{"id":502,"date":"2020-09-07T16:18:29","date_gmt":"2020-09-07T23:18:29","guid":{"rendered":"https:\/\/thepjfgroup.com\/?p=502"},"modified":"2020-09-07T16:18:29","modified_gmt":"2020-09-07T23:18:29","slug":"how-managing-consultants-is-different-than-employees","status":"publish","type":"post","link":"https:\/\/thepjfgroup.com\/content\/how-managing-consultants-is-different-than-employees\/","title":{"rendered":"How Managing Consultants is Different than Employees"},"content":{"rendered":"
If you\u2019ve recently hired your first consultant, you\u2019ve probably realized fairly quickly, that managing them is different than managing a full time employee. There are several reasons for this:<\/p>\n
First, it\u2019s good to have an agreement in place, stating exactly what the consultant will deliver, including due dates. Some managers ask for a \u201cstatement of work\u201d (SOW) from the consultant when drawing up the agreement or purchase order. It should be very clear to both parties what is expected and how long it should take.<\/p>\n
Second, it is not a good idea to include consultants in activities designed for \u201cteam building\u201d purposes, as it sends the message that you consider them the way you consider an employee.<\/p>\n
Third, the consultant must be able to work independently with little management from you. Direction, yes, but management, no. For example, if you have weekly one-on-one meetings with your employees, you may structure your meetings with the consultant differently. Perhaps you meet monthly instead.<\/p>\n
While your natural tendency is to have the consultant fit in with the team so everyone works well together, you should be aware of the fine line that separates your consultant as a non-employee.<\/p>\n