Employee Control: Contract v. Permanent
People Change and Processes Evolve so that there Is No Level Ground
Jun 18, 2008
In any internal management structure, individuals need to manage personnel above, below or equivalent to them in the hierarchy. People change and processes evolve to the effect that there is no level ground. Shortfall in a function or process requires reallocation or refocus of resource, making counselling and re-training an ongoing requirement. Continual performance assessments at group and individual rank in the command chain are an essential management tool.
Get the Management Structure Right
The role of a manager is often part time. Hands-on technical or functional duties may well take up the major portion of each working day, leaving little time for the control of delegated tasks. The number of subordinates at a particular level in the command chain should always be determined by the effort required and time available for the exercise of effective control.
Focus on the One-to-One
It is important to ensure that the management function at every level is not only clearly defined but also capable of evolution. Management control stems from the one-to one exchange. Here the manager can assess the needs and performance of both individual and organisation, and initiate change at an early stage where necessary.
Define the Process
All organisational functions can be broken down into individual processes. Even a job as simple as re-stocking the stationary cupboard can be defined and documented. Such common tasks can be recorded by the individual who is assigned the job and the documentation can be reviewed by the immediate supervisor.
Such documentation needs to cover –
- The frequency of stock check
- The location of the store (local cupboard)
- The location of the replenishstock (internal or external)
- The method of procurement
More complex processes need more detailed documentation, but this should always clearly define the “when, what, where, and how” of the process.
Publish the Process Document
All process documentation can be made available in a common storage area. This can take the form of printed pages in a filing cabinet or electronic documents in a common area on a company network. E-mail distribution of process documentation may, in some cases, be necessary, but care must be taken with version control to ensure that personnel do not work with out-of-date instructions.
Measure the Process
Once a process has been defined, it is possible to measure it. The function, as laid down in the documentation, can be delegated to different people and individual performances can be recorded. In the event of unexpected staff shortfall the task can be performed by a range of people with minimal disruption and the manager can “fine-tune” delegated tasks.
Contract or Permanent: Let the Process Determine the Choice
With a clear idea of the metrics of the process and its importance to the organisation it becomes a relatively straightforward decision to make the choice between permanent or temporary employee in order to cover the requirement.
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