Contract work can be very lucrative. Whether it be as a ‘contractor’, coming in to to do a pre-defined set of tasks or as a ‘consultant’ coming in to solve or advise on a known problem or objective. Contract work can also be fraught with uncertainty. Contract workers are usually the first to be let go on a moment’s notice, when times are tough. Contract workers are also independent and operate at arm’s length from the companies they serve. A no-frills mercenary relationship focused purely on the exchange of money for services rendered. There are no company benefits or personal development opportunities to tap into. You’re on your own when it comes to health and vacation benefits. As a specialist-for-hire, you’re expected to arrive with all the skills and experience needed. There is no training on the company’s dime. It’s like you’re a guest in someone’s home. Just visiting and passing through.
On the other hand, contract workers have the freedom to be their own boss. For those who desire constant variety and change in their work, the mobile and short-term nature of contracting is appealing. Here and there for a short time, never a long time. And, for those who don’t suffer fools gladly, they have the latitude to fire their clients on a moment’s notice if they’re not happy or if the client is no longer listening.
So, it can be a double-edged sword. High reward tempered with high risk. It’s not for everyone and definitely not the faint at heart.
This is a particularly important consideration when it comes to building high performing Agile teams with a mix of employees and contract workers.
Introducing Agile teams into traditional organizations is hard enough with the clash of old and new work cultures, changing mindsets and ways of working.
Add to that the cultural differences between employees and contract workers and it makes it much harder to build and sustain effective Agile teams with a common purpose.
The way an organization sees and treats contract workers makes a big difference in the effectiveness of engaging contract workers to work in Agile environments.
Does the organization…
- Vet contract workers for an agile mindset and experience or focus exclusively on technical expertise?
- Treat contract workers as people or fungible resources?
- Trust contract workers to do the right thing or block them as potential threats?
- Invite contract workers to Town-halls and coplanning events or exclude them?
- Give contract workers access to the same tools as employees or treat each on a case by case basis?
- Plan to wean off contract workers or depend on them continually as a permanent quick-fix?
Contract workers can be a valuable part of an organization’s effectiveness, injecting much needed short-term capacity and inspiring longer term capability. But, not if organizations persist in isolating them from the rest of the organization. Especially, when it comes to the collective ownership and the collaborative role and responsibilities of every team member on Agile teams.
In my opinion, organizations that treat contract workers as people in an inclusive manner will thrive. Those that don’t will not.
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