Leading a combined workforce

As the professional landscape has evolved through the years so has the knowledge, experience and expectations of leaders and managers throughout industry. Professional managers is just that, professionals, who invest in their own personal development through qualifications and professional memberships to be the best leaders they can for their organisation and their team.

They are responsible for their team’s welfare, work-life balance and career development by engaging their soft skills; emotional intelligence, coaching skills and encourage development, using intuition and emotional intelligence to adapt their style to the individual. It is safe to say that the expectations now are far greater. 

So, how does this impact on leaders and managers of a combined workforce of contract and permanent employees? Your initial response may be that it doesn’t, but it should. 

If you lead a combined workforce, then you are highly likely to be aware of IR35 and its impact on contract worker assignments.  

Changes coming

As of April 2020, the end client is responsible for determining whether the worker is inside or outside IR35. As organisation’s prepare for this, managers will have to reflect on their existing and historic style of management and engagement with their contract workers and separate their approach to leading team members.

It can not be a ‘one size fits all’ to leadership, thus requiring emotional detachment and holistic responsibility from the temporary workforce. This does not mean that your leadership and development skills are redundant, it is more a case of correct application and direction. Use your leadership and coaching skills to drive best practice, support other managers through effective of a combined workforce and understand why a different approach is essential for a Limited Company Contractor and their business. 


Blog by Laura Usher, CMI Southern Board member.
October 2019