What do you do if you need to lead a team of both permanent and temporary workers?

Leading a team of both permanent and temporary workers requires strategic leadership, which was my focus during COVID-19 response at the White House Medical Unit. With a mix of personnel from various military branches and agencies, having different security clearances and levels of institutional knowledge, defining roles and responsibilities was essential. The approach involved assigning long-term initiatives and leadership roles to permanent staff, while leveraging temporary staff for mission-critical tasks. This model ensured effective leadership in uncertain times with changing information. Such a strategy ensures harmony, synchronization, and collaboration within mixed teams, making it a valuable lesson for any organization.

It is important to set the expectations on the job requirements and also culture. I'd set the same job expectations in terms of the quality, the timeliness and the attitude for both permanent and temporary workers. I'd also like to treat them as equals professionally. The difference in which company that we are working for now is not important but the value that they bring. A food for thought, temporary workers who are excel in their work will have the opportunity to join as permanent employees while a permanent employee who is not performing might join the temporary workforce.

To effectively lead both permanent and temporary workers, it's crucial to establish clear communication channels, foster a collaborative environment, and ensure equal opportunities for development and recognition. Provide thorough onboarding for temporary staff to integrate them seamlessly into the team and outline expectations clearly for both groups. Flexibility in management style, tailored to the needs of each workforce segment, is essential to maximize productivity and cohesion. Regular feedback sessions and open-door policies can promote transparency and address any concerns promptly, fostering a culture of inclusivity and mutual respect.

To lead a team of mixed employees. It is imperative to ensure balance among the employees. There should be no discrimination on the basis of job title and role. In fact, all employees need to be listened and same incentives maybe provided to all employees. Moreover, all employees should be trained well. The well-being of permanent as well as temporary employees should be given utmost priority.

In my experience as a #LeadershipMentor, the delineation of roles is indeed crucial, but it's equally important to foster a sense of unity and shared purpose within a mixed team. Permanent and temporary workers should not only understand their individual roles but also feel part of a collective effort. This sense of belonging can be nurtured through authentic leadership and heart work, which involves recognizing and valuing the unique contributions of each team member, regardless of their employment status.

It is essential to have work that aligns with their career aspirations. This means regularly aligning with the team on progress on goals. I also need to make sure that I cut some slack when I know someone is going through a rough time. Empathy is the most essential factor in building trust.

Building trust within a team, particularly one with a mix of permanent and temporary workers, is indeed a critical aspect of leadership. It's essential to remember that trust is not just about fairness and support, but also about authenticity and vulnerability. As a leader, showing your team that you're human, that you make mistakes and learn from them, can significantly enhance trust. This authenticity fosters a safe space where everyone feels valued and encouraged to contribute, leading to a more engaged and committed team.

Building trust is for everyone including those you already know well. When workers feel valued and trusted, they're more likely to be engaged and committed to the team. Let’s be open and honest and remember it’s for the whole team. Trust and Value are terms that come with feelings so make sure you don’t dismiss them. Meeting, team building / having a meal together can ease some of these worries and tensions as people get to know each other and if you can’t do it in person do it online.

Trust needs to be built among teams. In order to create trust, employees need to be rewarded and recognised. They should be trained well, engaged and confidence building measures (CBMs) need to be established to build trust among teams.

Building trust in the team is key for both temporary and permanent leadership. We must be clear about the type of leadership we employ. I am a firm believer that close leadership makes a difference. It allows us to know the needs of the team, create empathy and forge teams that support each other. It also allows more experienced people to guide and provide tools to do a more effective job.

Effective communication is indispensable for leaders. This helps in ensuring balance between permanent and temporary employees. In fact, Leaders must be able to think with clarity, express ideas, and share information with a multitude of audiences effectively.They must also handle the rapid flows

The community building is deeply anchored with clear communication and goal setting with transparent KPIs . I will create KPIs for each role and share their career growth path . Alongside , I will ensure that synergy is built with mutual respect by continuously engaging workers across groups through various programmes which encourages self development.

