Over the last five years, we have observed the ever-increasing challenges that marketers face when it comes to getting great work done. In this series of articles, we highlight three shifts in workforce management that will help marketing organizations thrive in the future of work.
In this third post, we focus on how to foster a mindset shift away from a hard distinction between external and internal talent to one that manages blended teams of on-demand talent and FTEs as one holistic workforce motivated by shared purpose and values.
Fundamentally, we are talking about what should always mark the start of any relationship: human connections. When hiring on-demand talent, it is very easy to view them as external vendors and manage them on a transactional basis. Given the growing importance on-demand talent plays in the future of work, this mindset needs to shift.
By treating freelancers and long-term contractors as an integral part of a blended team, organizations will ensure that on-demand talent feels invested in the work and views themselves as true partners. Below are four recommendations to help make this shift to a more human-centered approach to creating successful blended teams.
Establish a unified-team mindset. This begins with making it clear to full-time employees the importance of freelancers and contractors to the business. They need to extend the company’s values to all talent hired to support common goals, regardless of employment status. At the same time, to ensure alignment, it is essential to be clear with on-demand talent what those shared values are and frame assignments in a larger context and purpose. With this broader understanding of why their work is essential, on-demand talent is more likely to feel connected and motivated to contribute their best work.
As a best practice example, Ashley Schnider, director of Georgia Pacific’s in-house agency Campfire Creative, explains that her team applies similar priority to onboarding freelancers and contractors as they do to new full-time employees. They undergo culture-focused onboarding that explains the company’s guiding principles, vision, and culture. Where appropriate, a peer buddy is also assigned.
Invest quality time to set up on-demand talent for success. In other words, build meaningful relationships by demonstrating you’re invested in their success. From Wripple’s Team Up research, 63% of on-demand talent surveyed reported that briefing was an area that lacked focus and effectiveness. Avoid tossing things over the wall and hoping for success. Spend quality time briefing on-demand talent in ways that inspire and ensure they fully grasp what is expected e.g., desired outcomes, ways of working, quality standards, etc.
Foster open and honest communication. From the very beginning, effective communication helps avoid misunderstandings and sets the tone for a successful partnership. Be explicit with on-demand talent about the importance of constructive dialogue so they feel comfortable sharing their ideas, asking questions, and providing feedback. As appropriate, set regular check-ins and provide access to collaboration channels e.g., Slack, Teams, etc., that help on-demand talent feel valued and connected to the team. As a benchmark from Wripple’s 2024 Team Up research, we found that 43% of freelancers receive regular check-ins on work and job satisfaction. It is also helpful to reiterate that it is ok for them to manage expectations early and often. This establishes an understanding that as a member of the team, they should feel comfortable voicing challenges to help avoid future unwelcome surprises.
Recognize their expertise and contributions. On-demand talent is hired for their specialized skills and experience. Recognizing their unique contributions, whether through positive feedback or other forms of appreciation, goes a long way in building loyalty and commitment. Acknowledgment does not have to be elaborate—a simple thank-you note or public recognition within the team can be highly effective.
Consider Worker Classification
One final note: It’s important to tailor relationship-building based on worker status to ensure worker compliance. Oversimplifying, but there are two ways to hire on-demand talent: as an independent contractor (an IC) receiving a 1099 or as a long-term contractor receiving a W2, like a full-time employee. Based on labor laws and regulations, on-demand talent is classified as one or the other. Hiring organizations should engage talent somewhat differently based on their classification. Regardless, the focus should remain on building long-term, valuable relationships. Here is what you need to be aware of when engaging an IC vs. a long-term contractor:
Independent Contractor: An IC operates like a business that provides services to multiple clients. ICs use their own equipment, do not fully fold into day-to-day operations, and have control over how they work. Think of building relationships with ICs the same way you would with a valued professional services firm.
Long-Term Contractor: In this case, a worker can fold into the team and operate more like a typical employee. There might be differences in how benefits and vacation are administered, but generally speaking, you can oversee work and build relationships in very much the same way you do with an FTE.
By acting on these four recommendations and compliance guidance, you can create a positive and productive environment where on-demand talent feels like a true partner, fully invested in the success of your work.
