Marek, CFO of a large manufacturing company based in Poznan, is spending his third consecutive evening poring over spreadsheets. His desk is piled high with reports, analyses, and invoices. His task seems simple: answer the board’s question of whether it would be cheaper to hire five new Java developers as full-time employees or to use body leasing services. The problem is that the deeper he delves into the numbers, the more he realizes that comparing a contractor’s hourly rate with an employee’s gross salary is like comparing apples to oranges. The true cost of employment is like an iceberg - what you see on the surface is merely a fraction of the total expenditure. Marek knows that if he makes a mistake in this analysis, the consequences will be felt for years. A hasty decision to hire full-time employees could freeze the budget if the project is put on hold. Conversely, thoughtless reliance on external specialists could lead to the loss of key competencies and dependency on vendors.
This story is not fiction. It is the daily reality of thousands of financial and IT leaders in Poland who, in November 2025, face an identical dilemma. At a time when companies are optimizing budgets before the new tax year, the question of the most effective model for acquiring IT talent takes on particular significance. This article is a comprehensive guide that will help you conduct your own rigorous TCO (Total Cost of Ownership) analysis and make a decision based on hard data rather than intuition or oversimplified comparisons.
Why is the traditional cost comparison between body leasing and full-time employment misleading?
“75% of employers globally report difficulty finding the talent they need, the highest in 17 years of this survey.”
— ManpowerGroup, 2024 Talent Shortage Survey | Source
Most cost analyses I see on a daily basis make the same fundamental error: they compare a contractor’s daily or hourly rate with an employee’s gross salary and draw far-reaching conclusions based on this. This approach is not only imprecise - it is dangerously misleading and can lead to costly strategic mistakes.
The apparent simplicity of numbers: Let us imagine a typical scenario. The daily rate for a Senior Java Developer in a body leasing model is approximately 1,800-2,200 PLN net. Multiply this by 22 working days and you get approximately 40,000-48,000 PLN per month. Meanwhile, the gross salary of such a specialist as a full-time employee is around 22,000-28,000 PLN. At first glance, the difference is enormous - body leasing appears to be almost twice as expensive. But is it really?
The hidden side of full-time employment: Gross salary is just the beginning. The employer must add employer-side social security contributions (approximately 20% of the base), contributions to the Company Social Benefits Fund, costs of holidays (including maternity and parental leave), sick pay costs, additional benefits (medical package, sports card, group insurance), equipment and software, training and certifications, office space and utilities, and HR and accounting administrative costs. When we sum up all these elements, the true cost of a full-time employee turns out to be 40-60% higher than the gross salary alone.
The hidden side of body leasing: On the other hand, the body leasing rate already includes many of these costs - the leasing company covers administration, some benefits, and tools. But there is the question of the vendor’s margin, which typically ranges from 15-25%. Is this margin a “loss,” or does it perhaps cover something we would have to pay for anyway?
Time utilization factor: A key factor that most analyses overlook is effective working time utilization. A full-time employee is guaranteed 26 days of annual leave, an average of 5-8 sick days per year, 2-3 days for personal matters, internal training, and onboarding to new projects. In practice, this means that out of 252 working days per year, effective project work covers approximately 200-210 days. With body leasing, you only pay for days actually worked.
A true TCO analysis must take all these factors into account, as well as the time element - one-time costs (recruitment, onboarding) versus ongoing costs, and the costs of potentially ending the collaboration.
What are the complete TCO components for internal hiring?
Let us now conduct a detailed analysis of all components of the Total Cost of Ownership (TCO) for a full-time IT department employee. This analysis is crucial for any CFO and IT director who wants to make fact-based decisions.
1. Recruitment costs (one-time): Finding the right IT specialist is one of the biggest challenges today. Typical costs include job portal advertisements (from 2,000 to 8,000 PLN per package), internal recruiters’ time (estimated at 40-80 hours per successful recruitment), technical tests and assessment centers (1,000-3,000 PLN), and managers’ and team’s time for job interviews. If you use a recruitment agency, the commission typically amounts to 15-25% of the candidate’s annual gross salary. For a Senior Developer with a salary of 25,000 PLN gross, this is an expense of approximately 45,000-75,000 PLN. In total, the cost of acquiring one IT specialist can range from 20,000 PLN (in-house recruitment, quick process) to as much as 100,000 PLN (long process with an agency, difficult role).