In my experience as a #LeadershipMentor, communication is indeed the lifeblood of any team, particularly those with a blend of permanent and temporary members. It's not just about relaying information, but also about creating a sense of belonging and value. Leaders must remember that each interaction is an opportunity to build trust, foster #PersonalGrowth, and reinforce the team's shared vision. This is the essence of #AuthenticLeadership and #HeartWork.

Lead with clear and concise communication by establishing regular team meetings to discuss goals, obstacles, and achievements. This regular interaction fosters a sense of unity and inclusivity. Also, invest in a robust feedback mechanism where all team members can share their insights and suggestions anonymously. This not only values everyone's input but also promotes a culture of continuous improvement and collaboration!

Generally you need to keep in contact with the whole team everyday. For those who are remote - keep it simple like typing ‘good morning’ - this opens a line of communication and gives the team member an opportunity to know you are available. Team meetings will be important and giving people a voice will be more key than ever before. Stay open, be honest and listen.

Never make a difference between people working in the same team: if some of them temporary workers, or outsourcers, or even interns. This “them and us” will kill any collaboration whatever amount of time you will spend later “promoting” equality!

Inclusive leadership is not just about integrating different types of workers, but about fostering an environment where everyone feels valued and heard. It's about creating a culture of respect and openness, where diversity is seen as a strength rather than a challenge. This not only enhances team morale and productivity, but also nurtures personal growth and authentic leadership within the team. As a leader, your role is to guide this process and model the values and behaviors that you want to see in your team.

In my experience, I have seen both side of coins of our resource pool ratio of contractors to employees fluctuating. What makes you as a leader is making that oblivious to the team with constant engagement activities with all resources that are part of the team to achieve the goal. No matter where a member is from what their status is, as long as they are part of the TEAM, their contributions and engagement needs to be encouraged whole heartedly.

The real inclusivity takes place when everyone can express with authenticity. Inclussion means leading with an open mind, leveraging each member particularities to make an stronger team. The most diverse is a team, the best will face ambiguity and uncertainty. The most open mind is a leader, the better will develop an inclussive team.

Leading a team of permanent and temporary workers requires inclusion and equality. Treat everyone the same, encourage open communication, and involve all in decision-making. Foster a positive work environment, valuing diversity and promoting growth. Conduct team-building activities to develop a sense of camaraderie. Recognize and appreciate everyone's contribution equally. Use inclusive language that binds the team together. This way, everyone feels valued and motivated, increasing productivity.

In my experience as a #LeadershipMentor, the true art of leadership lies in the ability to recognize and harness the unique strengths of each team member. This is especially crucial when leading a mix of permanent and temporary workers. The key is to create an environment where everyone's expertise is valued and utilized, fostering a sense of inclusion and mutual respect. This not only enhances the team's effectiveness but also cultivates #AuthenticLeadership, where each individual feels empowered to contribute their best. Remember, leadership is not just about directing; it's about inspiring and facilitating.

It isn't just about plain delegation, it's about recognizing each individual's unique contributions. Here's a method I've found invaluable: Invite every team member to share their strongest skills, then assign tasks accordingly. This not only boosts efficiency but also morale, as everyone feels their talents are seen and valued. A team aligned in their strengths is unstoppable. Let's not just manage; let's lead with insight!

leveraging the strengths of all workers, permanent or temporary, is crucial in my leadership style. I invest time to recognize everyone's unique strengths and align roles with those strengths. This brings a sense of fulfillment and a high level of productivity. I foster an atmosphere that makes everyone comfortable with showcasing their strengths and learning from one another. Additionally, providing resources and opportunities for individuals to sharpen their skills is a priority. And lastly, I never miss an opportunity to appreciate each person's contribution. Their strengths are what makes our team successful!

Recognizing and utilizing each team members unique strengths is key to creating a harmonious environment. Not only should you as the leader have this ability, but bring this ability to your employees is key as well. I have utilized the Clifton Strengths tool to determine strengths. It also helps the team understand how team members can utilize their individual strengths to fill in gaps that are lacking by the whole team in order to make a project successful. As a leader, I have asked team members to be intentional about celebrating each others strengths throughout projects. At weekly meetings each team member is asked to celebrate another team members contribution for the past week. It has truly brought the team closer together.

