Building a Corporate Culture for Contingent Employees

The contingent-staffing industry has grown tremendously in the past few years, and more and more companies are filling a significant percentage of their workforce with part-time employees. In an organization made up of primarily temporary or "contingent" workers, it may seem as though putting effort toward establishing an organizational culture is unimportant. While it is true that some of the stories, rituals, or long standing traditions that help to form a culture may not be fully experienced by part-time employees, it is still vital to acknowledge the influence of culture on them.

Stephen Robbins and Timothy Judge outline five functions of organizational culture, and one of these stands out as particularly important when thinking about part-time employees. "Culture serves as a sense-making and control mechanism that guides and shapes the attitudes and behavior of employees." When culture is lacking within an organization, these contingent employees will be unable to quickly and accurately become acclimated to the company upon their arrival. It would be naïve to suggest that each temporary worker doesn't arrive with their own set of values (what Robbins and Judge deem the "prearrival stage") and the hiring of part-time help may not be able to undergo the same scrutiny to ensure that these values are aligned with the organization. In other words, a solid culture can pick up the slack that rushed hiring decisions may leave behind. By having a firm and observable culture in place, time and resources can be utilized more effectively, helping contingent employees make the transition into the organization as smoothly as possible.

Additionally, managers must be aware of the fact that a culture (whether acknowledged or not) will undoubtedly develop and have an effect on their employees and organization. Even with a broad culture in place, numerous subcultures can develop within it. As Robbins and Judge put it, "subcultures tend to develop in large organizations to reflect common problems, situations, or experiences." If temporary hires feel their specific experiences aren't being reflected in the culture as a whole, it is likely that they will develop their own subculture. Without the guidance of management, it is also likely that this subculture can be one of detachment and distrust for the organization as a whole. Contingent employees must be welcomed and accepted under the umbrella of the larger organizational culture in order for them to serve as an effective and prosperous sector of the company.

As a manager or human resources professional, don't underestimate the importance and influence of temporary workers on your organization. Be intentional about crafting a corporate culture that integrates the needs and concerns of the contingent workforce and you will be able to unlock the true potential of this booming resource.

Sources:
Robbins, Stephen and Timothy Judge. Organizational Behavior. 13^th ed. Prentice Hall: Upper Saddle River, New Jersey. 2009.