The term ‘atypical work’ usually describes work outside full-time, open-ended employment with regular hours, and atypical workers can fall into a range of categories. In the UK people who undertake paid work can currently have one of three employment statuses. They may be:  

• Employed 

• Self-employed 

• Have an intermediate status of ‘worker’.  

However, employment status does not determine whether an individual is classified as ‘atypical’. The definition of atypical workers is also wider than that of ‘contingent’ workers, as CIPD research has clarified. 

The terms ‘atypical’ or ‘non-standard’ work are usually used to describe any work that is not full-time, open-ended employment with regular hours. However, other definitions of atypical work are explored in the CIPD’s recent report on work security.  

The report suggests this language is problematic because, as the composition of the labour market changes, ways of working that were once atypical become typical – a fact further underlined by the impact of COVID-19 on working lives.  

The impact of COVID-19 

The global pandemic, which began in early 2020, brought major changes to working patterns. Wherever possible, many people in the UK and across the world switched to working remotely from home, and employees and organisations adapted to the changes. One legacy of the pandemic is that working arrangements previously considered atypical are often now accepted as the norm, meaning people professionals need to respond to employees’ new needs and expectations. 

Atypical worker categories in the UK 

This guide focuses on advice for managing those on non-permanent employment (including the self-employed). The ‘atypical workers’ category includes:  

• ‘Limb (b) workers’ with limited statutory rights (to minimum holidays and pay, for example), and who are often employed on a temporary and flexible basis (for example, on a zero-hours contract).  

• Workers who don’t have a contract of indefinite duration but are employed for a fixed term.  

• Some workers who are self-employed, working for several organisations, or for a single organisation for a limited period.  

• ‘Agency’ workers, assigned to an employer on a temporary basis by an employment agency, but not employed by that employer.  

• People on zero, or variable, hours contracts who are employees with full statutory protections, but with no minimum, guaranteed or regular hours.

Employers have always looked to meet short-term fluctuations in demand by engaging temporary agency workers, or casuals, but the ongoing focus on employment status has raised questions about the use of atypical working and its effect on employees. The pandemic shone a new light on employment security and rights, and scrutiny of atypical working remains high as the labour market recovers.  

A prominent example is the issue of ‘false self-employment’, where people are wrongly categorised as self-employed and so miss out on statutory employment rights. This has been highlighted through several employment tribunal cases, notably the ruling involving Uber drivers in the UK. 

Zero-hours contracts 

The focus on atypical working has led to a sometimes-polarised debate about its impact on the quality of work. For example, the use of zero-hours contracts has attracted the criticism that the flexibility they offer is one-sided in favour of the employer.  

In the CIPD’s Labour market outlook in spring 2021, the most-cited reason for using zero-hours contracts was to manage fluctuations in demand.  

Most common reasons for UK employers using zero-hours contract workers 

• To manage fluctuations in demand.  

• To provide flexibility for the individual.  

• To provide coverage for staff absences.  

• To retain workers rather than make them redundant.  

• Part of a broader strategy to keep costs down. 

(Employers with two or more employees that made use of zero hours contracts; Source CIPD Labour market outlook, spring 2021) 

Table 1 in the CIPD report Zero hours contracts: evolution and current status shows the changes in the UK since 2013 in the prevalence of zero-hours contract work.

What are the criticisms of atypical working practices? 

• People can face unpredictability and be uncertain over the number of hours they’ll receive each week or month. 

• People may not have enough hours to provide financial security.  

• Flexibility can be one-sided, favouring the employer. For example, individuals may feel unable to turn down work when it’s offered, or obliged to accept short-term changes in working patterns.  

• Individuals working atypically may have difficulty knowing their employment rights, or be reluctant to assert basic rights for fear of losing work.  

• Individuals can be wrongly categorised as self-employed when in fact they are workers who are eligible for certain statutory employment rights.  

• Individuals can be wrongly categorised as workers when in fact they are employees who are eligible for full employment rights, subject to length of service. 

Does atypical working have any benefits for employers or workers? 

• Employers often need flexibility to manage fluctuations in demand for their products or services.  

• Atypical work provides opportunities for people to access the labour market when they might otherwise have difficulty doing so.  

• Many individuals prefer atypical work because its flexibility allows them to manage work around their other commitments. 

