Praktiskt styrnings- och integreringsarbete : En kvalitativ studie om hur chefer integrerar och styr inhyrd personal från bemanningsföretag

Sammanfattning: Abstract This thesis touches on the questions of the integration and management by leaders, of employees employed via a staffing agency in Sweden. Staffing agencies has become more popular every year and the challenges from the employee-side and the staffing agencies are well documented. The perspective this thesis tries to understand is what do leaders of companies that hire employees from staffing agencies do to increase the effectiveness of their management and improve the integration of these workers to their companies? We asked six different bosses and team-leaders in major Swedish businesses what their tactics looked like by doing an semi-structured interview.  Our conclusion is that that we have noticed that the majority of our respondents have a similar strategy for integrating their workers. Most of them had one cookie-cutter approach that all new workers were put into that helped the workers to socialize with the other new and older employees and learn the skills needed for the job. Generally mentorship was the most common, but some companies also made the employees take a few days of general knowledge of the company before they started working. Common strategies to include the workers into the companies were: Seasonal holiday snacks and lunches, company trips and dinners, sports activities, parties and open houses. The same clothing of all the employees was also thought to be an important part of the integration as to not create different in-teams. Management of the individuals were not different from the rest of the employees in the company for all participating companies. The manufacturing businesses relied on Handlingsstyrning (Action Control) where they limited the human factor. The staff from the agency also increased the possibility to have a rotating scheme where the staff could swap work-tasks to make them more varied. Feedback and straightforwardness was also the most popular leader-traits with the respondents and these were thought to be important. Workplace meetings and continuous development meetings were also present in all companies and the meetings mostly brought up performance and goal-setting. Generally the company goals were set from the top-down, and leaders were tasked to relay these goals to all employees. five out of six companies did not use individual goals for employees from staffing agencies, but relied on the willingness to be employed by the company for motivation. The biggest common difference was the ability to take part in the yearly company bonus, from which the employees ‘’rented’’ in were not included.