As organisations today increasingly take on diverse workforce models across their supply chain, the reliance on contingent workers is becoming prevalent. 

The problem is, many organisations have no idea about their compliance obligations, their existing risk profile, or how to avoid legislative hot water. 

As a result, risk and compliance is a key deterrent for many, who would otherwise benefit from engaging a contingent workforce. 

 There’s a number of reasons this is the case. Historically, HR hasn’t had a good handle on the risk factors; many organisations haven’t got policies and processes in place to achieve legislative compliance; and awareness is typically low, business-wide. 

The risk and compliance panel from the #EWS addressed these very issues. 

With big name speakers, armed with unparalleled industry experience and knowledge, this was a pivotal session of the day: as the emerging workforce becomes a reality for more and more organisations, #EWS delegates were primed for a deluge of knowledge. 

 … which is what they got and more. Our risk panel provided a host of actionable insights for delegates to apply to their own contingent workforce strategy.  

Read on for more… 

 Paul Chiswick, CXC


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Panel members...

Natalie James - Partner, Deloitte (Former Fair Work Ombudsman)

Charles Cameron - CEO, RCSA

Chris Thuell - Director of Risk and Compliance, CXC

Nick Duggal - Partner, Workplace Realtions, Moray & Agnew

A key factor in any blended workforce is the ability to manage the organisation’s risk profile.

As the workplace changes, and workforce compositions become more complex, the risks to businesses consistently and exponentially increase.

Attaining insight: the critical issue of ensuring hiring managers, HR Directors and other organisational stakeholders obtain insight into what a compliant contingent workforce looks like.

This will ensure your arrangements are protected, and that your contracts and your contingent workforce program is set up to best serve the needs of your business.

Critically…the emerging workforce is already upon us. It’s not a scenario that’s coming, it’s here. That is, multiple worker types, multiple styles of working. The key thing for success, is for all parties to the workforce, to collaborate. To work together. To achieve a common goal with a common approach.

Organisations need to continue to strive for clarity with respect to workplace relationships. Clarity around what each stakeholder group needs to achieve (both internal and external stakeholders); clarity around the organisation’s goals in the context of each stakeholder group; clarity around priorities for short- and long- term success. This clarity includes the supply chain. A transparency of the role of each party: an outcomes driven approach across the board will deliver a coordinated, cooperative, collaborative program.
If clarity is achieved, then the legal and compliance issues associated with contingent labour are dealt with, because everyone is clear on the type of relationship in place, and the goals and desired outcomes of all parties.

The focus on the worker experience is also a key component, in the context of risk. How the younger generation engage with organisations, the channels they use to communicate and their expectations all need to be factored in both from an engagement standpoint, but also, from a risk standpoint. The many differences in generational preferences can become a point of risk.

Doug Leeby, Beeline 
Innovation & Optimisation of Tomorrow's Workforce

Chris Milligan, Adepto
What is Total Talent Management?

Ben Ryrie, Deloitte Australia
How Deloitte Manage the Contingent Workforce