2. Salary and employer contribution costs (ongoing, monthly): Let us take the example of a Senior Java Developer with a gross salary of 25,000 PLN. To this amount, you must add employer social security contributions of approximately 4,500 PLN (pension, disability, accident, Labour Fund, Employee Guaranteed Benefits Fund), contributions to the Company Social Benefits Fund of approximately 150-200 PLN per month, and Employee Capital Plans (if the employee has not opted out) of approximately 375 PLN. The total monthly salary cost is approximately 30,000-30,500 PLN.
3. Additional benefit costs (ongoing, monthly): The standard benefits package in the IT industry includes private medical care (200-500 PLN per month, depending on the package), sports card (150-250 PLN), group insurance (50-150 PLN), and additional perks (e.g., meal subsidies, training budget) estimated at 200-500 PLN per month. In total, additional benefits cost approximately 600-1,400 PLN per month per employee.
4. Infrastructure and tool costs (ongoing + one-time): Every IT specialist needs equipment - a developer-class laptop costs 8,000-15,000 PLN (depreciation over 3 years amounts to approximately 300-400 PLN per month), monitors, peripherals, and accessories represent a one-time cost of approximately 2,000-4,000 PLN, software licenses (IDE, tools) cost approximately 200-500 PLN per month, and workspace (desk, chair, office space) is estimated at 500-1,500 PLN per month depending on location.
5. Onboarding and productivity costs (one-time): A new employee is not fully productive from day one. The typical onboarding period for an IT specialist lasts 2-4 months. During this time, productivity is approximately 25% in the first month, approximately 50% in the second month, approximately 75% in the third month, and approximately 90% in the fourth month. This means that during the first 4 months, we “lose” the equivalent of approximately 2 months of full productivity. Additionally, the team’s time for training the new person (mentoring, code review, documentation) represents an additional 20-40 hours.
6. Administrative and management costs (ongoing): Payroll administration, settlements, documentation - estimated at 200-500 PLN per month per employee. Managers’ time for management (periodic evaluations, one-on-ones, development planning) represents an additional 4-8 hours per month.
7. Turnover and continuity costs (risk): The average turnover rate in IT in Poland is approximately 15-20% per year. Each employee departure generates costs for recruiting a replacement, knowledge drain, decline in team morale, and project delays. The estimated cost of an IT specialist’s departure is 50-150% of their annual salary.
Sample annual TCO calculation for a full-time Senior Java Developer: Salary with contributions amounts to approximately 366,000 PLN (30,500 PLN times 12), additional benefits are approximately 12,000 PLN (1,000 PLN times 12), infrastructure and tools approximately 15,000 PLN, recruitment (amortized over 3 years) is approximately 20,000 PLN, onboarding (lost productivity) approximately 60,000 PLN in the first year, and administration approximately 4,000 PLN. In total, this gives approximately 477,000 PLN in the first year and approximately 400,000 PLN in subsequent years.
What are the complete TCO components in the body leasing model?
Let us now move on to an equally detailed analysis of total costs in the body leasing model, which in the IT industry is also referred to as staff augmentation or personnel augmentation.
1. Daily or hourly rate (main component): In the body leasing model, you pay for time actually worked. Rates for a Senior Java Developer in Poland (data as of November 2025) range from 1,600 to 2,400 PLN net per day, depending on experience, technology, and vendor. Let us assume an average rate of 2,000 PLN per day. With 220 working days per year (after deducting holidays and public holidays), this gives 440,000 PLN per year.
2. Search and verification costs (one-time or minimal): Unlike internal recruitment, in body leasing the vendor takes on the burden of finding and initial verification of candidates. From the client’s perspective, this cost is usually “hidden” in the rate or is 0 (the vendor earns from the margin on each hour). Some companies charge fees for dedicated recruitment or a success fee in the Try & Hire model, but this depends on the contract.
3. Onboarding costs (reduced): Experienced contractors are accustomed to quickly entering new projects. Typical time to full productivity is 2-4 weeks instead of 2-4 months. The “loss” of productivity is significantly smaller - estimated at the equivalent of 0.5 months versus 2 months for full-time employment.
4. No additional benefit costs: Medical packages, sports cards, Employee Capital Plans - all of this lies with the body leasing vendor or the contractor themselves (if working on a B2B basis). For the client, the cost is 0.
