A great hire can push a team to unprecedented levels of success, while a poor one can cause problems well beyond sunk costs. And the stakes are even higher at the executive level. There’s more money, more responsibility, bigger expectations and often, a greater need. Most organizations can’t afford to get these hires wrong.

By now, you’re well aware of the fractional trend sweeping through the U.S., in which organizations are choosing to bring on high-level, high-skill talent on a part-time and project basis in a range of different C-Suite roles. Organizations can save money while getting access to a leader they could not afford otherwise, while also de-risking the hiring process through contract lengths and the ability to turn support on and off based on their needs.

But like any other type of working arrangement, a fractional executive will work extremely well in some situations and be less effective in others. While every organization is different and every situation has its own nuances and complexities, the following scenarios were identified by Canopy’s own experts as those in which a fractional executive would be the ideal choice.

1. Unlimited ambitions, limited budgets

Cost effectiveness is routinely listed as the top benefit for organizations in bringing on a fractional hire versus their full-time equivalent. Whether or not you agree where that benefit belongs on the list, our community of experts agrees that it should be a factor you consider in approaching any executive hire.

It’s well-documented that hiring a fractional expert, especially at the executive level, can save organizations a bundle. When you factor in the timebound nature of the work and the fact that most fractional experts will not receive health insurance or other benefits, the savings can run into the hundreds of thousands of dollars. In the case of a financial executive, assuming an average per hour rate of $350 per hour and a year-long contract, hiring a Fractional Chief Financial Officer (CFO) might cost an organization close to $168,000, while total annual pay for a full-time CFO might run an average of $742,011.

If you have large projects on the horizon or you have critical needs that can’t be filled with your internal team, and you’re limited on budget, it makes economic and strategic sense to consider a fractional expert first.

“Even for organizations with a lot of resources and reserves, it can take months or even years to recover from a bad hire. The ability to de-risk an executive hire, even slightly, continues to be a powerful selling point for fractional experts,” said Griffen O’Shaughnessy, founder and CEO of Canopy Advisory Group. “Significant cost savings aside, fractional hiring offers a way to access expert, executive-level talent without locking you in if things go sideways.”

2. Executive leader transitions

An executive-level hire is a big deal in any organization. Even if these hires don’t work out as planned, there’s a ton of pressure on founders and CEOs to “make it work,” at least for a certain period of time. On the flip side, when the new leader performs extremely well, founders and CEOs need to worry about how to retain an individual who will be in high demand.

Regardless of how an executive leaves the business, the hole they leave in the organizational structure presents both opportunities and challenges. From the perspective of the founder, CEO and Board of Directors, the opportunity is to bring in new skill sets and new thinking. The challenge is to minimize the disruption and, in the case of losing someone valuable, limit the damage from their departure.

The situation is often extremely suitable for a fractional hire given the need to bring someone into the business quickly, the strategic nature of the position in a period of transition and the level of experience required to navigate a potentially difficult situation (including the possibility of preparing for a full-time hire in the role within the next year).

“When you lose a high-level executive who was important to the business, there’s often no clear direction, and the team may not know where to turn,” said Canopy Marketing Expert Kate W. “A fractional executive immediate senior-level expertise without the full-time cost, no annual salary, no benefits overhead. They can step in quickly, stabilize the team, assess the landscape, and drive strategic action.

3. Periods of rapid growth

Early on, much of the messaging around fractional hiring centered on the use of fractional experts as stop-gap measures in transition periods. While many organizations continue to use fractional hires to bridge these gaps, a growing number are discovering the value of fractional experts in accelerating growth plans.

Whereas the first two scenarios are clearly tailored more toward hiring a fractional expert than a full-time resource, the growth stage is a situation where you’re making more of a strategic choice. Regardless of the discipline for the role (e.g., CFO, COO, CRO, CMO, etc.), a full-time hire can certainly prove to be an excellent choice, especially if the individual ends up being a longer-tenured member of the organization and is a leader that the founder and CEO wants to grow a team around.

Reasons a founder or CEO may wish to go with a fractional expert in a growth scenario include:

• An interest in keeping costs down while maximizing impact
• The need for speed-to-impact, including areas like faster onboarding and truncated time-to-result
• A desire to bring in an executive leader with very specific situational experience
• A market or organizational situation that prioritizes agility and the ability to react and adjust quickly

4. Navigating large-scale change

While the departure of a leader or leaders certainly qualifies as change, these are far from the only situations where fractional executive hires can be instrumental in helping an organization withstand turbulent times. And unlike a situation where a single leader leaves an organization and the founder, CEO and Board are forced to move quickly to replace them, a large-scale adjustment to the direction, model or structure of an organization can (paradoxically) provide a bit more breathing room for leadership to approach the problem more strategically.