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To learn more about any or all of these solutions, contact your Wripple Client Lead, or request a demo.
Over the last five years, we have observed the ever-increasing challenges that marketers face when it comes to getting great work done. In this series of articles, we highlight three shifts in workforce management that will help marketing organizations thrive in the future of work.
In this third post, we focus on how to foster a mindset shift away from a hard distinction between external and internal talent to one that manages blended teams of on-demand talent and FTEs as one holistic workforce motivated by shared purpose and values.
Fundamentally, we are talking about what should always mark the start of any relationship: human connections. When hiring on-demand talent, it is very easy to view them as external vendors and manage them on a transactional basis. Given the growing importance on-demand talent plays in the future of work, this mindset needs to shift.
By treating freelancers and long-term contractors as an integral part of a blended team, organizations will ensure that on-demand talent feels invested in the work and views themselves as true partners. Below are four recommendations to help make this shift to a more human-centered approach to creating successful blended teams.
Establish a unified-team mindset. This begins with making it clear to full-time employees the importance of freelancers and contractors to the business. They need to extend the company’s values to all talent hired to support common goals, regardless of employment status. At the same time, to ensure alignment, it is essential to be clear with on-demand talent what those shared values are and frame assignments in a larger context and purpose. With this broader understanding of why their work is essential, on-demand talent is more likely to feel connected and motivated to contribute their best work.
As a best practice example, Ashley Schnider, director of Georgia Pacific’s in-house agency Campfire Creative, explains that her team applies similar priority to onboarding freelancers and contractors as they do to new full-time employees. They undergo culture-focused onboarding that explains the company’s guiding principles, vision, and culture. Where appropriate, a peer buddy is also assigned.
Invest quality time to set up on-demand talent for success. In other words, build meaningful relationships by demonstrating you’re invested in their success. From Wripple’s Team Up research, 63% of on-demand talent surveyed reported that briefing was an area that lacked focus and effectiveness. Avoid tossing things over the wall and hoping for success. Spend quality time briefing on-demand talent in ways that inspire and ensure they fully grasp what is expected e.g., desired outcomes, ways of working, quality standards, etc.
Foster open and honest communication. From the very beginning, effective communication helps avoid misunderstandings and sets the tone for a successful partnership. Be explicit with on-demand talent about the importance of constructive dialogue so they feel comfortable sharing their ideas, asking questions, and providing feedback. As appropriate, set regular check-ins and provide access to collaboration channels e.g., Slack, Teams, etc., that help on-demand talent feel valued and connected to the team. As a benchmark from Wripple’s 2024 Team Up research, we found that 43% of freelancers receive regular check-ins on work and job satisfaction. It is also helpful to reiterate that it is ok for them to manage expectations early and often. This establishes an understanding that as a member of the team, they should feel comfortable voicing challenges to help avoid future unwelcome surprises.
Recognize their expertise and contributions. On-demand talent is hired for their specialized skills and experience. Recognizing their unique contributions, whether through positive feedback or other forms of appreciation, goes a long way in building loyalty and commitment. Acknowledgment does not have to be elaborate—a simple thank-you note or public recognition within the team can be highly effective.
Consider Worker Classification
One final note: It’s important to tailor relationship-building based on worker status to ensure worker compliance. Oversimplifying, but there are two ways to hire on-demand talent: as an independent contractor (an IC) receiving a 1099 or as a long-term contractor receiving a W2, like a full-time employee. Based on labor laws and regulations, on-demand talent is classified as one or the other. Hiring organizations should engage talent somewhat differently based on their classification. Regardless, the focus should remain on building long-term, valuable relationships. Here is what you need to be aware of when engaging an IC vs. a long-term contractor:
Independent Contractor: An IC operates like a business that provides services to multiple clients. ICs use their own equipment, do not fully fold into day-to-day operations, and have control over how they work. Think of building relationships with ICs the same way you would with a valued professional services firm.
Long-Term Contractor: In this case, a worker can fold into the team and operate more like a typical employee. There might be differences in how benefits and vacation are administered, but generally speaking, you can oversee work and build relationships in very much the same way you do with an FTE.
By acting on these four recommendations and compliance guidance, you can create a positive and productive environment where on-demand talent feels like a true partner, fully invested in the success of your work.
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