The Taylor Review acknowledged ‘the UK’s successful record in creating jobs, including flexible jobs which open up work to people with different needs and priorities and at different stages of life’. While making a number of recommendations for changes in legislation and, in particular, to improve awareness of employment status and rights for atypical workers, Taylor concluded that ‘employers have a major role to play in improving outcomes for workers through good workplace practice’.

CIPD research exploring the attitudes of workers found that most actively choose to work in this way, and are broadly satisfied with their work and working arrangements.  

• Overall satisfaction In general, there is little difference in job satisfaction between permanent employees (standard) and non-permanent workers (non standard, excluding the self-employed). The CIPD’s Good work index in 2021 showed that 66% of standard workers are satisfied with their jobs, compared with 62% of non-standard workers, with no difference between the two cohorts in the proportion who report being dissatisfied with their jobs (16%).  

• Zero-hours contracts The CIPD’s 2022 UK research report, Zero-hours contracts: Evolution and current status, found that workers on zero-hours contracts were only slightly less likely to report they were satisfied with their job (62%) than regular employees (66%). They’re also less likely to feel that they’re overloaded and under excessive pressure, on average reporting higher levels of satisfaction with their work–life balance than employees. However, as a whole, they’re less likely to feel involved at work, seeing fewer opportunities to develop and improve their skills than employees.  

• Self-employment CIPD Megatrends research into self-employment (More selfies? A picture of self-employment in the UK) confirms that a very significant majority of self-employed people actively choose to work in this way. The research also cites data showing that self-employed people report higher levels of job satisfaction and greater satisfaction with working conditions than employees. Similar findings are also apparent in the Has work become less secure? report, in a chart (Figure 20) listing reasons for choosing self-employment.  

• The digital gig economy The CIPD’s research report, To gig or not to gig? Stories from the modern economy, defines the gig economy as ‘a way of working that is based on people having temporary jobs or doing separate pieces of work, each paid separately, rather than working for an employer’. 

Just 14% of respondents said they did gig work because they could not find alternative employment. The most common reason for taking on gig work was to boost income (32%). Overall, UK gig economy workers are about as likely to be satisfied with their work as other workers, but more satisfied on measures such as flexibility and the levels of physical and mental wellbeing experienced through work. Gig workers are marginally less likely to be satisfied with the hours they work than other workers. 

Read the CIPD assessment of the debate on employment rights.

Atypical working arrangements of different types suit situations where workload is irregular, there’s no constant need for staff, or staffing needs are driven by factors outside the employer’s control.  

Consider all options before deciding to use atypical working. US-based management consultant Professor Dave Ulrich proposes a ‘build, buy, borrow’ approach to resourcing, depending on whether an organisation prefers to develop skills internally (‘build’), recruit from outside the organisation (‘buy’), or use contingent labour (‘borrow’).  

Determine the level of resource needed to meet forecast business volumes, including likely fluctuations in demands for goods and services, using the following steps:  

• Offer permanent employment contracts to meet the baseline minimum demand.  

• Consider what types of workforce flexibility would help meet fluctuations in demand.  

As part of this, look to maximise use of flexible working arrangements among your permanent workforce. This will enhance your ability to design work that meets the needs of the business and the individual, while reducing dependence on an atypical workforce.  

CIPD flexible working campaign 

The CIPD launched its #flexfrom1st campaign early in 2021, calling for the right to request flexible working to become a day one right in the UK, to support efforts to increase the provision and uptake of flexible working arrangements. You should consider:  

• Whether atypical working arrangements are appropriate for your business.  

• If there are alternative means of providing flexibility for the organisation by, for example, using annualised hours or other options.  

Workforce planning can also help to reduce an organisation’s reliance on atypical work. By improving job design and forecasting of service demand, you can help eliminate some of the uncertainty around future demand for services. If fluctuations in business are built into work schedules, this will limit the degree of flexibility needed in employment contracts. 

• Consider the organisation’s business strategy, the requirement to deliver goods/services, and the type and extent of workforce flexibility needed.  

• Collect and analyse data on the permanent and contingent workforce.  

• Think carefully about resourcing options, and how to achieve the right balance between direct and contingent workers.  

• Review how the different options may impact on recruitment and retention, and the ability to address skills need. How might the organisation’s brand and reputation be affected?  

• Consider demographic trends, national and local labour market conditions, the type of employment offer, and the conditions required to attract and retain staff.  

