With a large majority for the Tories in the 2019 General Election, we have direction and certainty in place for the economy. Whether you like or dislike Boris is a whole different conversation but at least companies can commit to investment and development projects that can help the whole economy reignite.
As a business, you’ll now and again want to bring in interims/contractors to help deliver these projects. You can either bring in specialist knowledge to deliver them or move internal talent on to the project (to expand their skills) and backfill their positions with contractors for the BAU. Strategically planned, these contractors can bring a huge amount of worth to your business either way.
However, to realise success, as a line manager/employer you need to make sure the contractors/interims are integrated with your existing team. Here we explain why:
- There should be no fears
Your permanent members of staff should have no fears about the contractors coming in. Sometimes, incumbent staff can feel threatened when highly experienced skilled professionals are jetted in to help to see a project reach maturity. Contractors will be acutely aware they are there for a specific reason; its often-existing staff who have the issue. As the team leader/hiring manager/chief exec, you’ll need to speak to the team to outline what’s happening/who’s arriving etc. This will allay fears and keep your team on side. Simple communications like this go a long way.
- A wealth of experience
Such contractors have been recruited because they have a certain skill set; they complement your existing team, they don’t replace them. No one needs to feel threatened or put out, so if you have desk space to accommodate these professionals, putting them side-by-side is healthy and advocates partnership and team working. Saying that, you’ve brought this experience into the business for a reason and you should expect them to be independent in being able to get their work done so don’t worry if they need to be working elsewhere in the company – unless they are a BAU contractor and being part of the team will be important.
- Team wide comms
Contractors, generally, want to be involved in non-sensitive comms. It helps their understanding of the project you’ve brought them into. Get them involved – involve them in the team meetings – when people feel valued, they will go above and beyond. The project the contractors/interims are involved in has a greater chance of success as a result.
Your team and company culture will speak volumes if you involve and integrate contractors with your permanent team members.
- Ask the contractor, ask the team
Encouragement must be witnessed by all – project owners, sponsors, contractors, team – to experience success. The contractor has been asked in because they possess exceptional competencies to see the project reach the desired outcome. It’s important contractors and permanent staff work together, share ideas and move forwards together. If you get this part wrong, there will be politics and lots of wasted time and energy – involve everyone from the outset.
Contractors/interims work well for lots of businesses; follow these tips and you’ll be on the right lines.
Roland Seddon, Managing Director, MRK Associates.
MRK Associates is a recruitment and career advisory company specialising in three distinct areas of professional employment – finance/accountancy jobs, office support/administration jobs and revenue management/data analytics jobs. Our main geographical focus is in the Northern Home Counties area (Buckinghamshire, Hertfordshire, Oxfordshire and Bedfordshire) where we provide a personal, knowledgeable and professional service within these markets.
For more information, please telephone 01442 894555 or email: firstname.lastname@example.org