As the fallout from the PWC scandal continues, the integrity of the entire sector has been tarnished. Photo: Michelle Kroll.
Under the Labor Government, and in the wake of the PWC breach of public trust, the consulting industry has experienced a rapid decline in reputation.
A handful of firms have behaved like a child sneaking sweets when their parents aren’t looking, and now, having been caught out, their siblings are also being punished.
Basically, the poor behaviour of a few has unfairly damaged the reputation of firms that have not engaged in such conduct.
Similarly, the contracting industry has seen its share of issues, with profiteering companies poaching contractors from competitors, manipulating contract prices, and recruiters treating their network as a personal goldmine.
There’s no doubt the industry needs reform.
Unethical operators who prioritise personal gain over the best interests of their clients and workers need to be weeded out. However, the question remains: has the Labor government found the right balance, or are they going too far?
Conversely, did the Liberal government rely too heavily on outsourcing?
Is there a balanced middle ground?
National workforce supplier Really Awesome People believes there’s a better way to ensure clients have the capability and capacity to deliver projects, thereby serving clients and the community effectively.
Nobody else is offering up a solution that covers the issue from end to end. We can see space for consultants, contractors and employees.
Where the contingent labour market comes into its own is when a government organisation doesn’t know what it needs to build. It’s then governments should use consultants to identify solutions and perform the necessary research.
In those circumstances, the government can engage staff to provide the temporary workforce it needs to build and collaborate with the internal workforce so the knowledge is retained in the business. After that, they need to work with the workforce organisation to make sure they recruit the right internal staff to maintain the solution. There is a place for everyone and a way to use the right people’s expertise at the right time.
In the dynamic landscape of governmental operations, efficient and effective service delivery is paramount.
The Australian Government, like many others worldwide, relies heavily on a combination of workforce contractors and recruitment strategies to meet its diverse and evolving needs. This dual approach addresses immediate requirements and fosters long-term sustainability and resilience within government departments.
The process begins with consultants, whose primary role is to help government organisations identify their specific needs and devise appropriate solutions.
When a department is unsure about the exact nature of a problem or the best approach to solve it, consultants come in as the solution architects. They provide the expertise and strategic insight necessary to outline what needs to be built or implemented.
This initial step is crucial as it lays the foundation for the entire project, ensuring that subsequent actions are well-informed and targeted.
Once the solution is identified, the next phase involves engaging contracting organisations to supply a temporary workforce. This contingent labour force collaborates closely with the internal workforce to build the required solution.
The temporary nature of this workforce allows for flexibility and scalability, enabling the government to ramp up or down resources as needed without long-term commitments. Importantly, this approach ensures that the internal staff remains engaged and gains hands-on experience alongside the contingent workers, facilitating knowledge transfer and reducing dependency on external contractors in the future.
After the project is complete and the contingent workforce’s role ends, the focus shifts to maintaining and operating the new system or solution.
This is where recruitment organisations play a critical role.
They help government departments find the right permanent staff to take over the operations, ensuring continuity and stability. By recruiting individuals with the necessary skills and expertise, these organisations ensure that the government can sustain and further develop the implemented solutions without recurring reliance on external contractors.
The synergy between consultants, contractors and recruiters forms a cohesive ecosystem that supports government departments through every phase of a project.
Consultants provide the initial direction, contractors deliver the tangible results and recruiters ensure long-term operational stability.
This integrated approach not only addresses immediate needs but also builds internal capacity and resilience.
By leveraging this model, the Australian Government can efficiently manage projects from inception to operation. It ensures that government departments remain agile and capable of adapting to changing circumstances while building and retaining essential knowledge within their teams.
This collaborative framework exemplifies how leveraging specialised expertise at different stages can lead to more effective and sustainable outcomes for government operations.
The combination of workforce contractors and recruitment is indispensable for government departments. It enables them to address immediate challenges, build robust solutions, and ensure long-term sustainability. This strategic approach not only optimises resource utilisation but also strengthens the internal workforce, fostering a more resilient and capable public sector.
Guy Earnshaw is head of recruitment at Really Awesome People.
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