• If the work is relatively predictable, consider if casual or temporary work can be consolidated into a permanent job.  

• Seek atypical working arrangements only if the flexibility suits both the organisation and the individuals. 

CIPD resources to refer to 

• Explore the guide and factsheet on the Organisational design and development topic page.  

• Download the Workforce planning guide. 

• Listen to the podcast on how workforce planning practices can deliver a higher return on investment and offer insights into the future of work. 

UK policy change on flexible working 

The  government  announced in December 2022 that millions of workers will be able to request flexible working from day one of employment. 

The CIPD had been calling on the government to make flexible working a day one right to request since February 2021 through its #Flexfrom1st campaign. 

This will replace the policy of employees having to wait until they’ve been in a job for six months (26 weeks) before they can make a flexible working request.  

#Flexfrom1st – flexible working to be a day one right to request

Relationships between organisation and worker, and between worker and customer, are fundamental to the organisation’s performance. You need to ensure that atypical workers understand their job, are properly trained and perform to the required standard. In other words, good HR practice applies equally to atypical workers as to typical employees. It cannot be assumed that simply setting out the required work  within the contract will be enough to focus and motivate.  

Listen and communicate

Aim for an approach to motivate and engage your atypical workforce similar to that adopted for typical employees. Where technology plays a central role in communications between an organisation and individuals – as in some parts of the gig economy – there may be less emphasis on the role of management. However, to maintain an open culture, organisations should establish and communicate positive values and behaviours. It’s particularly important to have mechanisms for listening to the workforce and to take on board any concerns; voice and representation will need careful attention. The CIPD guide on empowering employee voice offers more advice in this area. 

• Clarify the rights and responsibilities of the organisation and atypical workers to ensure a shared awareness and understanding of the basis of the relationship. It is a legal requirement to provide a written statement of the key terms and conditions of employment to all workers from day one of employment.  

• Recognise that engagement is key to managing any workforce, including atypical workers.  

• Establish and maintain trust-based relationships; for example, by clarifying managers’ and workers’ expectations of behaviour.  

• Use the same broad approach to managing contractors and other atypical workers as for directly employed workers. This means ensuring the person responsible for supervising the worker provides clear objectives and communicates regularly and clearly; for example, through constructive feedback. 

CIPD resources to refer to 

• Access support materials for people managers, including information on building and sustaining relationships.  

• Visit the Future of employee voice topic page for updates on the importance of employee voice.  

• Listen to the podcast on trust in the workplace.  

• Explore resources on employee engagement and motivation (including factsheets and guides) on the Employee engagement topic page.

Case study 

The parcel company Evri (formerly Hermes) trains managers to motivate and manage its self-employed courier network. You can read more about this in the case study at the end of this guide. 

Flexible working patterns can benefit both organisation and worker, producing a genuine ‘win-win’ scenario. But to achieve this, individuals need to be given some choice over when and how they work.  

There’s an increasing expectation that workers will be able to influence their working hours and other arrangements, and employers need to consider individual circumstances and preferences when it comes to balancing flexibility and security in the employment relationship.  

Ensure you are aware of ways to design jobs and arrange work scheduling that give individual workers choice and input into how they work.   

• Give individuals as much choice as possible over the number of hours they work. 

• Where appropriate, accept requests from atypical workers to regularise hours or move to a permanent contract. 

• Provide managers with clear guidance on how to treat atypical workers.  

• Don’t make it a requirement for atypical workers to accept work, or penalise them for refusing an offer of work. 

• Use effective work-scheduling processes to balance the needs of the organisation and the individual. 

CIPD resources to refer to 

• Read about types of flexible working (including case studies) on the Flexible working topic page.  

• Stay up to date with employment law via the recent and forthcoming legislation timetable.  

• Find advice for managers on the Manager support topic page.

In the UK, the Taylor review highlighted the problems complex legal tests of employment status have posed for individuals and organisations. This lack of clarity can make it difficult for atypical workers to establish whether they’re entitled to earn at least the UK’s National Minimum Wage, or what holiday pay or other benefits they may be entitled to.   

Trust-based relationship

It’s important that both parties understand the basis of atypical working arrangements so that there’s clarity over employment status and associated rights. Both organisation and individual need to establish a basis of trust by being clear about their expectations.  

