A large percentage of work in today’s organizations is accomplished through projects that have a discrete beginning and end with a specific outcome — such as creating new products, changing processes, transforming some aspect of the business, or serving a particular client. These projects are staffed by discrete teams that are often cross-functional and also increasingly include contractors or gig workers.
A Fair Way to Lead a Team of Contractors and Full-Time Employees
Managing everyone in the same way can magnify differences and fuel resentment.
April 22, 2021
Summary.
It’s easy to assume that all people working together on a project should be treated and managed similarly. But full-time employees and contractors have different motivations, expectations, and backgrounds. Managing everyone in the same way can magnify those differences, causing a range of problems from resentment to contract renegotiations. Team leaders need to understand what motivates each group, put in place ground rules, and deliberately build the team so that everyone is on the same page.
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Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Leading People. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
What you need to know about being in charge.