report shares data to guide where to improve employee experiences and achieve better results. Remote workers need more support--better management and sense of belonging through culture and connection. Hybrid employees are clearly also experiencing high stress which needs addressing. However, notice the data for fixed onsite workers: - Only 19% are engaged - the lowest by far - Only 30% are thriving - the lowest by far FLEXIBILITY is essential for EVERY worker. More autonomy is necessary and possible for ALL onsite workers with different options depending on the role. Flexibility for onsite workers means more: - Shift patterns and options; - Staggered start and end times; - Rotating shifts and compressed workweeks; - Shift swapping; - Floaters and part-time schedules; - Job-sharing to fulfill a full-time role; - Phased retirement and on-demand labor; - Choice of vacation timing. Manufacturing, retail, and hospitality examples: - Land O'Lakes, Inc.: Introduced “flex work” program in 60 of 140 facilities, allowing factory workers to set their schedules vs rigid 12-hour shifts. - RICK STEIN RESTAURANTS: Flexible careers scheme allows staff (all ages and experience levels)to work as little as one shift per week. -Pets at Home (UK): Offers job-sharing and part-time options for store managers supported by manager training and explicit policies. Humans thrive with more autonomy, wherever they work. What greater workplace flexibility can your company offer every worker so that your workforce and business can thrive more?

Workplace flexibility is more than a four day working week, remote work or nine-day fortnight. What are the options and exactly how personalised can flexible work arrangements become? Thanks to the Geraldton Guardian newspaper for publishing my piece on this topic. Working remotely, hybrid work arrangements, and the four-day workweek are among the smorgasbord of flexible work treats now available at an increasing number of workplaces. While these options have been gobbled up by some workers, they might not satisfy everyone's appetite for workplace flexibility. The growing demand for flexible work arrangements is about to get a whole lot more personal, with an increasing number of options being put on the table for workers to choose from. The modern workplace is made up of individuals with widely varying personal situations, yet too often they are served a one-size-fits-all menu when it comes to flexible work arrangements. Consider remote and hybrid work arrangements. While many workers enjoy these flexible options, others prefer to keep their personal and work lives separate and do not find these arrangements appetising at all. This emphasizes the need for workplaces to dish up a more varied menu of flexible work options, catering to the diverse tastes and needs of their employees, ensuring everyone can find an arrangement that suits their unique lifestyle. They are plenty of flexible work options that can be put on the table many of which have been on the menu for some time, although we’ve yet to truly dish them out. Many workers prefer the flexibility of part-time work but are locked into full-time roles. There is often hesitation to convert these roles, fearing reduced employee dedication. When converting full-time roles to part-time is not feasible, job sharing—where two or more part-time employees share the responsibilities of a single full-time position—can be a viable alternative. Staggered start and finish times allow employees to adjust their working hours to better fit their personal lives, such as starting earlier or finishing later. Split schedules allow employees to divide their work hours into segments, such as working 8 am to 12 noon in the office, taking a break, and then working 4 pm to 8 pm from home. Purchased leave allows employees to buy additional leave days beyond their standard entitlement, enabling them to take extended time off for personal needs, vacations, or other commitments by deducting the cost from their salary. A deferred salary leave plan lets employees work for several years at 80% pay, saving the deferred portion to fund an extended break while still receiving a reduced salary. The variety of options on the menu means that while some employees savour a four-day week, others will relish staggered hours, and still others will opt for split schedules or time banking. #flexibleworkarrangements #flexibility #workplace #management #job #humanresources #leadership #AIMWA

Exit >>> Entry --> My exit interview almost looked like I was sitting for a promotion interview! As professionals, we often focus on making a strong impression when joining a new company, and rightfully so. However, we tend to overlook the impact of our departure and the lasting impression it leaves behind. In my case, I had this one-pager which I used for my exit interview, that one page highlighted all the areas I had worked upon (senior management usually doesn’t know the details), my achievements, my drawbacks and areas I could have improved upon. Believe me this one instance of sincerity would speak more for you (as a person) than your work during your tenure. Here are some key reasons why I believe that the art of exiting gracefully is as vital as entering any organisation: [1] Preserving Relationships: Your colleagues and superiors remember how you handled your exit. By departing on good terms, you preserve the relationships you've built over the years. These connections can prove to be invaluable in the future, whether for networking, references, or even potential collaboration. [2] Maintaining a Positive Reputation: Your professional reputation follows you throughout your career. Exiting a firm on a positive note ensures that your reputation remains intact. Word travels fast in the professional world, and potential employers or business partners may inquire about your past conduct. A graceful exit will speak volumes about your character and professionalism. [3] Lasting Impression on Colleagues: Your exit sets an example for your colleagues. By handling it with grace and integrity, you inspire others to do the same when their time comes to move on. Your departure can foster a positive culture where employees feel respected and valued, even during transitional phases. [4] Boomerang Opportunities: You never know when your paths might cross again with your former employer. Companies often consider rehiring former employees who left on good terms, knowing they can reintegrate with ease and contribute effectively. Your exit could lead to boomerang opportunities in the future. [5] Learning and Growth Opportunities: The exit interview is not just a formality. It provides a chance to reflect on your accomplishments, areas for improvement, and the overall impact you made. Such insights can be invaluable for personal and professional growth as you move forward in your career. [6] Building a Strong Network: A professional network is a valuable asset throughout your career. Your former colleagues can become part of this network, offering potential job opportunities, insights into other companies, or partnerships in your entrepreneurial ventures. LinkedIn LinkedIn for Creators LinkedIn News India Neha Jain Kale

