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The Blended Workforce: Wouldn’t it be great if everyone was on the same page?

A survey of 1,400 workers conducted at the University of North Carolina measured the fallout of workplace conflict and found:

54% of those surveyed said they had lost time at work
37% said their commitment to their employer decreased due to conflicts with other workers
22% said conflict decreased their effort on the job
12% said a conflict caused them to leave their jobs

In the federal government, it's common for federal employees to be working alongside contractors year round. One of the most difficult challenges in these situations is getting everyone on the same page early in the process.

The contract between the two parties is certainly important, and the way the contract is written can either provide clarity about the relationship, or it can set the stage for conflict. However, even a perfectly written document is subject to interpretation and a facilitated kick-off meeting can go a long way towards setting the stage for success.

When conflicts arise, it's easy for an "us against them" scenario to unfold and for one side to blame the other. This typically occurs because of the perceptions (or misperceptions) that each group has about the other. Stereotypes continue to affect people's perceptions of one another. For example, articles and blogs reveal that many government employees perceive vendors to be greedy and overpaid while vendors perceive that government employees feel entitled to regular raises regardless of quality of work. These are stereotypes, and as with any stereotype, they might be true in limited situations. But for the most part, they are myths. This is not an ideal way to begin a relationship and debunking these myths is essential to a successful blended workforce.

We find that our government clients are always looking for ways to prevent inefficiencies and reduce conflict. Our clients want to create enough clarity up front to avoid issues in the future. However, it takes more than just a clearly written statement of work.

There are two important factors to consider when contractors and government employees work side by side:

People's perceptions of one another's roles and the chain of command (regardless of what is on paper)
Trust

Time and again, when we conduct focus groups and facilitate meetings, we hear many conflicting perceptions about what the "rules of engagement" are for the contractor and the government agency. This often occurs because there is a difference between what's in the written document and the reality of what happens on a day to day basis in the workplace. Workplace relationships will either make or break the success of the blended team.

For example, the contract might stipulate how performance issues or complaints are supposed to be addressed. But the reality might be that the vendor's project manager is afraid to make waves, lest the contract be lost. Consequently, issues go unresolved and conflicts grow. Or, because of the protocols for how performance issues get addressed, government employees may not feel that they can directly point out an error to the contract employees sitting right next to them. This process has to go through channels, which can take time. During the ensuing time, frustration and resentment can build.

Much of this can be avoided if trust and clarity are built in the beginning phases of the working relationship. Some tips on how your agency can get everyone on the same page:

Treat the contract employee as you would any new employee. Provide an orientation that starts everyone off on the right foot. Let the contract employee know how work gets done, what the work environment is like, and what they can expect.
Share expectations. Map out the roles and responsibilities in a way that clarifies who does what. Post this map of roles and responsibilities where everyone can refer to it.
Provide a facilitated teambuilding session. Many organizations are opting for more than a "kick off meeting" where the project plan is reviewed and priorities are stated. These facilitated sessions help get everyone on the same page through interactive exercises, simulations, and discussion.

The purpose of these facilitated sessions is to not only make sure everyone understands the contract, chain of authority and statement work, but also to reduce conflict, build trust and improve employee engagement. Potential conflict situations are played out in a safe environment, before the work starts. Through these simulations, people get to know one another personally and there is an opportunity to build a common vision around the organization's mission.

This process can go a long way towards preventing the most common workplace conflicts – those that are caused by misperceptions, misunderstanding of protocol, and common stereotypes. In addition, if an issue should arise, people will have the tools to handle it.

When the people who will be working side by side get to know one another personally, have the opportunity for effective dialogue early in the process, and understand one another's needs and challenges, the work gets done in a more collaborative, and efficient manner. Employees and contractors alike will be more productive and engaged in their work, and fewer conflicts will arise.

To learn more about how Edizen can help your organization, contact us at 866-334-9362, 202-689-5667 or at gfinger@edizenco.com.

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