Build the trust that makes candid feedback about contingent workforce management possible.
Managing Temporary and Independent Workforces
Build a working method for contingent workforce management that stands up to scrutiny and survives daily pressure.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Teams read what their leaders tolerate on contingent workforce management far more accurately than what their leaders announce. Most failures in this strand of organisational leadership trace back to a conversation someone avoided having. Progress on this part of organisational leadership is usually lost in the gap between approval and execution. The teaching approach is deliberately practical: participants build a leadership plan for contingent workforce management as they go. Benchmarking exercises repeatedly place the wider organisational leadership agenda among the areas with the widest performance spread. The course sets out a working method for the organisational leadership capability that participants can apply the week they return. They acquire practical criteria for judging when contingent workforce management is working and when it is only appearing to. Participants who influence the wider organisational leadership agenda without directly controlling it will find the content directly usable. It ends with a prioritised list of changes to this aspect of organisational leadership that the participant is prepared to defend internally.
Expected Learning Outcomes
Set direction on contingent workforce management that people can act on without further interpretation.
Protect the team's capacity so contingent workforce management is not delivered through exhaustion.
Adapt recognised practice on contingent workforce management to local constraints without hollowing it out.
Make decisions on contingent workforce management at the right speed for the risk involved.
Build the internal capability for contingent workforce management rather than depending on external support indefinitely.
Set acceptance criteria for contingent workforce management before work begins rather than after.
Who Should Attend
High-potential staff being prepared for wider responsibility for contingent workforce management.
Board members and non-executives overseeing contingent workforce management.
Operations staff who encounter the consequences of contingent workforce management directly.
Project and programme managers whose success depends on contingent workforce management.
Newly promoted managers taking on contingent workforce management for the first time.
Quality staff verifying that contingent workforce management performs as designed.
Course Modules
Contingent workforce management: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Recovering after a visible mistake on contingent workforce management
- Set the decision rights on contingent workforce management: who decides, who is consulted, who is told.
- Ask the team what they think is wrong with the plan for contingent workforce management.
- Identify single points of dependency in contingent workforce management and reduce them.
- Test whether the team can explain contingent workforce management in their own words.
Session 2Testing contingent workforce management before relying on it
- Decide what you will delegate on contingent workforce management and what you will not, and say why.
- Verify six months later that changes to contingent workforce management have held.
- Record the rationale for each significant choice made about contingent workforce management.
- Assess the workload contingent workforce management adds and what you will remove to make room.
Contingent workforce management: setting direction people can act on
2 sessions · 8 pointsSession 1Building someone who can run contingent workforce management without you
- Confirm that reporting on contingent workforce management reaches the people who can act.
- Give one piece of specific feedback on contingent workforce management within the week.
- Name the person accountable for each part of contingent workforce management, not the committee.
- Draft the minimum viable leadership plan for contingent workforce management.
Session 2Delegating contingent workforce management without abandoning it
- Prepare how you will respond when contingent workforce management is challenged publicly.
- Prepare the summary of contingent workforce management that senior management will read.
- Check whether incentives anywhere reward behaviour that undermines contingent workforce management.
- Set the review point at which contingent workforce management will be reconsidered.
Contingent workforce management: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Keeping contingent workforce management alive after the initial push
- Set out how exceptions to contingent workforce management are requested and approved.
- Identify your successor for contingent workforce management and the gap they need to close.
- Agree the standard on contingent workforce management and confirm it applies to everyone.
- Agree the smallest change to contingent workforce management that would be visibly useful.
Session 2Showing that contingent workforce management changed something measurable
- Identify the data already collected that bears on contingent workforce management.
- Identify the conversation about contingent workforce management you have been postponing, and schedule it.
- Arrange the handover of contingent workforce management so capability survives staff changes.
- Identify which function can quietly block contingent workforce management and address it directly.
Contingent workforce management: building the bench and letting go
2 sessions · 8 pointsSession 1Getting other functions to support contingent workforce management
- Agree what will be standardised in contingent workforce management and what will not.
- Decide the point at which you would escalate contingent workforce management.
- Check that contingent workforce management still works when volumes rise unexpectedly.
- Test the procedure for contingent workforce management against a realistic scenario.
Session 2Applying the standard on contingent workforce management to your best performer
- Write down the reasoning behind your position on contingent workforce management.
- Benchmark the organisation's contingent workforce management against comparable operations.
- Reduce the variation in how contingent workforce management is carried out between teams.
- Build the internal briefing that explains contingent workforce management to those affected.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.