The people doing the work.
WHAT ARRANGEMENTS EXIST
Directly employed workers Casual and daily-paid labour Labour-only subcontractors Full subcontractors
WHAT DIRECT EMPLOYMENT PROVIDES
Control and consistency.
WHAT IT COSTS
Obligations, and paying during quiet periods.
WHAT SUBCONTRACTING PROVIDES
Flexibility and defined cost.
WHAT IT COSTS
Less control over method and quality.
WHAT TO ESTABLISH WITH ANY ARRANGEMENT
What work To what standard For what price By when How it is measured
WHY MEASUREMENT MATTERS
Payment disputes arise from its absence.
WHAT MEASURING BY OUTPUT PROVIDES
Productivity, because payment follows completion.
WHAT IT RISKS
Quality sacrificed for speed.
WHAT TO DO ABOUT THAT
Define the standard, and inspect before paying.
WHAT TO RECORD DAILY
Who was on site What they did What was completed
WHY
It supports payment, productivity measurement and any claim.
WHAT TO ESTABLISH ABOUT SUPERVISION
Who is responsible on site What they may decide
WHY IT MATTERS
Unsupervised sites produce defective work discovered later.
WHAT TO MEASURE
Output per worker per day, by task.
WHY
It is how you price the next job accurately.
WHAT DRIVES RETENTION OF GOOD TRADESMEN
Paying correctly and on time Work that is ready for them Being treated with respect
WHY WORK BEING READY
Tradesmen who wait unpaid do not return.
