hiringslides - Holloway Human Resource Consulting

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Independent Contractors • whether the worker has invested in facilities and equipment (if yes, this points to independent contractor status – but not always…) • how much control your company has over the worker (the more control you have, the more likely the worker is an employee) • Do you determine: • The hours & days of work, and attendance standards? • Units produced or output in a time period, or according to a schedule, etc? • Disciplinary actions or performance feedback? Holloway HR Consulting
Independent Contractors • whether the worker has opportunities to make a profit or suffer a loss (compared to regularly earning a set amount of money – as a wage, like an employee) • whether the worker competes in the open market (if so, this points to independent contractor status), and • the extent to which the worker operates a truly independent business (the more independence i.e. setting own hours, days, project dates, etc., the more likely the worker is an independent contractor). Holloway HR Consulting
Page 1 and 2: Building a Successful Team- Options
Page 3 and 4: Economic Reality Holloway HR Consul
Page 5 and 6: Several Options ‣ Independent Con
Page 7 and 8: Independent Contractors ‣ICs can
Page 9 and 10: Independent Contractors What’s th
Page 11 and 12: Independent Contractors ‣ DOL say
Page 13: Independent Contractors ‣ Accordi
Page 17 and 18: Temporary Employees ‣ Hire throug
Page 19 and 20: Leased Employees ‣ Effectively ou
Page 21 and 22: Direct Hires ‣ What you need: •
Page 23 and 24: Pros and Cons ‣ Leased Employees
Page 25 and 26: Pros and Cons ‣ Direct Hires •
Page 27 and 28: "In the end, an organization is not
Page 29: Resources Small Business Administra

hiringslides - Holloway Human Resource Consulting

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