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(may have been discussed already, but after searching, I couldn't find any related posts)

I manage contract employees, am I still technically a manager?

Is it appropriate to conduct O3's?

Mark and Mike's loose, tongue-in-cheek definition of a Manager : "...controls an employee's addiction to food/clothing/shelter".

I have a number of directs all of whom are contracted professionals, the contracts have been going now for over a year with no end in sight. (As a side note, I don't have control over length of contract, pay rate, or any other aspect of the contract with the temp agency, though I did have input on the decision to bring them on.)

From listening to the casts, I get the sense that o3's are intended for full-time, perm employees only. Perhaps because it's assumed that temps aren't around long enough to spend the time to develop a dialog with the direct?

I'd be interesting in getting any feedback or suggestions as to how to proceed?

Should I do one-on-ones? coaching?

 

acao162's picture

I manage a team of 3, one of whom is a temporary replacement.  O3s are critical to relationships & my O3s with the temp worker have been particularly valuable.  The fact that we only have 6 months left in her term doesn't stop me from trying to get the most work, the best quality and the largest "bang" for the organization's buck from her that I can.

Ignore the "contract" part.  These are your directs for as long as they work for you.  I wouldn't have believed it until I tried it for myself, but O3s work, with everyone.

tomjedrz's picture

You need open lines of communication and good relationships with the contractors, so you should be doing O3s.  You probably should skip  the development section because of the different legal relationship between the contractor and the company, but that is about the only difference.