Flexible = Contingent. 

Contracting, temping, gigging, consulting – these terms have always meant the same thing: Contingent, and for many that work this way, it also means flexibility. 

Here's an argument for bringing your contingent labor to light: it is a shining example of workplace flexibility

Remote work is decreasing and therefore so is retention. Contingent workers are far more likely to be able to work remotely, their preferred hours, and on projects they choose, not projects they are assigned. 

This is work that sustains but doesn’t sequester. Career opportunities are driven by talent, not reliant on managers, politics, or internal priorities. Contingent workers have always been at the helm of their careers and businesses have long understood the value of diverse workforces. Sure, there is a lack of benefits, some security (though that is a dying notion), and financial investment programs as a contingent worker. But as the perks of permanent employment continue to decline, and flexibility requirements by the workforce rise, contingent workers are enjoying flexibility that doesn’t exist elsewhere. 

Contingent working has evolved from being perceived as second-rate labor to in-demand, highly skilled, and specialised consulting. This evolution has also changed the dynamics within organisations for the way contingent workers partner with them. As contingent workers become more valued and permanent employees gain more understanding of their careers, they might even envy their flexibility and progression. 

This makes it tricky when full-timers see great opportunities, high hourly rates, and remote offerings they would prefer, so companies that adopt a “choose your working style” model will not only retain talent but could also retain institutional knowledge and continuity. Ramping up and down our careers is a reality of life, companies that can support the detours along the way and provide different working styles will find themselves not only succeeding in business but also nurturing their employer brand and culture. It also keeps valued talent engaged and tethered to the organisation, instead of losing them entirely. 

10 recommendations for building a successful contingent workforce:

1. One marketplace = single source of talent truth
   Whether you build a marketplace internally or engage a singular provider (MBO Partners for instance) to stand in for one, centralise your contingent program to a singular platform.  Centralise your talent data, engagement, communications, and end-to-end hiring process in one place.  Talent and hiring managers will thank you and third-party agencies and scammers will be kept at bay.
2. Adoption strategy
   Not everyone will understand or be on board with this internally. Stakeholder management, education, and clear benefits are necessary to define and deliver.  KPIs, Accountability, and Executive Sponsorship are critical. Usage of the contingent platform must be celebrated, and part of leadership objectives.
3. Communications plan
   Contingent isn’t a dirty secret. It can be beneficial to all! Budget savings, team support, skills enhancement, and even flexibility are key talking points to be shared on a set cadence and with transparency. No surprises. Dialogues and Q&A and resources. 
4. Brand recognition 
   Don’t shy away from using your brand to tout Contingent roles. It cuts awareness and recruiting time and provides credibility and legitimacy to your opportunities. 
5. See the talent as a partner
   If you don’t already admire Contingent talent, find a way to get there. You must understand their value and engage with them as the highly skilled consultants they are today.  Disprove old notions about contingent workers and celebrate them both internally and externally  Understand their value as partners. Contingent workers have strong personal brands with a lot of clout. They also have vast networks that could offer leads to your organisation. Treat them as respected partners, not fly-by-night temps. 
6. Start small
   You don’t need Contingent workers everywhere in your organisation. Think critically about where you have skills gaps, budget constraints, and short-term needs. By focusing only on your needs, building the talent pipeline will be easier and faster. 
7. Training 
   How to position contingent roles vs traditional. This is critical for users and talent-facing recruiters, HR, etc. 
8. Deploy your employer brand to attract them
   Just because they will not be full-time employees does not mean they don’t care about where they work. CEO thought leadership, DEI, company values, and social responsibility matter just as much, sometimes even more to contingent workers. 
9. Talent experience = return talent
   Don’t lose great talent because you’ve failed to create a great experience for them. Pay on time. Onboard them with “light” versions of your full-time employee orientation Welcome them and introduce them. Work is best done in the light.  Recognition and Celebration create loyalty.
10. Understand WHY you’re going Contingent
    Don’t go at this half-ass. It will show. Usage will be low. Talent won’t engage. The fruit will die on the vine. Clear goals, clear benefits, clear reporting = clear success. 

Offering flexibility to workers is a growing need, whether that looks like contingent, remote, or variable hours - flexibility increases your ability to compete and retain the best talent. Understanding that it’s not just where people work, but how they get to work can make a huge difference in satisfaction, engagement, and ultimately, the success of your business.