Similar to the rapid growth scenario, founders, CEO and Boards have the potential to be successful in this situation with either a full-time or fractional hire. In this case specifically, the choice can be largely dependent on the strength and clarity of the organization’s business plan. Clarity on direction often brings with it an understanding of the team that’s likely to be able to fulfill the long-term vision, and in these instances, leaders tend to lean toward full-time hires who can grow with the organization. While fractional experts can perform quite well in this scenario, organizations may choose to skip a bridge option and move straight to a longer-term hire.

Conversely, for all of the reasons fractional experts thrive in any organization, founders, CEOs and Boards may choose to bring in an experienced expert to help them build the future direction of the organization. In this case, they can also provide recommendations on who to hire to build a full-time team, and when it makes the most sense to hire those roles. 

We have also seen leaders set a new direction and then compile a group of the best fractional experts available to drive the plan forward. Whether or not this is a longer-term solution, it invariably helps the organization gain the traction and foothold necessary for a new direction to get off the ground.

Canopy Nonprofit Expert Meg G. described what a fractional expert engagement can look like during a major organizational change: “Sometimes during the life of a nonprofit, the Board of Trustees may find that a total restructuring of staff and mission is required. I went through this for a magazine, during which I was called in to supervise the restructuring and to shepherd how the magazine approached production, management, marketing, fulfillment and more. The process took approximately nine months.” 

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Thank you for reading! If you’re interested in hearing more from our experts on when and how to hire fractional executives, check out our guide, Demystifying Fractional Executive Hiring.

The post Hiring an executive? Here are the top four scenarios where fractional makes sense. appeared first on Canopy Advisory Group.

It’s a great question, and the answer varies based on the role you’re looking to hire, the stage of your organization or company, and your unique needs. We’ve put together a guide to help you get to the right answer, right now.

Demystifying Fractional Executive Hiring includes fractional hiring playbooks for top C-Suite roles, surfacing insights from our fractional executives and other experts on when and how to hire the best fractional talent for your specific situation, as well as useful information like roles and responsibilities, ideal organization stages and sizes for fractional hiring, and cost comparisons for full-time and fractional positions.

The post GUIDE: Demystifying Fractional Executive Hiring appeared first on Canopy Advisory Group.

I say perceived obstacle because I do believe it’s an issue that organizations and leaders can solve through proactive and reactive means. It is, however, a valid and important concern to discuss and plan against before moving forward with any fractional or consulting engagement. 

The best leaders know that issues with team dynamics and communication can effectively cancel out even the best-laid plans. Thus, if you’re bringing up these concerns, there’s a good chance you are a strong people leader. Thank you for being a leader who is doing it right!

In this post, I’ll share my tips on where and how to focus on preserving internal dynamics as you and your team work with external consultants and contractors, including fractional experts. In looking at engagements with contractors on the whole, you have opportunities at key phases throughout the process to make an impact.

Before the Engagement: Goal and Priority Setting

The first, and likely most important, opportunity is making sure you answer key dynamic questions during the goal-setting and priority-setting sections of your project.

There is no bigger risk to fractional projects than a lack of clarity around goals and expectations. In addition to the alignment around what success looks like at the end of engagement, what the project is aiming to resolve (and what it’s not), and communications agreements, this is a step in the hiring process for outside support where I advise leaders to document their answers to the following questions:

• How will this project affect the priority list, capacity and workload for key staff who will be involved? 
• Which, if any, projects will be halted or slowed to introduce capacity for work on the fractional project?
• What do you need to do to rally the members of your organization to ensure they’re a help instead of a hindrance throughout the project?

You can obviously take a much more in-depth approach at this stage, including bringing in the relevant members of your team to help you uncover any blind spots you may have on potential impacts to team dynamics. If you’re in a larger organization, your managers likely have their finger closest to the pulse on morale and the different dynamics that exist with individuals in the organization. Use their knowledge!

Even if you only answer the three questions above, it will get you thinking about how you and the consultant, fractional expert or freelancer will work with your team before the engagement begins.

During the Engagement: The Importance of Day One and Frequent Check-Ins

As leaders, it’s easy to make the mistake of assuming that, because we understand the value to the business of bringing in outside support, our team will immediately feel the same way.

