Projected age of retirement
for current workers.

Data that is false or fabricated.

The best data scientists turn
distilled information into pure gold.

Too much churn and
companies lose the cream.

Guatemala has the largest CW
compared to population in Americas.

1 in 3
# of working Americans in
the contingent workforce.

As some jobs become out of date,
others emerge.

In a conformity string, we call attributes
that impact cost and availability of
qualified job candidates "pieces of work".

Projected growth office/clerical
staffing 2013.

Companies implementing proper
measures during offboarding.

Singapore was world's top CW
productivity market 2014.

Data Scientist: the most wanted
job by employers on LinkedIn
in 2014.

Belgium has the highest tax burden in EU.

Ratio of robots to employees in Korea,
highest level in the world.

Employers who find paying
freelancers cumbersome.

The big star in our universe is Data Centauri.

% of American workforce projected
to be freelance by 2020.

Predictive analysis is only as
insightful as the analysts.

Data should never be sugar coded.

A good strategy stretches without
changing its basic shape.

Average length of unemployment
of managerial candidates.

# of workers with tenuous
ties to employers.

% of senior HR officers identifying
talent management as top HR issue.


To find answers, we formulate questions.
Then question the questions.

< 20
% of private sector workers receiving
employer sponsored health insurance
by 2025.

CW population at average
large company.

France has the highest
tax burden in EMEA.

% of Fortune 100 who’ve
implemented a VMS.

Shortage of US managers able to
analyze big data and make decisions
based on findings.

Amount NHS spends on
temp staffing.

Independent contractors can
be reclassified by Irish courts.

CWS 3.0: March 19, 2014

By Christopher Minnick

Governments around the world are enacting new laws to achieve pay and benefits parity between contingent workers and employees.

For example, the Agency Worker Regulation (AWR), which came into force in the United Kingdom a few years ago, gives temporary agency workers rights to benefits from day one of their assignment, while other rights to equal pay and benefits are available after the completion of a 12-week qualifying period. Companies first had to understand how to comply with these regulations before looking at whether they needed to comply. The first step in understanding how led many companies to conduct an assessment of their job title taxonomies and pay rates of both employees and contingent workers to determine “equal pay” for an equivalent employee position and skills.

Aligning the pay rates of contingent workers to employees struck fear in the heart of many HR professionals who have long been concerned with knowing (let alone setting) the pay rates of contingent workers for fear that knowing this information would increase the risk of co-employment. Setting (or knowing) pay rates for contingent workers in and of itself does not establish a co-employment scenario. Government agencies make the determination by an examination of all the facts and a “totality of circumstances.”

In the U.S., employers are facing another form of parity in the Patient Protection and Affordable Care Act, commonly called the Affordable Care Act (ACA). The ACA was enacted with the goal of increasing the quality and affordability of health insurance for uninsured individuals by introducing a number of mechanisms — including mandates, subsidies and insurance exchanges. Much like in the U.K. with the AWR, companies are first trying to understand how to comply before looking at whether they needed to.

While there have been some delays and interim adjustments, the ACA mandates that by 2016, employers with more than 50 full-time equivalent employees offer affordable health coverage to at least 95 percent of their full-time“substantially all” employees or risk paying a penalty. “Substantially all” means at least 95 percent of full-time employees or a combination of full- and part-time employees that is equivalent to at least 50 full-time employees. Employers need peace of mind that they have properly excluded their contingent workers and that an unexpected change in employment status (from temporary agency worker to common law employee) for some contingent workers does not unintentionally tip their ratio out of compliance and put the employer at risk.

Companies are advised to:

  • Train HR and procurement staff on ACA basics and the unintentional consequences of its contingent workforce
  • Assess working hours of all seasonal and variable employees including contingent workers 
  • Assess potential co-employment scenarios across the contingent workforce population

Failing to identify full-time employees (or equivalents) and offering coverage, or contributing less than the ACA affordability standards may subject your organization to some steep penalties.

We have the benefit of hindsight with the AWR. Unfortunately large employers are still trying to figure ACA out. Fasten your seat belts. It’s going to be a fast and bumpy ride to 2015.

View on the Staffing Industry Analysts website