Managing fractional and full-time talent in a volatile world

Hiring fractional workers builds agility and resilience, argues Aliaksandr Kazhamiakin at Yotewo

 

The use of freelance and fractional talent is seeing a resurgence after a significant dip during the pandemic. In the UK, numbers have been ticking up since 2022, with almost 4.5 million people now self-employed. With macro factors like global market volatility, reduced venture capital and higher borrowing costs, having access to flexible staffing is becoming more valuable.

 

Taking a modular approach to team building, by ‘plugging in’ fractional talent as and when it is needed, can help companies meet market demands without committing to long-term costs. But the process differs from hiring permanent staff: identifying the right hire, conducting onboarding, and keeping talent engaged, all of which require a distinct approach.

 

 

When fractional hiring makes sense

Fractional workers can be a great addition if a company needs speed and flexibility. This is particularly true for early-stage companies, where adding two or three employees long-term can significantly impact a business’s burn rate.

 

Fractional hires can also do more than plug gaps in workflow for these businesses; they allow them to tap into expertise that they otherwise wouldn’t have access to or be able to fund in a full-time position. Often, we see businesses bringing on C-level support and guidance for milestones, such as adding a short-term CFO for fundraising rounds or a head of marketing for a launch campaign, which leads to positive business results.

 

Meanwhile, roles that require continuity, deep knowledge of the company’s culture and systems, and long-term relationship-building, whether with clients or internal teams, are a better fit for permanent hires. Think of an account director working with a key client over several years, or an operations chief putting systems in place that depend on consistency and trust.

 

However, bringing in a specialist short-term can still facilitate initial relationship building with a client by getting an account or project moving before handing over the reins. It may also be the case that some hires end up joining full-time if they turn out to be a great fit and work continues rolling in. In fact, our platform data reveals that while 80% of roles start as fractional, more than 50% transition to full-time.

 

 

Looking to outside support

The reality of needing to hire talent quickly means it can be challenging to find the right candidate and do due diligence on a tight timeline. Hiring can be highly time consuming, particularly when you’re already against the clock and presumably short on staff. It might be tempting to go through word-of-mouth networks for short-term hires; but with freelancers often filling specialised roles, getting third-party quality assurance can be useful and help to save time.

 

That’s where specialist platforms can play a role. Bespoke marketplaces that conduct vetting, references, and provide track records can help save time without sacrificing peace of mind where the stakes are high. Being a good fit isn’t just about skills; having the ability to filter candidates by stage experience, working style and preferred length of time for a role can make it easier for companies to match talent to their precise needs.

 

But even when you’ve narrowed the search through filters or a trusted partner, it pays to start the relationship by setting clear expectations. Fractional and freelance arrangements can vary widely in scope and commitment, so agreeing upfront on the nature of the role helps prevent problems down the line. For instance, would both sides be open to the role turning into something permanent if the fit is strong? If workloads change, is there flexibility to expand the hours, or are there other client commitments that might make that impossible?

 

Having this clarity from the word go makes it easier for hires to integrate into teams and projects.

 

 

Keeping fractional talent engaged

Even with the right person on board, managers may wonder how to keep fractional hires equally as engaged as their full-time team.

 

Once in place, a thorough but fast onboarding process is needed. Hires need to hit the ground running and apply their expertise, but to do so requires them to have access to all the necessary context. This involves addressing the broader aspects, such as working methods, KPIs, and strategies, as well as potential pitfalls, including clients that require extra care and minor details like document formats. Consider providing a brief, written welcome pack and setting up briefing calls where needed.

 

Involving hires in decision-making and giving them genuine ownership of projects or deliverables makes a big difference. Treating them as colleagues rather than just resources encourages them to bring more of their expertise to the table. Recognition is vital; acknowledging contributions and offering positive feedback signals that their work matters. Where there’s interest in making a role permanent, that can be a motivating factor, and something to build towards, too.

 

Managers should also pay attention to how fractional hires prefer to interact. Some may enjoy making relationships through small talk or chat, while others prefer to keep things strictly professional. Respecting that preference helps them integrate without forcing a style on them.

 

Finally, timely, fair compensation is fundamental. This includes being respectful of a fractional worker’s time, not asking them to do things for free above and beyond your agreement, or to attend unnecessary meetings that might eat into their available time.

 

As access to freelance and fractional talent increases, the businesses that succeed will be those that make these hires deliberately rather than reactively. Finding the right people quickly is often essential, but setting clear expectations and helping hires feel like part of the team is what creates a genuine advantage; and that’s particularly relevant in uncertain times for businesses.

 

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Aliaksandr Kazhamiakin is CEO and founder at Yotewo

 

Main image courtesy of iStockPhoto.com and Jerome Maurice