We are a moderate sized company that engages both our contractors and permanent staff, sometimes through the same recruiter. We can’t easily collect data on the mode of engagement, nor where they are all located. How do you suggest we start to get a handle on our temporary hire costs and exposures?
We are a moderate sized company that engages both our contractors and permanent staff, sometimes through the same recruiter. We can’t easily collect data on the mode of engagement, nor where they are all located. How do you suggest we start to get a handle on our temporary hire costs and exposures?
– Recruitment manager in IT, Sydney
Gaining the knowledge of where all your contractors are located within your company and introducing an ongoing tracking methodology empowers you to take the first step to reduce costs and mitigate risks. The task is two pronged. The first task should be a contractor audit, either by your company or an independent third party. This audit would give you the necessary information you require to see where the exposures reside and possible areas of cost reduction. The second task is to formalise the actions required, prioritise and start to implement actions. It is suggested companies seek the support of recruitment service providers in undertaking such an activity. It is not unreasonable to expect the metrics you require to be supplied as a part of the recruitment service.
The audit should cover employment structures (such as PAYG or direct), numbers of contractors, location, induction policy (OHS), compliance (insurances, licenses, qualifications) and entitlements. Whilst cost reduction is a prime focus and may be achieved through reducing the number of billing points, it is vital that risks must be understood. Many companies unwittingly allow contractors to work at their sites with expired or inappropriate insurances.
Companies and their service providers should have appropriate induction mechanisms, covering relevant OHS issues or risk exposure, should an accident occur. Many companies feel that contractors through recruiters and other engagement models shift an onus across to them. Please be careful of black and white thinking in this grey area. Know your responsibilities. The definition of contractor and employee might become very blurred when the work cover authority or another authority comes seeking compensation. In summary a contractor audit empowers your company to gain relevant information on the status quo of your contractors. It is from this position that you can then start to control costs and gain compliance.
By David Little, commercial manager, Marpeon. Tel: 1300 761 429
Setting up a corporate gym
We are looking at establishing an onsite corporate gymnasium. What do we need to take into account in setting up such a facility?
– HR manager in marketing, Melbourne
The corporate gym has been synonymous with elitism in the past with access restricted to senior management. You knew you had made it within a company when you were given the key to the corporate gym. Nowadays, the corporate gymnasium is available to the greater staff population as corporations acknowledge the well-being benefits to staff as well as the business payback for such an investment.
The corporate gym has changed over the years. Today, often referred to as the corporate health club, it incorporates the latest in fitness equipment, mirrors, formal change rooms, aerobics rooms and squash courts. The facilities are also more often than not run by professional fitness consultants.
They vary in size and service provision but the modern day corporate gym, generally speaking, can compete with commercial health clubs in the area. They have the advantage of being located onsite at the organisation, as well as providing fully or partially subsidised membership fees. This, coupled with above average fit outs and extra curricular activities such as yoga and aerobics makes the corporate gym a first preference when considering joining a health club.
Companies considering the implementation of a corporate gym on site are often concerned with the costs involved. Cost effective solutions are available to minimise the initial capital outlay as long as you have the space.
One of the key success factors of any corporate gym set up is the professional management of the facility. Providing staff in the facility makes for a humanistic environment, not a mechanistic one with a room full of gym equipment. In most cases, non managed facilities become obsolete very quickly and turn into ‘that basement fitted out with the outdated treadmill and exercise bike that doesn’t work, and a few scattered dumbbells and barbells’.
The service focus of a successful corporate gym must be holistic. It’s about total wellness in all aspects of our lives. As we have complicated the definition of ‘healthy’, so too our corporate gyms need to provide for all aspects of wellness at work. Extra curricular services such as yoga, massage and diet advice make for a more holistic solution at the employees’ fingertips.
By Chris Rabba, managing director – Peak Health Management. Tel: 1300 360 107.
