The Commitment of a Fractional Executive
“Temporary Workers Can Exhibit Similar or Even Higher Levels of Commitment”
“Commitment is the stuff character is made of.”
Abraham Lincoln
Every so often, when discussing the fractional executive option, I get a response like this from a start-up founder:
“I'm not completely comfortable bringing an outside, non-committed, part-time person to figure our sales process out at this stage.”
Since I am in the business of placing interim and fractional sales leaders into companies, I am always tempted to immediately share my belief that those executives tend to be more committed:
“Their future work relies upon referrals and a successful track record. Interim and Fractional Executives are paid on the understanding of goals and objectives being performed and delivered, and not merely based on attendance.”
Is this true? Beyond belief, observation, and color commentary from clients, is there evidence that a fractional and interim executive is more engaged and committed?
SHRM defines employee engagement and commitment as the level of satisfaction and pride employees have in their work and employer, their belief in the significance of their job, and the perception that their contributions are valued.
According to SHRM, commitments in the workplace are made with the expectation of reciprocation, where organizations provide value to employees in exchange for their commitment, such as job security and fair compensation. However, with changes in the work context, this traditional concept of reciprocity is challenged. The rise of freelance and gig work means that over 50% of the US workforce is expected to engage in temporary employment arrangements, which include various forms like fixed-term contracts, on-call employment, temporary agency work, and independent contracting.
In response to this trend, SHRM recognizes that external workers, despite their temporary status, are becoming critical for organizations. They play vital roles in meeting operational demands, driving innovation, and executing business strategies. As a result, they should be considered an essential workforce segment rather than merely fulfilling supportive roles.
In temporary work settings, the traditional 'commitment' of permanent employees is replaced with different types of workplace bonds. The absence of job security and long-term career prospects in temporary roles may emphasize transactional obligations rather than relational bonds based on reciprocity. However, empirical evidence has not supported the expectation of lower commitment levels among temporary workers compared to permanent employees. Studies have found that temporary workers can exhibit similar or even higher levels of commitment.
Temporary work settings may lead workers to focus on securing future assignments through task performance and building a professional reputation rather than investing in transient relationships like organizational commitment. This differentiation further sets temporary workers apart from their permanent counterparts.
In the case of temporary executives, experienced professionals who have previously held permanent leadership roles for two decades or more, the concern about their commitment to interim roles is unfounded. Mike Braun, CEO of The Interim CEO Network, highlights that executive temps are intensely committed to doing good work, and they understand the impact of their presence and departure. Their reputation is essential, making them less likely to make sudden moves that could reflect poorly on them.
As a result, I have expanded my response to the challenge: contracted interim or fractional executives tend to be more committed and engaged than many of their permanent peers for several reasons:
1. Their reputation is crucial for securing future assignments.
2. They are highly interested in expanding their network and obtaining referrals from each assignment.
3. Temporary executive roles sometimes serve as a try-before-you-buy situation, where they could potentially transition into permanent employment based on their performance.
Talk to us to find out how talent from our roster can foster the success of your organization.
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SHRM – Employee Engagement and Commitment
Yvonne van Rossenberg – The future of workplace commitment: key questions and directions
Haden, Caruth, Oyler – Temporary and Permanent Employment in Modern Organizations
SHRM – Engaging External Workers: Fostering Commitment From Temporary Workers
SHRM – Short-Term Executives
HBR – The Rise of the Supertemp
Photo by Anne Gosewehr