Don't burn bridges. Proverb: Do not act in a manner that causes irreparable harm to your past relationships or connections, as you may need them later in life. It may seem obvious, but how you leave an organisation can say everything about your likely success in your next venture. Last week, a close friend shared their experience of their COO's recent departure. On their way out, “Scott” threw grenades in every direction. Departing from the agreed-upon company communication strategy, he broke management protocol on confidentiality by sharing sensitive information with his staff at his farewell party—all this was from a former senior leader, feted as a star performer a few months earlier. In a recent survey, one out of four respondents stated that they left their current role due to a "toxic" breakdown in their relationship. While some circumstances may cause us to leave our jobs on a sour note, it is always a good idea to exit gracefully and keep things professional. Being disrespectful towards your ex-manager or colleagues may not seem much initially because you're leaving the organisation. But this can significantly affect your future career prospects. And trust me when I say that it does. When you decide to make a move. Don’t: 1. Talk poorly of your manager or your team 2. Make a halfhearted effort during your notice period 3. Boast about your new job to others while working out your notice 4. Bring up old issues to justify your exit 5. Poach a colleague or a client during your notice period 6. Engage in unethical activities 7. Misbehaving during your exit party Instead, be gracious and kind, even if you've not had a great experience, which will only make you look better. Remember people are monitoring how an employee leaves. How you leave indicates how you may behave once you come aboard. You will save yourself future regret and stress if you leave on good terms. And you never know; your old boss might open doors of opportunity and give you a good reference long into your future. It is your brand and career, but be careful not to act in a manner that will irreparably harm your future. It is better to close the door gently than slam it in everyone's faces on your way out. Don't burn bridges.

Who gets an employment contract? In the US, which non-union jobs typically come with employment contracts? ⸻ 1. Executive and Senior Leadership Roles • CEOs, CFOs, COOs, VPs, and other senior leaders are often hired under contracts. • These contracts typically spell out salary, bonuses, stock options, severance, non-compete or non-solicit clauses, and “cause” vs. “no-cause” termination terms. • Even in non-union companies, executives almost always negotiate contracts. ⸻ 2. Highly Specialized Professionals • Physicians, surgeons, dentists, and other healthcare providers (outside of unionized hospitals). • University faculty in private institutions (especially tenure-track or research-heavy roles). • Scientists, engineers, or technologists in niche fields where poaching risk is high. • Contracts ensure clarity on workload, non-competes, research rights, and intellectual property. ⸻ 3. Entertainment, Media, and Sports • TV anchors, journalists, producers, radio hosts, and creative talent often work under contracts. • Professional athletes (outside of unionized leagues) sign individual contracts too. • Contracts set compensation, exclusivity, and control over creative output. ⸻ 4. Sales Roles with Complex Compensation • High-level sales executives or business development leaders. • Their contracts often include base pay plus commissions, revenue-sharing, and “draw” agreements. • Having a contract protects both the company (from disputes about clients/accounts) and the salesperson (from arbitrary commission changes). ⸻ 5. Tech and Startup Leadership • Founders, early-stage startup hires, or critical technical staff may get employment contracts. • Contracts often include equity/stock options, vesting schedules, and IP ownership terms. • Even though startups rely heavily on at-will employment, they carve out exceptions for critical roles. ⸻ 6. Creative and Consulting Professionals • Fashion designers, creative directors, advertising executives, architects, and other high-visibility creatives. • Independent consultants who become employees sometimes negotiate hybrid contract terms to secure flexibility and protect their intellectual property. ⸻ ✅ Key takeaway: Outside of unions, contracts are the exception, not the rule, but they show up whenever (a) the job is highly visible, specialized, or competitive, or (b) the stakes are too high to leave the relationship entirely at-will.