Ensure the employment status of a worker engaged on a non-standard contract is set out within the contract itself. Also, review at least annually the working arrangements in practice to ensure that the reality of the employment relationship reflects what’s outlined in the contract. Such reviews should include conversations with managers and atypical workers. 

• Set out in the contract the employment status of those engaged on non-standard employment contracts.  

• Review working arrangements in practice at least once a year to ensure they reflect what’s set out in the contract, seeking the views of managers and atypical workers.  

• Give all workers – not just employees – a written copy of their terms and conditions.  

• Set out in atypical workers’ contracts the notice required by either party if they’re unable to meet their contracted commitments.  

• Give workers a right to request a more predictable or stable contract or working arrangements at the time point required by legislation. In the UK, this will be from the first day for many workers. 

UK policy change on atypical workers’ contracts 

The UK government introduced legislation to tackle areas of poor practice in relation to atypical work by requiring employers to provide a written statement of employment particulars to workers and employees.  

Legislation was also introduced to require employment businesses to provide agency workers with a key information document to help them make informed choices about the work they accept.  

Both changes came into force in April 2020 under the UK government’s Good Work Plan.   

CIPD resources to refer to 

Access factsheets, Q&As and case law on employment status and different types of employee by visiting the Employment status topic page. 

Many atypical workers are eligible for their organisation’s training and development activities – an important part of encouraging them to identify and engage with the organisation and feel fairly treated.  

However, many workers have fairly negative views on the extent to which their organisation helps them learn and grow. CIPD research (see UK Working Lives 2018 survey) shows that atypical workers generally fare less well than standard workers in terms of the opportunities they receive to develop their skills and careers. This may be the result of employers regarding atypical workers as not ‘part’ of the organisation, and therefore not its responsibility.

Do atypical workers get development opportunities? 

Comparing different contract types, standard permanent employees fare better in both skills development and career development than those on temporary or zero-hours contracts: 

• Skills A net 17% of regular employees agree that ‘My job offers good opportunities to develop my skills’ compared with a net 0% of those on temporary or zero-hours contracts. 

• Career In response to the statement ‘My job offers good prospects for career advancement’, the scores for both groups are lower, but those for temporary and zero-hours workers are significantly more negative than those for standard workers (–32% compared with –14%). 

• Self-employed The picture is especially polarised for the self-employed; their jobs tend to be seen as very good for skills development (+35%), but very poor for advancing their careers (–24%). 

(Source: UK working lives: The CIPD job quality index, 2018.) 

• Clearly define goals and service standards for atypical workers, and provide detailed guidance on what’s required in a range of situations.  

• Hold service-review meetings at least every six months to assess individual workers’ performance against key measures. These can also be used to establish any development needs.  

• Use feedback from customers to monitor whether standards are being met, and identify any failings in service delivery. Give workers sight of customer feedback.  

• Carry out ad hoc reviews where a particular service issue has been identified (for example, one arising from customer complaints). Provide constructive feedback to the individuals involved.  

• Incentivise good performance by offering additional payments to workers.  

• Where workers are self-employed, field managers should perform many support functions, including working with individuals who have performance issues.  

• If a worker has an employment contract, make sure any performance management arrangements mirror those of standard employees.  

• If performance is measured online, routinely collect service data on all key areas of performance. 

• Ensure that atypical workers are eligible for training and development activities. 

• Provide an induction programme to inform atypical workers about regulations, working rules and practices. Induction helps recent recruits understand what’s expected of them and what support is available. It should be incorporated into the ‘on-boarding’ process typically used by gig economy organisations to recruit and induct workers. 

• Set up performance-management processes and give atypical workers regular feedback. 

CIPD resources to refer to 

• Access resources on training and development (regardless of employment status) by visiting the Developing your people topic page.  

• Read more about performance management by exploring the dedicated topic page.

If your organisation fails to account for employee ‘voice’, you risk building ineffective working relationships and missing information that may be fundamental to business performance.  

Historically, the representation of employee voice has been largely through trade unions. With union membership now at historically low levels, you need alternative arrangements to ensure that workers feel confident their views and concerns reach management and are taken into account. This could be through informal chats with managers, employee representative groups or online feedback systems.  

Insight: Maximising employee voice in a hybrid working world 

People professionals are increasingly recognised as key in enabling workers to flourish and make their best contribution. As organisations transition to new models of working in the wake of the COVID-19 pandemic, it has never been more important to build a culture of trust and respect. Enabling all workers, standard and atypical, a voice is crucial to this.