It can certainly happen that way, but it also has the potential to stir up resentment and distress, and not only in lower performers. More concerning, these issues likely won’t arise before the engagement begins.

To proactively counteract some of these feelings at the beginning of an engagement with a consultant, fractional expert or freelancer, I recommend leading a meeting for all of your staff on day one. The goal of the meeting is to introduce your expert or experts and the project itself, and to get your team excited about it. While this alone may not remove some of the obstacles the expert might run into, such as people delaying the project by dragging their feet or pushing back on every detail, it’s always helpful to get everyone else on board. And if enough of your people are enthusiastic about the project and want to be involved in making it successful, that will do a lot more to bring the skeptics along for the ride. 

The day one meeting also helps you avoid putting your project in a silo. If everyone is in the know at the very beginning, you can eliminate a fair number of project-delaying issues, such as unnecessary confusion between internal teams about responsibilities, having to hold multiple onboarding and informational sessions throughout the project as new people are brought in, and general lack of understanding about the project strategy, goals and placement on the priority list.

Post day one, as the engagement becomes a part of every day work for at least some members of your team, making time for separate one-on-one conversations with your outside and experts and the members of your team involved in the project becomes critically important. This way, you can see the warning signs of major issues before they happen. I also recommend leaning on your most trusted people at this time, as they are likely to tell you the truth about how things are really going in an engagement, especially as it relates to dynamics. And if you don’t think they’re telling you the full truth, be direct and let them know you want to hear it, warts and all.

The Post-Engagement Phase

It’s important for business owners and leaders to remember to continue to focus on dynamics after a consultant or fractional expert is no longer working with their teams. Schedule at least one post-engagement meeting to talk through all of the great, the good, the bad and even the ugly. Position the meeting as a way for the team to contribute directly to improving the next engagement with their feedback. Generally, individuals are happy to be involved in these sessions, nearly everyone has an opinion on how something can be improved, and it sets the stage for your transformation into more of a blended team vs. a self-defeating “in-house vs. the world” mentality.

It’s Doesn’t All Have to Be On You

Congratulations again to you for focusing on your team dynamics. I’ve never met a business owner or leader who wished they had spent less time in this area.

The last point I’ll make about dynamics relative to engagements with outside experts is that, if you bring on the right consultant or fractional expert, they can take some of the work off of your shoulders. You and your team can do everything right, and if the wrong person comes in to support your organization, they can damage even the most pristine dynamics. On the flip side, the best fractional experts can bring their knowledge and experience to bear to help you make sure that you’re setting yourself and your team up for success. Because of the way they work, they will do more to allay concerns and fears about their work and their role in the organization than you could on your own.

As we prepare to transition into a new year, I wanted to take a moment to say a heartfelt thank you to each of you. 2024 was another wonderful year for Canopy, and our success is a direct result of the contributions of every member of this incredible community.

The work you do to guide organizations as fractional experts, as business owners and leaders bringing the agility and impact of a blended team to your companies, as members of our local community helping the city, state and its people thrive; it matters. Reflecting on Canopy’s first 15 years, one of the things that strikes me most is the power of being part of a movement. Together, we are building the future of work and ushering in a more effective way for organizations of all sizes and types to compete and win. That matters.

The post How to Preserve Team Dynamics When Working With Outside Experts appeared first on Canopy Advisory Group.

On the surface, though, the concept can seem counterintuitive. Why wouldn’t an in-house team, made up of people who are often experts in their own right and who have a much stronger sense of the business and brand, be set up well for success without considering expert help? Taking the question further, couldn’t an outside expert actually have a detrimental effect on a project due to disruption of team dynamics and a lack of organizational knowledge?

And yet, it’s a fact that many of the projects in which organizations choose to hire an external expert are deemed successful, and especially relative to what in-house teams internally may have been able to achieve in the past. Why is this the case?

Organization-Wide Investment in Project Success

It’s an uncomfortable truth that, in many corporate environments, being on the same team doesn’t always mean being on the same team. Certain people in certain roles may stand to benefit if projects fail, and they often act accordingly. 

More often than not, projects are not killed in one fell swoop, although that does happen. Instead, failure comes from a thousand different cuts, including unnecessary bureaucracy, last-minute stalling on reviews, sidebar conversations and sudden shifts in prioritization. Regardless of the reasons a person may have for slowing down or upending a project, it can be an incredible source of frustration and affect even the most talented and high-powered in-house teams.

An engagement with an outside expert can eliminate a lot of that bureaucracy and politicking for a simple reason: the money for the engagement is coming from a line item and not from people costs. 

