If employing a contingent workforce is part of your business strategy, then you’ll likely be working with consultants. A consultant’s onboarding is the process of getting them started. It’s different from onboarding an employee, as consultants are usually brought in for a specific project or assignment and so the details they require will be different from what you give an employee.
How is onboarding different from orientation?
Orientation is a one-time event, whereas onboarding is an ongoing process. Orientation usually focuses on the logistics of starting a new job, such as where to find the break room and how to log into the computer system. Onboarding, on the other hand, is designed to help the consultant adjust to the company culture and their new role.
Why bother onboarding contingent staff like consultants?
Companies develop a strong onboarding process for consultants because it sets the tone for the entire project. If consultants feels valued and welcomed from the outset, they’re more likely to be engaged and invested in the project. On the other hand, if they feel like an outsider, they’re more likely to become disengaged and less productive. If you don’t have a well-structured process in place, it can lead to a number of problems, such as:
They may feel like they’re not part of the team and are not being included in important decisions.
They do not understand the company culture and make mistakes that could damage your reputation.
They become frustrated and leave the project prematurely.
The benefits of a well-structured onboarding process for consultants
There are many benefits to consultant onboarding, both for the independent worker and for you, the client:
They will be more productive from day one, as they will have a better understanding of the company culture and their role within it.
They will feel valued and appreciated, which will foster a good working relationship.
It can help create a lasting relationship between your independent talent and you. This can save you money and time looking for similarly skilled professionals for future projects.
Onboarding can help prevent scope creep, as the consultant will have a clear understanding of their objectives and deliverables from the start.
What to cover
The onboarding process for consultants should cover the following:
An introduction to culture and values
An overview of the assignment, including objectives and deliverables
An introduction to the team, including roles and responsibilities
A tour of the office or worksite
An explanation of policies, practices, and internal processes
Your consultant onboarding checklist
Creating a to-do list is a good way to ensure that you cover all the key areas and don’t forget anything important.
Before they arrive
Collect all the relevant details you need for paying and working with the consultant, such as their full name, phone number, email address, identification number, CV, and any other work references.
Ensure you have a copy of legal documents such as the signed contract, statement of work, data protection agreement, non-compete agreements, etc.
Send a welcome email introducing the consultant to the team members and outlining what will happen on their first day.
Arrange a space for them to work, including a desk, chair, computer, and any other equipment they might need.
Prepare a company ID badge and any other access cards they need.
If possible, create a company account for them so they can access all the relevant systems and the basic information they need.
On their first day
Collect any additional legal documents, such as tax forms and liability waivers.
Give them a tour of the office and introduce them to team members and other members they’ll be working with.
Explain the organization and team culture and values, and how they fit into the team.
Set expectations about things like communication and meeting deadlines.
Schedule your first strategy session to go over the project brief, success metrics, and other expectations in detail to ensure they’re on the same page.
Ensure they know the right person to go to for assigning jobs and tasks, escalating issues, and so on.
Set up regular check-ins so you can give feedback on their progress and address any concerns.
Check if the consultant has a client onboarding process that they want to share with you.
The first few weeks and beyond
Check in regularly to see how they’re settling in.
Check and address any pain points they raise.
Offer help and guidance when needed.
Celebrate their successes and give them recognition for a job well done.
Be available to answer any questions they have about the assignment.
Assess the effectiveness of your onboarding process
Onboarding your consultant is a critical part of ensuring a successful project, but how do you know if your process is effective?
There are a few key indicators that can help you assess its effectiveness:
Consultant satisfaction: Do consultants feel like they were given clear expectations and had all the resources they needed to be successful?
Project success: Were the project objectives met, and was the consultant able to contribute effectively to the project?
Consultant retention: Did the consultant complete the project and are they interested in working with your company again in the future?
If you’re not seeing positive results in these areas, it’s time to take a closer look at your consultant onboarding process and make some improvements.
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Final thoughts
Onboarding consultants is important because it sets the tone for the entire project. If done correctly, consultant onboarding can help the consultant feel welcomed and valued, which will lead to a more productive and successful project.
