I’ve spent many years providing outsourced executive, facilitation and team effectiveness consulting assistance to companies looking to optimise outcomes, solve tricky problems and/or effectively manage capability peaks and troughs. I’ve always been and continue to feel incredibly proud of what I’ve achieved and how I’ve been able to build powerful connections within firms to ensure organisational goals got kicked.
In return, on many occasions, I’ve been paid handsomely, made incredible friends and colleagues, gained new skills, increased depth of existing skills, further developed my networks, obtained deep satisfaction at a job well done, and catered to my desire for variety at work. How? Because my clients understood the value of investing in making a contractor/consultant feel valued, respected, seen and part of the team.
But I must admit that on some assignments it’s been harder that others to achieve this stuff – and that’s because the customer didn’t see the importance of making me feel part of the team.
These days, many organisations have seen the prodigious value (if I do say so myself) in bringing in specialist capabilities and additional capacity on an “as required” basis rather than deal with the cost and administration of FTEs. While contractors might not be full-time employees, there are huge engagement and motivation benefits to employers if the right work eco-system is created.
I thought it might be helpful to share some of the approaches my clients have used to create an inclusive environment for everyone. Not all of these might be possible, or practical, but where you can, I recommend you extend these courtesies to your contract colleagues.
Clear Communication: Start by clearly communicating your expectations and goals for the project. Take the time to offer as much clarity as possible to your contractors and don’t assume they’ll know stuff about your world or have complete understanding of what is expected of them. Offer them a direct contact within the full-time team that can help them navigate internal roadblocks or politics. Regularly update them on project progress and any changes in priorities.
Inclusion: Invite contractors to relevant team meetings, both in person and virtually if necessary. Acknowledge their need for psychological safety by treating them with the same respect and consideration for their input and ideas as you would full-time team members. Sometimes that will result in additional fees, but the discretionary effort that comes from inclusion and the clarity that comes from hearing the full story will pay this back in spades.
Onboarding: Provide contractors with a comprehensive onboarding process, just like you would for employees. This includes introducing them to the team, explaining the company culture, ensuring they have the necessary resources to do their job effectively and outlining where they can turn if they encounter obstacles.
Access to Information: Ensure that contractors have access to the information, tools, and resources they need to perform their tasks. This might include providing access to company intranets, project management software, and any relevant training materials. If you do decide to exclude contractors from certain data access, make sure it’s for a good reason e.g., privacy, conflict of interest, safety etc not just because the contractor isn’t “one of us”.
Feedback and Recognition: Regularly provide feedback on their performance, both constructive criticism and positive reinforcement. Recognise and appreciate their contributions publicly within the team or organisation. Just because they don’t have the same auto signature as the rest of the team, doesn’t mean they don’t flourish when recognised. If you want a flower to grow, you need to nourish it with positivity.
Team Building Activities: Include contractors in team-building activities and events. This could be anything from virtual team lunches to physical team-building exercises, depending on the nature of the work and the contractor's location. Not always possible, particularly when the contractor’s interaction is virtual, but try and find a way to, at least occasionally, include the contractor in the lighter side of work.
Professional Development: Offer opportunities for professional development and skill enhancement. Contractors are more likely to invest in their work if they see it as a growth opportunity – plus – the more they know – the better job they can do for you.
Fair Compensation: Ensure that contractors are paid fairly and promptly for their work. Fair compensation shows respect for their contributions and helps maintain a positive relationship.
Regular Check-Ins: Schedule regular check-in meetings with contractors to discuss progress, address concerns, and maintain open lines of communication. These meetings can help build trust and rapport.
Incorporate Their Feedback: Contractors often have unique insights and perspectives. Actively seek their feedback on processes and procedures and be open to incorporating their suggestions when appropriate. These humans can bring best practice insights from other organisations that can enhance the project/work environment/team effectiveness etc.
Engage Them in Decision-Making: Involve contractors in relevant decision-making processes, especially those that directly affect their work. This gives them a sense of ownership and importance within the team and encourages them to “go the extra mile”.
Flexible Work Arrangements: If possible, offer flexible work arrangements that suit their needs and preferences. This can enhance their job satisfaction, commitment to the project and extend their life span at the organisation so you can avoid starting all over again with another resource. Many incredibly highly skilled people have gravitated toward contract work because of the flexibility that allows them to meet out of work commitments. If you support these requirements, you can benefit from a resource that really delivers.
Contract Extensions: If a contractor consistently delivers high-quality work and fits well with the team, consider extending their contract or offering them opportunities for longer-term employment if that aligns with their career goals.
Remember that contractors are individuals with their own motivations and goals. Understanding their unique needs and aspirations can help you tailor your approach to make them feel like valued members of the team. Building a positive and inclusive work environment for contractors benefits both the organisation and the individuals involved.
Here’s to great contract/consulting/temp relationships that get results and if you are looking for the right person, get in touch with Molto Bene today!