12  ILLINOIS BUSINESS LEADER
FOCUS
ty and higher turnover can be issues, 
as they usually work for multiple 
companies. They may also lack com­
pany-specific knowledge and expe­
rience. Blending them into company 
culture and processes can require 
extra effort. Falsely labeling them as 
independent contractors instead of 
employees poses legal risks as well.
	
For companies in fast-changing 
industries or with uncertain de­
mand, the pros of a flexible, scalable 
workforce often outweigh the cons. 
For those roles requiring special­
ized skills or knowledge, permanent 
employees are usually a better choice. 
An optimal strategy for most compa­
nies is to maintain a balance of both 
contingent and permanent workers.
Tips for Effectively 
Managing Contingent 
Workforce
Managing contingent workers re­
quires close attention and care. Here 
are the key tips for effectively manag­
ing contingent workforce:
Provide Clear Expectations
Be clear about expectations, priori­
ties, and deadlines. Contingent work­
ers are not full-time employees. Man­
agers must provide detailed guidance 
about roles and duties, which helps 
avoid confusion and ensures proper 
completion of work.
Offer Feedback
Contingent workers often function 
alone, so offering regular feedback is 
vital. Meet with them often to review 
work and help them improve. This al­
lows to recognize great performance 
as well.
Foster Collaboration
While contingent workers are not 
full-time staff, managers must en­
courage teamwork when possible. 
Invite them to relevant meetings and 
events. Introduce them to key team 
members. This makes them feel like 
part of the team and enables better 
teamwork.
Consider Conversion
For top performing workers, con­
sider turning them into full-time 
employees. Contingent work often 
serves as a trial period, and turning 
the best workers shows value for their 
work. It also provides more stability 
for the company by bringing that role 
in-house for good.
	
Managing a contingent work­
force requires balancing freedom 
and teamwork. With clear guidance, 
feedback, and a path to growth, com­
panies can build a highly productive 
contingent workforce. Treat them 
well, and they will become a valuable 
asset.
Conclusion
Managing a contingent workforce 
comes with its own unique boons 
and banes. While there are pros and 
cons to utilizing non-permanent em­
ployees, companies can implement 
strategies to onboard and engage this 
talent pool. With the right technolo­
gy, training, and culture campaigns, 
companies can seamlessly merge 
contingent workers into their teams.
	
As the business world evolves, 
successful companies will embrace 
more flexible work arrangements. 
They will tap into the skills of inde­
pendent contractors, temporary staff, 
and freelancers to drive success. The 
future of work is here.
While there are pros 
and cons to utilizing 
non-permanent 
employees, 
companies can 
implement strategies 
to onboard and 
engage this talent 
pool. With the 
right technology, 
training, and 
culture campaigns, 
companies can 
seamlessly merge 
contingent workers 
into their teams.

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