• Ensure that all staff, permanent and atypical, know how to feed back comments and suggestions, either in person or remotely.  

• Promote regular, direct communication between managers and atypical workers through manager training and/or guidance.  

• Establish representative forums for atypical workers as a way of ensuring they’ve an effective voice and are confident to communicate their ideas, views and concerns to managers. 

CIPD resources to refer to 

• Access our factsheet on employee voice and learn how to effectively consider employee feedback and opinions.  

• Read our guides on establishing an employee network and setting up staff forums. 

• Read the Insight article and case study. 

To support fairness and trust in the workplace, it’s good practice to ensure comparable rates of pay for people doing the same job, regardless of differences in employment status. Almost two-thirds of UK employers using zero-hours workers report that hourly rates for these staff are about the same as employees performing the same roles on permanent contracts.  

Provide zero-hours workers with reasonable compensation if pre-arranged work is cancelled without notice. In these circumstances, it’s reasonable to cover basic travel expenses incurred and the full value of the shift.  

As part of a general duty of care, you should also have regular conversations with non-standard workers about how many hours they’re working in any second job, in order to ensure that they’re: 

• Not working excessive hours.  

• Still capable of performing their duties safely and competently. 

Insight: Compensation for cancelled shifts 

In 2016, the New Zealand Government introduced legislation requiring employers to compensate workers whose shifts are cancelled without reasonable notice. Guidance emphasises that cancelling a shift or sending someone home early affects their ability to earn a living; employees need some certainty that agreed shifts will happen so that they can plan their lives and finances. The legislation requires that employers: 

• Give workers reasonable notice of any cancelled shifts. 

• Pay the worker reasonable compensation if sufficient notice has not been possible. 

• Include details of the period of notice required and compensation rate in workers’ employment agreements. 

• Ensure both are reasonable. 

• Give workers their full pay (including holiday pay accrual) if work is cancelled at the start of a shift or cut short.  

• Don’t ask employees to agree to anything less than this. 

• Be sure to offer atypical workers comparable pay and conditions with those of other workers.  

• Minimise unexpected fluctuations in hours and earnings.  

• Communicate pay practices clearly to provide clarity over what – and why – people are paid.  

• Ensure that atypical workers know they’re free to work for other employers if there’s no work available.  

• Maximise advance notice and work schedules to help people plan any arrangements they need to make, such as childcare. 

Policies need to be implemented by local managers, who should be trained and supported in their role. Atypical workers have been shown to be less likely to have a manager or supervisor they report to, and less likely to be satisfied with their manager when they do have one. 

You should therefore provide training or guidance for managers to ensure they’re managing and enabling atypical workers in line with their roles and functions. 

• Communicate policies to local managers and see that they are understood and applied.  

• Ensure that managers are given training or guidance on how to manage atypical workers in line with what’s set out in the contract.  

• Regularly review the contracts of atypical workers to ensure that they reflect the reality of the relationship. 

CIPD resources to refer to 

• Listen to the CIPD podcast on training managers, and read the factsheet on their role in HR and learning and development.  

• Use the support materials to help managers develop behaviours to improve health, wellbeing and engagement in their team. 

Overall, evidence suggests that atypical working arrangements, where they have been designed to suit both the individual and the employer, can have benefits for both parties.  

The advice provided in this guide sets out how employers can achieve this ‘win-win’ proposition. The starting point is for organisations to consider carefully the business requirements for workforce flexibility and the different ways to achieve this. If atypical working arrangements are regarded as integral to providing the flexibility required, the next step is to consider carefully how to implement and manage these arrangements fairly and effectively.  

Clarity over contract, rights and development 

Key considerations include ensuring that both parties have complete clarity over the type of contract and associated employment rights. In the UK, this must be underpinned by a clear statement of employment particulars from day one (a legislative requirement since April 2020). 

Employers then need to ensure that atypical workers are treated fairly, understand what their job involves, and receive appropriate training to enable them to perform to the necessary standard. Organisations must make sure atypical workers are managed in a way that reflects their employment contract and status. Managers also need to provide atypical workers with well-defined objectives and communicate regularly and clearly by, for example, providing constructive feedback.  

Voice and choice 

The guide also highlights the importance of atypical workers being able to exercise their own voice and raise any issues or concerns they have via employee groups or union representation.  

