Why consultant wellbeing is key to project success

When assembling a team for digital transformation or major change projects, consultant wellbeing often falls off the radar.

The focus tends to be on quickly acquiring the necessary skills, leveraging in-house capabilities, and sticking to budget. This typically results in a “hybrid” team of in-house employees and external consultants or contractors. 

While this model can be effective, with in-house teams gaining new skills and external experts thriving on successful project delivery, maintaining motivation across the entire team is crucial. This requires not just strategic and tactical management but also careful attention to individual wellbeing.

Contractor wellbeing – who’s responsible?

Contractor wellbeing is often overlooked at the start of a project. While in-house teams usually have support frameworks, it’s easy to assume that contractors’ mental and physical health aren’t your concern. IR35 regulations can reinforce this view, suggesting that including contractors in company wellbeing initiatives could blur their employment status for tax purposes. However, ignoring contractor wellbeing can jeopardise the entire project.

Contractors often face uncertainty about their role’s duration, hours, and lack of benefits like sick leave, making flexibility a double-edged sword. They may also feel isolated, especially when working remotely or in unfamiliar office environments. Without strong social connections or pastoral support, minor issues can fester, leading to disengagement among the very individuals brought in to energise the project.

Take a proactive approach to wellbeing

To prevent these issues, it’s essential to consider the wellbeing of your external consultants from the outset. To avoid confusion over employment status, this support should be separate from what’s offered to in-house teams. The most straightforward approach is to work with a partner who can manage consultant wellbeing on your behalf.

Partnering for team wellbeing

Outsourcing the pastoral care of external team members to a trusted partner allows project managers to focus on delivering the project. However, this doesn’t mean ignoring contractors' lives outside of work. Project managers should still ensure good team management, including clear milestones, regular communication, and inclusive feedback. Meanwhile, your partner should monitor the wellbeing of external team members, conducting regular one-on-one meetings to identify and address any emerging issues.

A reliable partner will also keep an eye on signs that something might be amiss with a contractor, such as changes in communication, work performance, behaviour, or non-verbal cues. Spotting and addressing these issues early is in everyone’s best interest.

Managing a hybrid team is a serious responsibility that shouldn’t be handled alone. If you’re using external contractors, bolster your in-house management with a dependable external partner, much like an assistant coach who bridges the gap between the core team and loan players. This way, you can ensure that every team member’s needs are met and keep everyone working towards success.