Contracts, Knowledge Transfer & Effective Collaboration 💼 Unclear contracts, lost knowledge, and poor collaboration—sound familiar? Here’s how to fix it without blurring the lines between contractors and employees: ❌ Pitfall: Unclear contracts lead to scope creep and payment issues. ✅ Solution: Use detailed agreements with clear deliverables, timelines, and payment terms. ❌ Pitfall: Contractors leave, and their expertise goes with them. ✅ Solution: Set up effective documentation and knowledge-transfer processes to ensure continuity. ❌ Pitfall: Misalignment between contractors and your business objectives. ✅ Solution: Define clear project expectations upfront, use structured communication tools, and maintain professional engagement without over-integration. 🚀 The best contractor relationships and project outcomes are built on clarity, not confusion! 💬 How do you ensure seamless collaboration with external specialists? Let’s discuss! 👇

94% of top performers don't have the 'required' years of experience Steve Jobs. Mark Zuckerberg. Elon Musk had that in common -  they did not have the "years of experience" I have seen so many recruiters and staffing teams use this metric  and its all wrong "Years of Experience" as a hiring metric is: ➡️ A poor predictor of "PERFORMANCE" Fact: A 2019 study found only a 3% correlation between experience and job performance Reality: I've seen 2-year "rookies" outperform 10-year "veterans" countless times ➡️ Stifles INNOVATION • 78% of HR leaders agree: Fresh perspectives drive innovation • Example: Would Netflix have disrupted Blockbuster if they only hired "experienced" video rental experts? ➡️ Particularly flawed in tech • Tech skills have a half-life of about 5 years • A developer with 2 years in cutting-edge AI often trumps one with  10 years in legacy systems ➡️ It discriminates against career changers • 49% of employees will change careers in their lifetime • You're missing out on diverse problem-solving approaches by ignoring transferable skills ➡️ It ignores the QUALITY of the experience • 3 years of high-impact projects > 7 years of routine tasks • I once hired a 3-year product manager who increased ROI by 200% over a 10-year counterpart The Solution: Focus on these instead ✅ Demonstrated skills: Use practical assessments ✅ Learning agility: Look for continuous self-improvement ✅ Adaptability: Ask for examples of quick learning and pivots ✅ Problem-solving ability: Present real scenarios in interviews ✅ Cultural add (not just fit): How will they enhance your culture? Actionable Steps: 1. Rewrite job descriptions: Replace "X years required" with specific competencies 2. Implement blind resume reviews: Test actual abilities, not years accumulated 3. Use skill-based assessments: Focus on achievements, not timelines 4. Conduct project-based interviews: See candidates in action 5. Create diverse interview panels: Reduce bias and get multiple perspectives The result?  You'll build more innovative, adaptable, and high-performing teams. What's been your experience?  Have you seen "inexperienced" hires shine? #Recruitment #Hiring #HiringandPromotion #Startups #Founders RecruitingSniper and Joshua Talreja

🎯 Product-based hiring ≠ Just hiring for product companies. It’s a mindset shift. And it’s already rewriting how top teams hire, build, and retain talent. Here’s the insight most people miss 👇 🚫 In service-based hiring, the job description often sounds like: "Complete X tasks. Use Y tools. Fit into Z system." ✅ In product-based hiring, the conversation starts with: “What problem can you own — and how will you make it better over time?” It’s not about doing a job. It’s about building ownership — and contributing to a roadmap. 📌 What sets product-based hiring apart? Outcome over output It’s not “How fast can you close a ticket?” It’s “Can you improve the system so that ticket doesn’t exist next time?” Depth over multitasking Product teams look for people who go deep — solve root causes, not surface issues. Cross-functional alignment Product orgs hire people who understand tech, business, user experience — not just their silo. Feedback-driven mindset Iteration isn’t a buzzword. It’s the culture. Hiring is about people who grow fast, fail better, and ship smarter. 💡 For candidates → If you want to work in a product-first culture, stop selling just your skills. Start showcasing how you solve problems, think in systems, and own outcomes. 💼 For hiring teams → Build JD's like product specs: What’s the real pain point? What kind of person improves this 10x? What would success look like in 90/180/365 days? The future of hiring is productised. You don’t just hire for roles — You hire for impact, learning velocity, and aligned obsession. #ProductBasedHiring #TalentStrategy #HiringTrends #ProductMindset #FutureOfWork #RecruitmentWisdom #HiringForImpact #LinkedInEditorialStyle

