Supporting hiring managers through disengagement & performance management

Case Study
  • region: Australasia
  • industry: Technology, Media & Telecommunications

CXC advises this client’s contractors throughout disengagement and performance management discussions, while keeping the best interests of contractors at heart.

The Situation

Our client allocates jobs to contractors through an in-house technology system. Often, contractors would swap with each other, based on personal preference or location. This practice was ultimately banned, as there was often conflicts of interest, for example if a contractor already had a prior relationship with a given customer. If a contractor couldn’t do a job, they would be required to keep the hiring manager informed.

In one instance, two contractors were systematically swapping jobs and falsifying timesheets. They would collect parts for their respective jobs from each other, a practice that was also against company policy.

This situation was uncovered when one of the contractors picked up parts for a job he had swapped, and inadvertently left them on the roof of his car as he drove away. Once the supplier, DHL, discovered the smashed parts in the parking lot, they contacted the hiring manager.

CXC specifically assists with the implementation of performance management plans, as well as the disengagement of contractors, via phone and face to face means.

CXC's Solution

Once CXC was advised, we undertook the following steps:

  • Interviewed both contractors: the original contractor for the job lied and said he was in front of the client at that time. The other contractor confessed to the misdemeanour immediately
  • Reviewed their contracts to determine if they could be terminated without cause
  • Provided investigation findings in writing.

The Results

Through discussions we provided two options:

  • We could give them a formal warning
  • Terminate the contractors without notice.

Given the severity of their actions, and the significant amount of evidence we had gathered through the investigation, the client decided to terminate them and make sure other contractors understood the consequences of job swapping.

Following from this, CXC communicated the decision to all contractors, and worked with the client to develop a formal process for changing jobs via the hiring manager. Now, if a contractor cannot complete a job, they provide a request in writing, including CXC in the communications.

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