4 Ways to Get Buy-In for Creating a Contingent Workforce Program

Setting up a solid contingent workforce program isn’t something you can do alone. You need support from the people who make the big decisions at your company.

Most forward-thinking companies already understand that independent talent can boost organizational agility and provide access to hard-to-find skills. But even when the benefits are clear, getting decisionmakers on board with creating a formal program can be challenging. The reality is that independent professionals offer a flexible way to bring in high-level expertise exactly when you need it.

To find, engage, and manage independent talent effectively and compliantly, enterprise managers need to think about building a centralized program for their entire organization. Sure, some departments might already have their own systems for bringing contractors on board. But without a centralized approach, achieving real risk management becomes nearly impossible.

Here’s the challenge: building and managing a program like this requires the right organizational support and infrastructure. When a senior business leader champions the initiative and has influence over the managers who’ll actually be using independent talent, program adoption goes much more smoothly and has a much better chance of success.

So how do you get that crucial buy-in? Here are four proven strategies.

1. Define the Importance of a Centralized Engagement Program

Before you can build a successful independent contractor program, you need to fully understand why your company needs one in the first place. A well-designed program addresses several critical needs: risk mitigation, cost control, and better visibility into your talent spend.

Here’s what typically goes wrong without a centralized program: managers end up hiring people who don’t legally qualify as independent contractors. This creates a double problem. First, you have no visibility into what you’re actually spending on contractor talent across the company. Second, you’re exposed to serious misclassification risks that can lead to lawsuits, hefty fines, and damage to your reputation.

The alternative—treating all independent workers as W-2 employees to avoid misclassification—is expensive and often leaves workers unhappy with the arrangement. Meanwhile, a centralized program gives you the best of both worlds: flexible engagement options that avoid costly payroll markups while protecting you from misclassification penalties.

2. Articulate a Business Case for Building a Program

Understanding that you need a centralized program might seem obvious to you, but getting others in your organization to see it the same way requires a different approach. Take time to develop a clear, compelling business case that makes conversations with company leaders much easier.

Get familiar with the ROI of using independent talent at your company. Outline specific ideas for new policies and procedures. Practice explaining how the program will improve financial performance and help achieve your company’s future goals.

Be sure to cover both sides of the equation: highlight the program’s benefits while acknowledging potential risks and how you’ll address them. This balanced approach shows you’ve thought things through completely.

3. Incorporate Support from Company Leadership

Executive support is essential for long-term program success. If senior leaders back your initiative, you’ll have much more influence when it comes to getting people to follow new policies and procedures.

Don’t just present your ideas and walk away. Reach out to key executives and involve them in the program design process. Use your business case as a starting point, then actively seek their feedback as you develop and refine the program. Keep them engaged in important decisions throughout the process.

When you stay aligned with leadership, you create a solid foundation that makes company-wide adoption much more likely.

4. Bring Internal Partners Into the Loop

Remember that rolling out an independent contractor program often means introducing concepts that are new to many managers. Some challenges along the way are completely normal and expected.

One effective strategy is to identify a few departments or manager groups who are genuinely interested in the program and use them to drive internal adoption. Give this pilot group extra support, track the questions they ask, and adjust your approach based on what you learn.

Start small, celebrate wins publicly, and share success stories throughout your organization. This creates momentum and helps build confidence in the program across different departments.

Check Out: For the latest on the independent workforce, read MBO’s State of Independence report.

If you’re looking for the latest news and insights into the independent workforce, MBO has a variety of tools and resources to help you stay informed. Our content covers topics such as classification and compliance issues, AI technology, and workforce planning and development. With MBO’s support, you can build a workforce that aligns with your business needs and sets you up for success.