The [Simple] Guide to CW Management

Angela : Have you ever met someone and heard the universe scream at you “THIS IS ONE OF YOUR PEOPLE”? That’s exactly what happened the first time I spoke with Kimberly Steffen. It was on a phone screen for what ended up being my Sr. Analyst role at Twitter. The conversation was so fun and natural that, being the nerd I am, I asked her if I could add her on LinkedIn so we could keep talking. (Yes, I still cringe when I think about this. But it worked?)

From there on, it was two years of building, creating and general good times working under Anna Thomas at Twitter. And when Twitter came crashing down in 2022, I knew she’d land somewhere wonderful. What surprised me was that she went the entrepreneurial route and joined HQ Simple as Director of Operations. Over to Kimberly to tell you more:

Kimberly: Angela's words truly resonate with the remarkable journey we've embarked on together. From the first engaging conversation during that phone screen to the dynamic collaboration at Twitter, our partnership was nothing short of extraordinary. The world of contingent workforce management is as complex as it is fascinating.

When Twitter's chapter closed, uncertainty filled my thoughts. What was next? I was passionate about building a great contingent workforce program at Twitter and believed in what we were creating. Now, I had to discover how I could continue this journey outside Twitter.

After thoughtful consideration, I took a leap into the startup world with HQ Simple. This decision allowed me to pursue my passion for building efficient systems and fostering meaningful connections. HQ Simple's entrepreneurial spirit has offered room to grow, innovate, and contribute in alignment with my values and vision.

We collaborated on some key strategies during our time at Twitter, and we're eager to share these learnings with you. Here's what we discovered, and how it can benefit you!

Staff Augmentation Contractor Management Do’s and Don’ts:

Do:

1. Ensure clear communication of roles, expectations, and responsibilities from the very beginning of the contingent worker hiring process for all involved parties: hiring manager, vendors, staff augmentation workers, etc.

2. Comply with legal regulations and industry standards. You are not immune to the law!

3. Assess and align cultural fit with organizational values for vendors and contractors, consider what will enhance your culture, not just ‘fit”

4. Provide appropriate training and support to contractors and hiring managers.

5. Regularly review and evaluate performance and relationship dynamics, both for the staff augmentation contractor (via surveys to their manager) and with partners (via supplier scorecarding)

Don't:

1. Overlook proper onboarding processes. Laying a strong foundation will help an assignment go smoothly from start to finish.

2. Talk about rate of pay or handle performance conversations with your staff augmentation contractor. Always let the employer of record handle those chats.?

3. Expect that hiring a staff augmentation contractor will be the same experience as hiring an FTE. Consider creating a manager guide on how to hire a staff augmentation worker. Angela’s guide at Zendesk suggestions no more than 3 rounds of interviews,

4. Neglect clearly defined job descriptions, agreements and contracts. You will rely on these if disagreements arise.

5. Underestimate the importance of alignment with the organization's strategic goals. If you aren't meeting those, you can forget about program adoption at all levels.

Independent Contractor Management Do’s and Don’ts:

Do:

1. Establish clear contracts outlining expectations, responsibilities, and payment terms.

2. Ensure compliance with tax laws and other legal obligations.

3. Foster a respectful and transparent working relationship, remember an Independent Contractor is supposed to be a low control engagement – so don’t try to control where and how work is done.

4. Set fair and competitive compensation structures.

5. Evaluate and manage risks associated with the use of independent contractors.

Don't:

1. Treat independent contractors as regular employees by attempting to control work conditions, blurring legal distinctions.

2. Ignore or undervalue the importance of proper documentation, get that contract written and fully executed before the work starts

3. Forget to consider the broader impact on organizational culture and dynamics.

4. Neglect to provide feedback and opportunities for growth that relate directly to the work that is being delivered.

5. Overlook the importance of adaptability and flexibility in the working relationship, that’s a huge benefit of engaging with an IC!?

Vendor Worker Management Do’s and Don’ts:

Do:

1. Foster open communication, collaboration, and partnership with vendor managers who oversee the relationship from a business to business perspective..

2. Set realistic goals, expectations, and timelines.

3. Conduct regular reviews, evaluations, and performance tracking that drive back to your contract.

4. Respect and understand the vendor’s business model and priorities.

5. Maintain clear and well-documented contracts and agreements.

Don't:

1. Underestimate the complexities and nuances of vendor relationships. (That’s a doozy!)?

2. Deliver feedback on work to vendor workers, drive back to the vendor manager who owns the relationship with your firm.

2. Ignore the need for clear conflict resolution strategies.

3. Overcommit or make promises that cannot be kept.

4. Neglect to adapt and evolve with changes in the industry or business landscape.

5. Lose sight of the long-term strategic alignment and goals with vendor partnerships.

Remember, this is not legal advice or a sample of the HQ Simple product. This is just two CW ladies who love to work together, sharing what we’ve built for you to reference because we love our industry friends.

To our industry friends, we hope these insights will inspire and guide you. We're here to support, connect, and share our love for what we do. Feel free to reach out and let's keep the conversation going!