5. Infrastructure and tools (often shared): In many cases, contractors work on their own equipment or equipment is provided by the leasing company. Software licenses may be included in the rate or provided by the client - this is a matter of negotiation. Let us conservatively assume 50% of infrastructure costs versus full-time employment, i.e., approximately 7,500 PLN per year.
6. Administrative costs (minimal): Managing a contract with one leasing company is much simpler than handling payroll for many employees. Estimated at 50-100 PLN per month per contractor.
7. Management costs (moderate): Contractors require supervision and integration with the team, but experienced specialists are largely self-sufficient. Let us assume a similar commitment as for a full-time employee - 4-8 hours per month.
8. Flexibility - hidden value: One of the greatest advantages of body leasing is the ability to quickly scale the team up and down. The typical notice period is 2-4 weeks (versus 1-3 months for full-time employment). In case of project termination or reduced demand, there are no severance costs, no risk of lawsuits, and no negative impact on the morale of the permanent team.
9. Turnover risk (transferred to the vendor): If a contractor resigns, the body leasing vendor is obligated to provide a replacement. This is enormous value that is often overlooked in analyses.
Sample annual TCO calculation for a Senior Java Developer in body leasing: Daily rate is 2,000 PLN times 220 days, which gives 440,000 PLN. Infrastructure and tools amount to approximately 7,500 PLN, administration approximately 1,200 PLN, and onboarding (lost productivity) approximately 30,000 PLN in the first year. In total, this gives approximately 478,700 PLN in the first year and approximately 448,700 PLN in subsequent years.
What does a direct TCO comparison look like - full-time employment vs. body leasing?
Having complete data, we can now conduct a fair comparison. The table below compares key cost elements for both models over a 1-year, 3-year, and 5-year perspective.
| Cost Component | Full-Time (Annual) | Body Leasing (Annual) | Difference |
|---|---|---|---|
| Salary/Rate | 366,000 PLN | 440,000 PLN | +74,000 PLN |
| Additional Benefits | 12,000 PLN | 0 PLN | -12,000 PLN |
| Infrastructure | 15,000 PLN | 7,500 PLN | -7,500 PLN |
| Recruitment (amort.) | 20,000 PLN | 0 PLN | -20,000 PLN |
| Onboarding (1st year) | 60,000 PLN | 30,000 PLN | -30,000 PLN |
| Administration | 4,000 PLN | 1,200 PLN | -2,800 PLN |
| TOTAL Year 1 | 477,000 PLN | 478,700 PLN | +1,700 PLN |
| TOTAL Year 2 | 400,000 PLN | 448,700 PLN | +48,700 PLN |
| TOTAL Year 3 | 400,000 PLN | 448,700 PLN | +48,700 PLN |
| TOTAL 3 Years | 1,277,000 PLN | 1,376,100 PLN | +99,100 PLN |
| TOTAL 5 Years | 2,077,000 PLN | 2,273,500 PLN | +196,500 PLN |
Conclusions from the baseline comparison: At the level of numbers alone, in a long-term perspective (3-5 years), full-time employment appears to be cheaper by approximately 8-10%. However, this analysis does not yet account for several key factors that can drastically change these proportions.
Factor 1 - Turnover risk: With an average turnover of 17% per year, the probability of an employee leaving within 3 years is approximately 42%. The cost of one departure (recruitment + onboarding + knowledge loss) is a minimum of 100,000 PLN. The adjusted 3-year TCO for full-time employment is therefore approximately 1,277,000 PLN plus (0.42 times 100,000 PLN), which gives 1,319,000 PLN.
Factor 2 - Demand variability: If there is a 30% probability that the project will be put on hold or reduced after 18 months, in the full-time employment model you still bear full costs (or termination costs). In body leasing, you simply end the collaboration. The potential savings are 6-12 months of costs.
Factor 3 - Opportunity cost of capital: 100,000 PLN spent on recruitment and onboarding in the first months is frozen capital. In body leasing, these funds remain in the company and can generate a return.
Factor 4 - Time-to-Market: If body leasing allows you to start a project 2 months earlier (faster recruitment + shorter onboarding), the business value of this acceleration can far exceed the cost difference.
When is body leasing more economically beneficial than full-time employment?
