The volume of external hiring at Gemeente Gouda last year (2018) equated to 7.75 million euros: 16 – 17 per cent of total personnel costs. For the years ahead, with the help of its dedicated Managed Service Provider, Staffing MS (part of HeadFirst Group), the organisation’s goal is to gain an even tighter handle on external hiring and if possible, reduce the volume. “We expect Staffing MS to perform an active role. Though you might think that they have an opposing interest here”, says Eelke Pol, Head of HRM and Change Agent at Gemeente Gouda. “But within this partnership, we look together – as partners – at what might genuinely be the best solution for Gemeente Gouda, and work towards it.”
Gemeente Gouda has been canalising its external hiring through Staffing MS for some seven years now. This applies for all job roles: from receptionists to heads of department. The Gemeente Gouda also requires several candidates for the built environment. In that sector, most candidates don’t immediately think of local authorities as a potential employer. Often, a local authority such as Gouda’s needs to think and act from a place of community involvement and social development. Besides salary, a sense of meaning weighs heavily in this context.
“One of the main motives behind our partnership with Staffing MS was to gain and retain greater control over the form, quality and duration of external hiring”, comments Pol. “What is our level of external hiring, what is the composition of that hiring and which costs are involved? But also: for how long and – most importantly – why is Gemeente Gouda using someone external? Once we have the answers to those questions, we can improve and account for our decision-making. And, we can better implement our vision for permanent and flex.”
For a government authority, flex work has a social and even a moral component to it. Hiring someone in to complete a specific and time-sensitive task is one thing. But where or at what length of relationship does the social responsibility of the employer come into it?
“That flex/permanent discussion is alive and well in our society”, observes Pol. “In order to be able to make informed decisions and agreements, it is useful to have a permanent point of reference and knowledge. Indeed, the question is not only who or what we need, but also for how long and in what form. How can we address this with as much financial and social responsibility as possible? Does the investment pay off through the process? Are there disadvantages to the form of contingent hiring for us or the candidate?”
“The flex / permanent discussion is alive and well in our society.”
“Our collaboration with Staffing MS is much better described as a partnership than an abstract working relationship.”
If external hiring data is not current or clear enough, temporary roles can remain unfilled for longer. If departments are taking care of their own external hiring and are not working together satisfactorily, they may be working at cross-purposes. By getting a better grip on external hiring and taking a critical look at the data, the volume of external hiring can remain manageable and be reduced. Standardisation or central coordination is also a key part of the process and is essential for keeping internal processes in check. On the flip side, uniformity should not become a burden or lead to lack of customerfriendliness in relation to other departments.”
“Our collaboration with Staffing MS is really much better described as a partnership than an abstract working relationship. It must be, because at the end of the day, it’s about finding the right people through consultation and in changing circumstances. The Staffing MS account manager needs to be able to respond to the organisation’s changing needs, and even its climate. So, it’s a case of continual dialogue. We, too, need to invest in the relationship ourselves. There needs to be a rationale: why does everything go via Staffing MS? We need to get the manager on board with that rationale. In a partnership – as in any relationship – sometimes you need to invest in each other that little bit more. And that’s why we keep taking steps to get to know one another better. It’s dynamic and keeps us both focused.”
“For the duration of this current contract, we are working on improving the service and collaboration between Staffing MS and Gemeente Gouda. Our aim is to be able to hire contingent workers a lot more intentionally in two to three years’ time.” According to Pol, this is also where the lessons lie. A lot of coordination and inquiry will be required to achieve this goal. They will occur through co-creation: between the Gemeente Gouda itself and Staffing MS. “My belief is that Staffing MS needs to be in the lead. They need to question and challenge our managers so that the right aspects are brought to the fore. On the other hand, our managers need to be prepared to invest in the communication and the relationship. Otherwise it’s too one-sided.”
In conclusion: Gemeente Gouda and Staffing MS are in the business of optimising external hiring, together. If this optimisation results in a socially- and financially responsible reduction in external hiring, then both parties can be proud.