Another important issue is choice, and the extent to which individuals working atypically can choose the working pattern that suits them.  

At the heart of managing atypical workers in an ethical manner is fairness. If, for example, atypical workers work alongside regular employees, treat them equally, providing comparable rates of pay or appropriate compensation if shifts are cancelled with little or no notice.  

Following these core principles of good practice when managing an atypical workforce will:  

• Promote job satisfaction and well-being among workers.  

• Increase their motivation and customer service quality.  

• Reduce staff turnover and recruitment costs.

Background  

Hermes, which rebranded as Evri in March 2022, is the UK’s biggest dedicated parcel delivery company, delivering more than 700 million parcels a year and working alongside John Lewis, Next, Asos and other major retailers. It has a network of 18,000 self-employed couriers who deliver parcels using their own vehicles. Evri gives couriers the flexibility to provide services at times that suit them.  

Company secretary Hugo Martin says the self-employment model, which has been in place for well over 40 years, has advantages for Evri and for couriers:  

‘Our self-employed model means people can access flexible work that attracts good rates of pay and can fit around other life commitments.’ 

Enhanced self-employment

In February 2019 it became the first gig economy company to work with a union (the GMB) to offer a ‘self-employed-plus’ (SE+) contract. Couriers get paid holiday, guaranteed minimum earnings equal to or above to the National Living Wage, payments for admin work, and a strong collective voice through the GMB. Evri continues to have individual negotiations with couriers on parcel rates; the GMB has not been given collective bargaining rights.  

Independent research in 2020 showed that three-quarters of SE+ couriers felt that paid holidays had improved their wellbeing. Since the initial agreement, negotiations between Evri and the GMB have produced further benefits for the 85% of its couriers now on SE+ contracts: 

• Increased parcel rates.  

• Doubling of the daily admin payments couriers can claim.  

• Increased flexibility when taking holiday. 

• Auto-enrolment into a pension scheme. 

• The right to parental leave. 

Courier satisfaction  

Evri commissioned independent research in 2021 to better understand the courier experience. It found the couriers most valued the ability to work flexibly in their local area. More than two-thirds of couriers (67%) said the role allowed them to work around other commitments in their life, and 80% said they felt motivated to do a good job for their customers. SE+ couriers scored more highly in terms of satisfaction with their role and the company, compared with those on older contracts. 

Payment model 

Couriers are allocated a fixed round (or multiple rounds) in their local area. Payments are based on a courier’s individual round, with an aim to deliver £9.10 per hour minimum, net of expenses. Hugo Martin says that managers negotiate within a range, and don’t simply say, ‘That’s your rate’. Average hourly courier pay in 2021 was £15.61 before expenses, well above the National Living Wage.  

The written contract that couriers sign up to is short, transparent and easy to understand; an ‘invoice’ will say what the courier’s earned and show how it was calculated. 

Communication and support for managers  

Each courier is supported by a community delivery manager. They are based in delivery units where they interact daily with couriers and respond to any issues. They provide a quarterly update booklet to keep couriers informed about new clients and the firm’s news, and also offer advice on expected behaviours, based on company guidelines. Couriers can access peer support via an online portal and Evri has also launched a mental health training and wellbeing support programme. 

Code of conduct and complaints 

In 2016, Evri introduced a code of conduct for its employees, suppliers and self-employed couriers. It was communicated widely and attached to all relevant contracts. The latest version of the code was published in October 2021. 

There is an internal complaints panel, independent of the operational side of the business, where couriers can raise complaints about a breach (or suspected breach) of the code. This can also be done through a 24/7 independent external whistleblower hotline. 

Compliance with the code is audited and confidential interviews are conducted with couriers, with no Evri management present. Auditors can report any issues or concerns raised. 

• Ensure that community delivery managers perform many of the functions typically undertaken by people professionals in relation to employees.  

• Establish and maintain trust-based relationships – for example, by clarifying managers’ and workers’ expectations of behaviour.  

• Communicate policies to managers and see that they’re understood and applied.  

• Ensure that managers are given training or guidance on how to manage atypical workers in line with what’s set out in the contract.  

• Include in these contracts the notice period required by the firm or the individual if they’re unable to meet their contracted commitments.  

• Recognise that engagement is key to managing any workforce.  

• Establish representative forums for atypical workers through which they can communicate their ideas, views and concerns to managers.