Based on the analysis conducted, we can identify specific scenarios in which the body leasing model offers a better return on investment than internal hiring.
Scenario 1: Projects with a defined duration (6-24 months). If you have a project with a clearly defined end - implementing a new system, cloud migration, building an MVP - body leasing is almost always the better choice. Why? You avoid recruitment and onboarding costs that only “amortize” after 18-24 months. You are not left with a “surplus” team after the project ends. You can precisely match competencies to the project phase (architect at the beginning, more developers in the middle, testing specialists before deployment).
Scenario 2: Niche or rapidly changing technologies. The technology market is evolving faster than ever. If you need specialists in AI/ML, blockchain, Kubernetes, or other “hot” technologies, body leasing offers several significant advantages. Access to experts you will not find on the job market (the best specialists in niche technologies often choose contracts). No risk that in 2 years the technology will become obsolete and you will be left with a team with outdated skills. The ability to quickly “pivot” to new technologies without costly retraining.
Scenario 3: Rapid scaling. If your company is growing dynamically and you need to double the team within 3-6 months, internal recruitment simply will not keep up. Body leasing enables rapid expansion without quality compromises. Experienced vendors, such as ARDURA Consulting, have access to a global talent pool and can deliver multiple specialists in a short time.
Scenario 4: Testing new business directions. Before you invest in building a permanent team for a new product line or new market, body leasing allows you to “test the waters” with minimal risk. If the initiative takes off, you can transition to a full-time model (Try & Hire). If not - you end the collaboration without costly reductions.
Scenario 5: Filling temporary competency gaps. Maternity leave, long-term sick leave, unexpected departure - these are situations where quick access to a replacement is crucial. Body leasing offers a solution in days, not months.
When is internal hiring more cost-effective than body leasing?
A fair analysis must also indicate scenarios in which the traditional full-time employment model offers a better return on investment.
Scenario 1: Long-term, strategic initiatives (3+ years). If you are building a product or service that will be the foundation of your business for years, investing in a permanent team makes sense. After 3 years, the TCO of full-time employment begins to be more favorable. You build deep domain and institutional knowledge. The team develops together with the product, understanding its history and context.
Scenario 2: Competencies that are “core” to the business. If programming or another IT function is at the heart of your competitive advantage, the ability to retain talent is critical. Permanent employees are more loyal and committed to the long-term success of the company. Building a culture of innovation requires a stable team.
Scenario 3: Access to sensitive information. In some industries (finance, defense, healthcare), access to sensitive data and systems by external contractors may be restricted by regulations or internal policies. Permanent employees undergo deeper screening and build longer relationships based on trust.
Scenario 4: Strong organizational culture. If your company has a unique culture that is a source of competitive advantage, integrating external contractors can be challenging. Permanent employees have time to “grow into” the culture and become its ambassadors.
Scenario 5: Stable, predictable demand. If your staffing needs are stable over years (e.g., maintaining existing systems) and turnover in the company is low (below 10%), the full-time employment model will be more economically beneficial.
How do you create your own TCO decision model for your organization?
Every company is different, so universal comparisons have limited value. Below is a framework process for creating your own decision model.
Step 1: Map your actual costs. Do not rely on industry estimates - collect actual data from your organization. Ask HR for the full employee cost (salary + all contributions + benefits). Ask IT for the workstation cost (equipment, licenses, infrastructure). Analyze historical data on recruitment time and costs. Check turnover in your IT department over the past 3 years.
Step 2: Determine the time horizon and certainty. Ask yourself: How long do you need these competencies? What is the certainty that demand will be maintained during this time? Are there planned strategic changes that could affect staffing needs?
Step 3: Build scenarios. Create at least 3 scenarios: optimistic (project continues and grows), baseline (project continues according to plan), pessimistic (project is put on hold or reduced). For each scenario, calculate the TCO of both models.
Step 4: Include qualitative factors. Not everything can be calculated. Assess the impact on organizational culture, access to domain knowledge, risk of IP (Intellectual Property) loss, impact on permanent team morale, and capacity for innovation.
Step 5: Consider hybrid models. The most common and often the best solution is a combination of both models. The core team (architects, tech leads, domain specialists) on permanent contracts, and the flexible “layer” (additional developers, niche technology specialists) in the body leasing model.
What hidden costs of internal hiring are most commonly overlooked?
