Service
You hand over a scope of work rather than people: loading, cleaning, picking, support operations. Our foreman manages the crew, you accept the volume by certificate. These workers enter neither your headcount nor your permitted share.
The difference
With outstaffing you manage the people yourself. With outsourcing the contractor keeps management and you accept completed volumes.
| Parameter | Outstaffing | Outsourcing |
|---|---|---|
| What you buy | People for a period | Completed scope of work |
| Who assigns tasks | You | The contractor, through their own foreman |
| Unit of payment | Man-month, shift | Tonne, m², pallet, site |
| Who answers for quality | You | The contractor |
| Consumes your share | No | No |
| When it works better | You need hands inside your process | The scope can be measured and separated |
Typical scopes
Paid per tonne or pallet handled. The contractor keeps a buffer of people for peak days — you do not pay for idle time on quiet ones.
Daily cleaning of shop floors, grounds and amenity rooms. Paid by square metres and frequency. Activity code 81 — permitted share 70%.
Warehouse and fulfilment: order assembly, labelling, palletising. Paid per order line or pack.
Material handling, clearing debris, dismantling. Paid by volume. Your core crew stops being pulled onto support tasks.
Agriculture, sorting, harvest packing. Contract for the season with a fixed volume.
Deburring, trimming, container washing, raw material prep — operations that otherwise consume expensive in-house workers.
Economics
A simple rule: the more your volumes swing, the more outsourcing wins.
| Your situation | Payroll | Outsourcing |
|---|---|---|
| Even load all year round | Cheaper | Dearer by the contractor margin |
| Peaks of 2–3 months a year | You pay for idle time the other 9 | You pay only for volume |
| Turnover above 30% a year | Constant searching and onboarding | Replacement is the contractor’s problem |
| Site in another region | You need a branch and an HR officer | The contractor operates locally |
| Permitted share used up | You cannot hire | The restriction does not apply |
We say it plainly: if your load is even and turnover low, payroll is cheaper, and we will tell you so on the first call. Outsourcing is a tool against volatility, not a way to save money on a steady operation.
FAQ
With outstaffing you get people and manage them yourself, paying for man-months. With outsourcing you get a result, the contractor manages the people, and you pay for measurable volume: tonnes, metres, pallets. Neither arrangement consumes your permitted share of foreign workers.
Anything that can be measured and separated from your core process: loading and unloading, cleaning and facility services, picking and packing, ancillary construction work, seasonal sorting and packing, and supporting production operations.
Only with uneven load or high turnover. With an even load all year round, payroll is usually cheaper because you do not pay the contractor’s margin. We model both and tell you where the saving is real.
The contractor. They are the employer: they sign the employment contracts, file migration notifications, and answer for patents and permits. As a client you should request copies of the crew’s documents — that is part of your due diligence.
Staff outsourcing means handing a contractor a function rather than workers. You do not hire loaders — you buy tonnes handled. You do not hire cleaners — you buy clean square metres on a schedule. The distinction looks formal, but it decides everything: who assigns tasks, how the money is counted, and who answers if the work is not done.
Where foreign staff are concerned, the arrangement has a second meaning. The contractor’s workers do not enter your average headcount, so they do not consume your permitted share of foreign workers — the one Decree No. 1995 cut to 50% for construction and 40% for wood processing and vegetable growing in 2026.
In outsourcing there is no rate "per person" — otherwise it is outstaffing under another name, and the tax authorities read such contracts exactly that way. The correct unit is a measurable result: a tonne, a pallet, a square metre, a cubic metre, a piece. That imposes a practical requirement on the client: before you can model the economics, you have to be able to measure the scope. If the volume cannot be measured, outstaffing is the honest choice.
The main risk in outsourcing is recharacterisation of the contract. If the contractor is formally responsible for output but in practice their people report to your supervisor, work your shift pattern and use your workstations, inspectors will treat the relationship as employment, with the consequences: back assessments, the workers counted in your headcount, questions about the permitted share. That is why our contracts fix a measurable scope, acceptance by certificate, and the contractor’s own foreman on site.
In short: recruitment when people are needed long term and your share allows you to employ them. Outstaffing when people are needed inside your process but cannot or should not go on your payroll. Outsourcing when a scope of work can be separated and measured. We do not sell one arrangement to everyone: on the first call we calculate your share, volumes and seasonality and say which of the three is cheaper in your case.
Send us your positions and timeline — we will come back with pricing, start dates and the legal setup. First shortlist within 48–72 hours.
We'll send pricing, lead times and the paperwork involved for your positions. No commitment.