For employers

Employee and process outsourcing

You hand over a standalone process together with people management and responsibility for the result. We settle by outcome, not by the presence of staff on the shop floor.

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How it works

Outsourcing is handing over a process, not borrowing staff

Outsourcing consists in transferring a standalone process - for example order picking, packing or simple manufacturing - together with work organisation and responsibility for the result. We recruit the team, assign its tasks, supervise it through our own coordinators and are responsible for the agreed indicators. Your company receives the process outcome, not the hours worked by individual employees.

This difference is not cosmetic. If people formally perform a service but in reality report to your shift managers, the inspection will deem the outsourcing sham, with all the consequences that entails. That is why before go-live we determine exactly where the management boundary runs, and we record this in the contract and in daily work organisation.

  • Team management on the agency side
  • Settlement by outcome or process unit
  • HR, payroll and legalisation outside your company
  • Entry in the KRAZ when cooperation becomes temporary work
Service scope

What we take over along with the process

We define the scope during the audit. In outsourcing, these elements are almost always on our side.

01

Process audit and segregation

We check which part of the operation can be separated without disrupting your organisation. We define the scope, touchpoints and the indicators by which we will be assessed. We also advise when separation is not viable.

02

Team recruitment and legalisation

We assemble the team for the specific process, from Poland and abroad. For third-country nationals we handle the statement-based procedure (oświadczenie o powierzeniu pracy) or a work permit. Legalisation takes from 2 to 7 months, depending on the pathway and citizenship.

03

On-site work management

Our coordinators and team leaders set the schedule, issue instructions and review task completion. This is a condition for legal outsourcing: employees are subordinate to the contractor, not your supervisors. Your managers speak to our coordinator, not to individual employees.

04

Quality and reporting

We agree on measurable quality and performance indicators and the method of reporting them. You receive the process outcome and may challenge a batch that does not meet the standard. In the contract we also record the rules for handling defective batches and the allocation of rework costs, as this is the most common source of disputes when settling by outcome.

05

HR, payroll and contributions

We employ the workers, calculate pay, remit contributions and maintain documentation. Your company receives an invoice for the service, not a payroll list. Absences and staff turnover are our organisational problem.

06

Accommodation and language

We organise accommodation to an attractive standard and run a Polish language and industry-specific course. Every worker has a coordinator from day one.

Workflow

How we transfer the process

From audit to first settlement. The longest stage tends to be legalisation if we are building the team from scratch.

01

Process audit and pricing

We analyse the workflow, current output and bottlenecks. We need the process specification and access to the workstations. The result is an offer with a rate per process unit and a list of conditions that must be met on both sides.

02

Contract and liability boundaries

We record the scope of the separated process, indicators, acceptance rules and division of duties. We state explicitly who issues instructions and who is responsible for machinery, infrastructure and shop-floor conditions. This document is the first thing an inspection asks for.

03

Team building

We recruit to match the process requirements and launch legalisation for foreign workers. In parallel we prepare coordinators and a rollout plan. At this stage we set the start schedule taking into account administrative deadlines.

04

Launch and assumption of management

We bring the team into the designated section and take over work organisation. Your people stop issuing instructions directly to the workers; our coordinator handles day-to-day matters. The first weeks serve to reach the agreed standard.

05

Settlement and corrections

We report indicators in the agreed cycle and issue an invoice for the completed process. When volume changes, we scale the team up or down. If the process deviates from the standard, we correct the work organisation on our side.

Legal framework

What determines whether outsourcing is legal

It is not the name of the contract that decides this, but the way work is actually organised.

  • Decisive criterion: Who actually issues instructions, organises working time and controls its performance, not the content of the signed contract.
  • If challenged: The Social Insurance Institution (ZUS) and the National Labour Inspectorate (PIP) may establish that the workers have an employment relationship directly with your company. Then contribution-payer obligations for the entire cooperation period are transferred to it, along with arrears and interest. The service contractor also bears the risk.
  • Agency register: KRAZ 75577

Legal status as of 24 July 2026. The provisions on work entrustment have changed several times in the last year, which is why we verify the cooperation structure before every implementation.

Fit

When outsourcing is the right solution

Outsourcing makes sense where a process can be separated and measured. Where it cannot, it is fairer to choose a different form.

It works when

  • The process is repeatable and can be described with a measurable indicator
  • You want to pay for a completed work unit, not for the presence of people
  • You want your plant managers relieved of managing the execution team
  • Volume changes seasonally and you need a stable unit cost

A different form is better

  • You want to direct the work of these people yourself: this is temporary work, not outsourcing
  • You are building your own team for the long term: this is permanent recruitment
  • The process cannot be measured or separated from the rest of production: outsourcing will only add risk
  • You need a few people for two weeks: the cost of process rollout will not pay off
FAQ

Employer questions about outsourcing

The most common doubts concern the boundary between outsourcing and temporary work and the consequences of crossing it.

How does outsourcing differ from temporary work?

In temporary work you receive workers and direct their work yourself, while the agency remains their employer. In outsourcing you hand over the entire process together with work organisation and responsibility for the result. The difference concerns management, not what we call the contract.

When will outsourcing be deemed sham?

When employees formally perform a service but in reality work under the management of your company, and the contractor's role is limited to calculating pay. The actual state of affairs decides the assessment: who issues instructions, sets the schedule and controls performance.

What are the risks of sham outsourcing?

The Social Insurance Institution (ZUS) and the National Labour Inspectorate (PIP) may establish that the workers have an employment relationship directly with your company. Then contribution-payer obligations for the entire cooperation period are transferred to it, along with arrears and interest. The service contractor also bears the risk.

Can I issue instructions to the contractor's employees?

Not within the scope of work organisation. You report comments and changes to our coordinator, who draws up the schedule and assigns tasks. You may control the outcome, accept it and challenge what does not meet the standard. The exception is instructions concerning safety on the plant premises, which you are entitled to issue under Art. 304 of the Labour Code (Kodeks pracy).

Who is responsible for work safety?

We are responsible for organising the team's work and for equipping the employees. The owner of the facility, i.e. your company, is responsible for the condition of the shop floor, machinery and infrastructure. Under Art. 304 of the Labour Code (Kodeks pracy), the entity organising work on its premises is responsible for safe conditions also for persons who are not its employees, and may require compliance with instructions in the scope of health and safety. A reaction to a direct threat therefore does not undermine the outsourcing arrangement.

Must an outsourcing contractor hold a KRAZ entry?

Outsourcing of a process itself is a service provided under the Civil Code and does not require an entry. An entry in the National Register of Employment Agencies (Krajowy Rejestr Agencji Zatrudnienia) becomes necessary when cooperation boils down to making workers available under the client's management, because that is already temporary work. JOBCEN holds entry number 75577, so it can carry out both forms legally.

How long does process launch take?

The audit and establishment of rules alone usually take a few weeks. If we are building the team from scratch with foreign workers, legalisation determines the start date and takes from 2 to 7 months. With a team available in Poland, start-up is significantly faster.

Contact

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