In my consulting practice, I repeatedly encounter situations where companies significantly underestimate the actual costs of employment. Here is a list of the most commonly overlooked elements.
Cost of failed recruitments. Not every recruitment ends in success. Statistics show that approximately 20-30% of newly hired employees leave within the first year. If you make a “miss,” you lose not only recruitment and onboarding costs but also team time and project delays. A realistic model should account for the probability of failed recruitment.
Cost of the “average performer.” Not every hired specialist turns out to be a star. Research indicates that the productivity difference between a “top performer” and an “average performer” in IT can be as much as 10x. In body leasing, if a specialist does not meet expectations, you can quickly replace them. In the full-time employment model, you are “bound” by the notice period and must consider legal consequences.
Cost of performance management. Resolving employee performance issues (PIP - Performance Improvement Plan, disciplinary conversations, eventual dismissal) is a huge time commitment for managers and HR. Estimated at 40-80 hours per “difficult case.”
Legal cost. In Poland, employment protection is strong. Improper dismissal can result in a lawsuit, compensation (up to 3 times the salary), and legal fees. The annual budget for HR legal support in a medium-sized IT company is 50,000-100,000 PLN.
Cost of “quiet quitting.” The phenomenon of “quiet quitting” - when an employee formally remains in position but their engagement and productivity drastically decline - is difficult to measure but real. Gallup research indicates that approximately 60% of employees are “disengaged,” which translates into reduced productivity.
Opportunity cost. The time and energy that managers devote to recruitment and team management is time that could be spent on strategic initiatives, innovation, or business development.
Cost of wage inflation. In the IT industry, wage pressure is strong. If you do not raise salaries by 5-10% annually, you risk losing your best people. In body leasing, rates are renegotiated periodically, but you do not have the “historical baggage” of expectations for continuous raises.
How do you value flexibility and risk management in the body leasing model?
One of the most difficult elements of TCO analysis is valuing flexibility. How do you convert the ability to quickly increase or decrease the team into monetary terms?
Scenario method. Let us assume we are planning a 24-month project with a team of 10 people. However, there is a 25% probability that after 12 months the project will be put on hold due to market changes. In the full-time employment model, if the project is put on hold, we bear the costs of a 3-month notice period for 10 people, which amounts to approximately 900,000 PLN (assuming an average salary with contributions of 30,000 PLN). Severance costs are an additional approximately 300,000 PLN. Legal and administrative costs of terminating employment relationships are approximately 50,000 PLN. The total “exit cost” is approximately 1,250,000 PLN. The expected cost (25% times 1,250,000 PLN) is 312,500 PLN, which should be added to the TCO of the full-time employment model.
In the body leasing model, the exit cost is 2-4 weeks’ notice (assuming 4 weeks times 10 people times 2,000 PLN daily rate times 20 days), which gives 400,000 PLN. The expected cost (25% times 400,000 PLN) is 100,000 PLN. The difference in expected “exit” costs is 212,500 PLN in favor of body leasing.
Real Options value. A more advanced methodology treats flexibility as a “real option” - the right, but not the obligation, to make a certain decision in the future. Just as financial options have value, so does the ability to quickly scale or reduce a team. Valuing such options is a topic for a separate analysis, but awareness of their existence is crucial.
Value of speed. In a world where “time-to-market” often determines product success, the ability to quickly launch a team has real business value. If body leasing allows you to start a project 2 months earlier, and the project generates revenue of 500,000 PLN per month, the value of the acceleration is 1,000,000 PLN.
What hybrid models combining body leasing and internal hiring are most effective?
In practice, the best results are achieved by companies that consciously combine both models, leveraging the advantages of each.
“Core + Flex” model. The core team (30-50%) consists of permanent employees: architects, tech leads, domain specialists, key developers. The flexible layer (50-70%) consists of contractors and body leasing specialists, whose number changes depending on the project phase and workload.
The advantages of this model include preserving institutional knowledge and continuity, flexibility in scaling, optimization of fixed costs, and the ability to acquire niche competencies on demand.
“Try & Hire” model. You start the collaboration in a body leasing model. After 3-6 months, if the specialist performs well and both parties are interested, they transition to full-time employment. This model minimizes the risk of failed recruitment (you already know how the person works), shortens onboarding time (the specialist already knows the project), builds loyalty (the specialist feels they have been “chosen”), and optimizes recruitment costs.
