Inspiring your contingent workers is hard but not impossible. 

As the end of the year approaches, your team’s morale and productivity may start to flag. Maybe yours will, too. If so, there are plenty of hints, tips and advice to jumpstart engagement for everyone. 

One place to start is our regular column, “The One Thing.” Written by Leslie Vickrey, ClearEdge’s CEO and founder, these articles examine a single change you can make to reinvigorate your workplace. In this issue, Vickrey shows how to connect with higher-ranking managers to boost organizational success. 

Yet resources to advise you on managing the discontent of contingent workers are much harder to find. 
It’s vital to engage the people you depend on to meet your clients’ needs. As Managing Editor Katherine Alvarez writes in our cover feature, “Building a leadership culture for a thriving contingent workforce,” contingent workers usually have limited interaction with their company’s leadership —  either at their staffing firm or the assigned company. If things don’t go well, the workers don’t just leave the assignment and client company; they quit the staffing firm or the recruiter who placed them. 

Unfortunately, there isn’t just one thing that will make these contingent workers happier, more loyal and more productive, so Alvarez gleaned an array of insights from industry experts. 

Making sure they form a connection with your internal culture is one of several recommendations. 
“A strong, positive culture in staffing translates well in a people-oriented sales and service business that measures revenue growth as a success metric,” SIA President Ursula Williams told Alvarez. 

Regular check-ins, personal recognition and lots of feedback — both positive and negative — are also key, according to the experts. 

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