External agile talent provided by Freelance consultants has a presence in a growing number of organizations in the country, from huge multinationals that hire dozens of external experts to solo consultancies, who may hire a Freelancer colleague to obtain help with SEO, website design, or project subcontracting work.
Freelancers are brought in to ensure that a high-priority project will be successfully completed, on time and within budget. While it is the responsibility of the hiring manager to onboard the Freelancer and create the conditions for smart collaboration and productivity, in fact, a good deal of that responsibility will be transferred to the Freelancer because s/he is temporary, an outsider, and is positioned to take the blame should things go wrong.
Therefore, it is highly recommended that Freelancers take the lead and do what is possible to establish a working relationship with in-house collaborators that is productive, pleasant and lays the groundwork for repeat business and referrals.
- Ask the hiring manager to onboard you, so that you will be able to “hit the ground running” and quickly get to work on producing the project deliverables.
- Request an overview that explains why the project is important to the organization.
- Have a contract for the project, signed by you and the hiring manager, that specifies your duties, in-house support that will be provided, the budget, project milestones, the deliverables and the deadline, your hourly rate or project fee and what you’ll charge for client requested change orders and additional services requested.
- Request the names and titles of any in-house project collaborators.
- Specify the details of the lines of reporting and authority, so that you and everyone else knows who you answer to, since the hiring manager may not be the internal project lead.
- Determine where your work will be done—off-site, at the organization, or a combination. How many hours must you spend at the company office? Where will your work space be located? Must you bring your own computer and phone?
- Request an introduction and meeting with your in-house collaborator(s), so that you can understand the organization culture (“how things get done around here”) and understand what you can do, or request from the company, to make the experience pleasant and productive for all parties.
2. Anticipate employee anxiety around the presence of an external consultant and work to quell the discomfort. Show respect for your collaborator’s deep knowledge of the organization and the project. Solicit their opinions on how to efficiently get the work done and political situations that can help or hurt you. Copy your collaborator(s) on important emails. Uncomfortable subjects might include:
- Why was a Freelance consultant hired to do the interesting, mission-critical project and not long-term, loyal employees?
- How much money is s/he being paid—is it more than me?
- Will the consultant’s expertise and opinion be more highly valued than mine?
- Is a company lay-off on the horizon?
3. Communicate frequently with your in-house collaborator(s), to promote transparency, build trust and ensure maximum productivity.
- Make use of email and write reports that keep collaborators and the hiring manager updated on your work.
- If you hit a stumbling block, ask for help, in writing.
- Suggest a weekly or bi-weekly conference call or meeting at the client’s office, to compare notes and confirm that milestones and expectations are being met.
Thanks for reading,