At ARDURA Consulting, we offer the Try & Hire model as one of our standard collaboration options. Our clients value this solution for minimizing risk while maintaining a path to building a permanent team.
“Competency-based” model. Different categories of competencies are acquired using different models. We hire specialists with “core” competencies on permanent contracts (key to the business, difficult to acquire, requiring deep domain knowledge). We acquire specialists with “supporting” competencies through body leasing (important but more readily available on the market), as well as “niche” competencies (highly specialized, needed sporadically or for the duration of a project).
“Project-based” model. For each project, you separately decide on the resource acquisition model. Strategic, long-term projects are carried out by the permanent team, supported by body leasing as needed. Experimental, short-term projects are carried out entirely using the body leasing or team leasing model.
How does ARDURA Consulting support clients in optimizing their IT employment model?
At ARDURA Consulting, we have been helping companies in Poland and around the world build effective IT teams for over 10 years. Our experience includes both providing specialists through the body leasing and staff augmentation model and comprehensive implementation of technology projects.
Strategic consulting. We are not just a “people provider.” As a Trusted Advisor, we help our clients conduct TCO analysis tailored to their specific situation. We advise on which model (or combination thereof) best fits business and financial goals.
Flexible collaboration models. We offer a full spectrum of models: Time & Materials (payment for time actually worked), Team Leasing (we provide a complete, cohesive team with its own management), Try & Hire (path from contract to permanent employment), and Success Fee (settlement linked to achieving defined goals).
Global talent pool. Thanks to our presence in Europe, the Middle East, and the USA, we have access to specialists with competencies that are difficult or impossible to acquire in the local market.
Quality guarantee. Every specialist undergoes a rigorous technical and soft skills verification process. If a specialist does not meet expectations, we provide a quick replacement at no additional cost.
Integration support. We help onboard our specialists to the client’s team, minimizing time to full productivity.
If you are facing a decision about choosing an IT employment model, we invite you to contact us. Our experts will be happy to conduct a free consultation and help you build a TCO model for your specific situation.
Summary - key conclusions from the TCO analysis of body leasing vs. internal hiring
The conducted analysis leads to several fundamental conclusions that every financial and IT leader should consider when planning their talent acquisition strategy.
Conclusion 1: Simple rate comparison is misleading. Comparing a contractor’s daily rate with an employee’s gross salary makes no sense. The actual TCO of full-time employment is 40-60% higher than the gross salary alone. Only a full analysis of all cost components provides a reliable picture.
Conclusion 2: Time horizon is crucial. In the short-term perspective (up to 18 months), body leasing is usually more cost-effective. In the long-term perspective (3+ years), internal hiring begins to be more favorable - but only assuming low turnover and stable demand.
Conclusion 3: Flexibility has real value. The ability to quickly scale the team up and down, which body leasing offers, has measurable financial value. In a world of business uncertainty, this flexibility can be worth an additional 10-20% in cost.
Conclusion 4: Turnover risk is underestimated. With an average turnover of 15-20% per year, the probability of an employee leaving within 3 years is approximately 40%. Turnover costs (recruitment, onboarding, knowledge loss) should be included in the TCO of full-time employment.
Conclusion 5: Hybrid models are optimal. The best results are achieved by companies that combine both models: core team on permanent contracts + flexible layer in body leasing.
Conclusion 6: The decision should be strategic, not just financial. TCO is an important but not the only factor. You should also consider the impact on organizational culture, access to domain knowledge, capacity for innovation, and the long-term vision of the company.
Returning to our CFO Marek from the beginning of the article - his analysis, now based on the full TCO picture, will probably show that for the planned 18-month project, body leasing is more beneficial financially and strategically. But for key roles (architect, tech lead) that will be needed long-term, it is worth considering the Try & Hire model - starting with a contract and transitioning to permanent employment after confirming the fit.
If you want to conduct a similar analysis for your organization, contact us. ARDURA Consulting experts will help you make the optimal decision.
Looking for IT specialists? Check out our Body Leasing services.
See also
- Staff Augmentation vs. Managed Services vs. Outsourcing: Choosing the Model
- Body Leasing, Team Leasing or IT Outsourcing: How to Choose the Right Collaboration Model
- Cost Analysis: Body Leasing Model vs. Direct Employment
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