Während der Laufzeit eines Projekts muss die Führungskraft die Stärken und Schwächen der einzelnen Teammitglieder nach und nach herausfinden sowie diese dann entsprechend einsetzen. Hier ist ein hohes Maß an Kommunikation und Fingerspitzengefühl der Führungskraft gefordert.

Continuous feedback goes far beyond from having regular catch up set in the calendar. Continuous feedback is the real consequence of a trust relationship. In those informal conversations apart from the official ones set in the calendar is where leadership lies. Developing relationships to understand others is the foundation of an authentic continuous feedback culture.

It is essential to create an environment that encourages feedback. I regularly produce work and tell my team to "edit this like you're trying to get me fired". My team will often laugh and then I'll explain why. I want to see my work marked up in red with suggestions because that is how we get better plans, proposals, and outcomes as a team. As a leader, you must model feedback by showing that you want to improve for the good of the team. By doing so earnestly you will give others the space and framework to do the same and expect the same back. When done properly this changes the dynamic from how a person is succeeding or failing to how the team is seeking to improve and implementing those improvements to become better.

Feedback can be ongoing but I prefer weekly one on one meetings with each team member to gain feedback. If the team is to large set up a safe place the team can give feedback and a team leader acknowledges and responds in a timely manner

Implement a buddy system pairing permanent staff with temporary workers. This fosters mentorship and integration, easing temporary workers into the team dynamics. For instance, assign a permanent team member to guide a temporary worker, providing support, answering questions, and facilitating their transition. This not only accelerates the onboarding process but also promotes collaboration and knowledge sharing, strengthening bonds within the team and maximizing the contributions of both permanent and temporary workers.

Continuous feedback is vital for companies with on-site and remote staff to ensure effective communication and collaboration. Regular feedback fosters transparency, accountability, and improvement. Through one-on-one meetings, team check-ins, and digital platforms, feedback keeps everyone aligned with company goals, addresses issues promptly, and recognizes achievements. Integrating feedback into performance evaluations empowers employees to own their development, bridging the gap between on-site and remote teams for success in today's dynamic work environment.

The aspect of HR development should not be neglected! Often leaders think they don't have to invest in HR development of temporary staff, since they won't benefit from the investment in the long run. However, it is our responsibility as leaders to ensure the employability of non-permanent staff, so we have to plan and support their personal development. And there should be clear criteria, under what conditions there is an option to get a permanent contract.

There is never one big thing to change when looking for improvement but very often there are many things that can be improved upon. Often times teams and individuals can get stuck in a planning loop thinking: I must think of all the tasks, place them on a matrix by how important and how hard they are and then prioritize tasks. While there is some merit to this I have found time and time again that just starting to make any improvement, anywhere, has a momentum all its own. And that constant improvement often builds a culture of improvement and beats out big strategic plans that often have to be refactored over their implementation time frame.

One thing, i have found useful while handling temporary and permanent workers is active listening. people from diverse background have diverse experience and different ways of communicating. Some people use regional language to build bonds and trust, thus resulting in higher morale and productivity. Building trust, communication and strengths are the necessary skills, but active listening is pivotal and shouldn't be neglected, It helps us empathize others and provided necessary training to build one's morale and motivation.

Leading a team that consists of both permanent and temporary workers can bring numerous benefits to an organization. Initially, the advantage is the flexibility it offers. With a mix of permanent and temporary staff, businesses can adjust their workforce to meet changing demands and business needs. Additionally, a diverse team with different perspectives and skills can bring fresh ideas to the table, leading to innovative solutions and creative problem-solving. Finally, temporary workers can be hired on an as-needed basis, reducing fixed labor costs. Overall, leading a team of permanent and temporary workers can provide a competitive edge to businesses and help them achieve their goals efficiently.

In my personal experience, I would emphasise on respect first. First of all, they are not just workers, they are my teammates, striving together with me towards a common goal. With that premise, it does not matter whether they are permanent or temporary. They are just teammates. I would respect and treat them equally. They may contribute under different terms or scope of work, and yet they are my teammates.