Calculating manpower for civil (CIIL) work and MEP (Mechanical, Electrical, Plumbing) for planning involves several steps. Here's a general guide on how to do it: 01) Scope Identification: Understand the scope of work for both CIIL and MEP projects. This includes reviewing project plans, specifications, and drawings to determine the tasks involved. 02) Work Breakdown Structure (WBS): Create a detailed WBS for both CIIL and MEP projects. Break down the work into smaller, manageable tasks. This helps in identifying the specific manpower requirements for each task. Resource Requirements: Identify the resources needed for each task, including labor, materials, and equipment. For manpower planning, focus on labor requirements. 03) Manpower Estimation: Estimate the number of workers required for each task based on factors such as: Task duration: How long each task will take to complete. Skill level: Determine the skill level required for each task (e.g., skilled labor, semi-skilled labor, unskilled labor). 04) Productivity rates: Use historical data or industry standards to estimate the productivity rates for different types of labor. Availability: Consider the availability of labor resources, including any constraints or limitations. 05) Labor Productivity Rates: Determine the productivity rates for different types of labor based on past project data or industry standards. Productivity rates can vary depending on factors such as the complexity of the task, site conditions, and experience level of the workers. 06 )Manpower Allocation: Allocate manpower resources to different tasks based on the estimated labor requirements. Ensure that the allocation is realistic and takes into account factors such as concurrent activities, resource constraints, and project schedule. 07) Contingency Planning: Include a contingency factor in the manpower calculations to account for unforeseen events, delays, or changes in the project scope. 08) Review and Adjustment: Regularly review and adjust the manpower plan as the project progresses. Monitor actual manpower usage against the planned estimates and make adjustments as necessary to ensure that the project stays on track. 09) Communication and Coordination: Ensure effective communication and coordination between different stakeholders involved in the project, including project managers, subcontractors, and labor suppliers. This helps in managing manpower resources efficiently and addressing any issues or challenges that may arise. By following these steps and considering the specific requirements of your CIIL and MEP projects, you can develop a comprehensive manpower plan for planning purposes.

📢 Reminder: The New Amendments to Fixed-Term Contracts for Expatriates via Qiwa Platform In alignment with Saudi Arabia’s ongoing labor reforms and Vision 2030 goals, the Ministry of Human Resources and Social Development (MHRSD) has implemented a critical update to the Qiwa platform concerning fixed-term contracts for non-Saudi employees. These changes aim to strengthen transparency, enhance workforce mobility, and ensure a more structured and regulated employment process across the Kingdom. 1️⃣ Automatic Contract Expiry Notification & 60-Day Grace Period 📩🗓️ Starting February 3, 2025: When a fixed-term contract ends, the Qiwa platform will automatically send a notification to the employee informing them of the contract’s expiry. From the date of contract expiration, the employee will be granted a 60-day grace period to take one of the following actions: ✅ Renew the contract with the current employer. 🔄 Transfer services to another employer within the Kingdom. ✈️ Exit the Kingdom permanently. This update is designed to give employees ample time to make informed decisions and ensure continuity of legal status. 2️⃣ Consequences of Inaction Within the Grace Period ⚠️🛑 If the employee does not take any action during the 60-day grace period, the system will automatically categorize the employee as "Absent from Work" triggering serious legal and administrative consequences: 🚫 The previous employer will be permanently restricted from re-contracting the employee. 🚫 It will not be possible to reverse or correct the “Absent from Work” status in the Qiwa system. 🚫 The employee will not be able to transfer sponsorship (نقل خدمات) to another employer. 🚫 The employee will be removed from the General Organization for Social Insurance (GOSI) records. 🚫 The only legal option remaining will be final exit from the Kingdom. These measures are strictly enforced and are non-negotiable once the status is recorded. 📌 Key Objectives Behind the Update This regulation seeks to: ✅ Reduce labor violations and informal work arrangements. ✅ Ensure timely updates of employment status across government platforms. ✅ Empower employees to take control of their contractual journey. ✅ Align labor policies with international standards. 🧭 Recommendations for Expatriate Employees To avoid unexpected complications or legal status issues, all non-Saudi employees are strongly advised to follow these guidelines: 🔔 Regularly check Qiwa notifications especially as your contract end date approaches. 🗂️ Plan ahead if you intend to: Renew your contract 📝 Transfer to a new employer 🔄 Leave the Kingdom permanently ✈️ ⏳ Act within the 60-day window to protect your employment rights and avoid penalties. 📍 These changes reflect Saudi Arabia’s broader mission to develop a competitive and dynamic labor market, enhance worker protection, and promote fair employment practices as envisioned in Saudi Vision 2030. Stay informed. Stay compliant. ✅