This may not seem like a big difference; in many companies, however, it means that the project receives far more scrutiny. And by extension, there are more internal team members who are invested in its success due to their responsibility for the budget, the referral or a variety of other factors. The organization is paying directly for a positive outcome on an important project, and that alone makes the project more likely to get the resources and support it needs from leadership.

For the fractional expert or freelancer, the investment in success is more obvious. The value of their work, what it’s like to do business with them and their overall reputation is on the line. It will either earn them more business and future clients or it won’t; even an engagement that is “fine” but not Earth-shattering is likely more of a negative than a positive.

And for the internal staff that’s not on the company’s leadership team, while they may truly be invested in the success of the company long-term, their surface-level investment in an outside engagement is more tactical. If a fractional or freelance project fails, it means more work on their plates, which, in the age of ever-leaner teams, is something most employees are desperate to avoid.

Access to (Real) Experience at an Affordable Rate

You can have the world’s most capable in-house team, and they will still struggle without the necessary resources, budget and support. Too often, leadership’s response when looking at an area that’s not performing as well as they had hoped is to assume they don’t have the right people or that their people aren’t working hard enough. While either could certainly be the case, it’s more often that the in-house teams don’t have what they need to be successful. As of August 2024, only 33 percent of U.S. workers in Gallup’s Engagement Survey strongly agreed that they have the opportunity to do what they do best every day, and only 46 percent strongly agreed that they knew what was expected of them at work.

Even if you’re the type of leader who understands your team needs help, you still face challenges. Most notably, adding headcount is one of the most difficult processes in any organization, and for good reason. According to the Paycor, labor costs can account for as much as 70 percent of total costs for a business. Thus, even if you are somehow able to get new headcount for your team approved, it’s unlikely that you’ll be able to free up enough budget to hire top talent.

Paradoxically, cost is an area where engaging an outside expert can be extremely attractive. Yes, these outside parties are paid at a higher rate that represents their experience and expertise. They are also paid on a time-bound basis, either by project or hourly, and are not paid benefits like insurance or bonuses. As a result, organizations can afford to bring in higher-level experts at a lower overall cost than a mid-range full-time hire. 

Importantly, if your company works with an organization like Canopy Advisory Group who heavily vets every fractional expert in its community, your company will be bringing on an expert with actual experience in the problems you’re trying to solve. If you choose to scroll through LinkedIn to try to find an “expert,” you risk ending up with a consultant who is good at selling themselves but who has never executed anything at the level you need. 

The best experts will provide value well above their overall cost, in both the work and in their impact longer-term, supporting your in-house team with the guidance and in-the-weeds help that they need to make real progress on key projects.

A Blend of Strategic and Tactical Support

Many in-house teams are composed of employees who are meant to play extremely specific roles. Leaders create strategy and manage large teams, specialists support platforms and operations, junior team members focus on blocking and tackling work – you get the idea.

Once again, there are a lot of reasons for this, and it’s not necessarily the wrong approach. It can, however, hamstring in-house teams when it comes to agility and execution. If, due to hierarchy, approval process and extreme specialization, a team takes three weeks to complete a project that should take one, you have a big problem.

Unlike traditional consultants, fractional experts bring a blend of strategic acumen and execution ability, meaning that they can become a contributing member of the team almost immediately. What often helps in-house teams most is working collaboratively with fractional experts and seeing the output, which then helps them adjust and improve their work. This is the longer-term value of fractional engagements that isn’t talked about enough; the impact of ideas, concepts put into practice and inspiration often lingers long after the fractional expert has completed their project.

Outside Support is Often Necessary Due to Barriers Facing In-House Teams

For the most part, organizations don’t need to bring in consultants because in-house teams are incompetent. They need to bring in outside experts because of how hard it can be for in-house teams to get things done.It’s not an indictment of organizational structures and processes as much as it is a fact of life within many companies. 

Organizations look at hundreds of different metrics to determine business health, prioritization, and the success or failure of projects. Smart business owners and leaders are greenlighting fractional engagements to help solve key business problems for a wide range of reasons. The one that will almost always matter most is better outcomes.

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Are you looking for a better way to get your projects across the finish line, on time, and under budget? Canopy can help you find the right fractional expert, onboard them quickly, and ensure a speedy and successful engagement. 

Tell us about your project today at canopyadvisory.com. 

The post Why Does Adding Outside Experts Help Teams Deliver Better Outcomes? appeared first on Canopy Advisory Group.

In business, however, and especially when it comes to different ways of working, myths can be more dangerous. They can set us down a certain path, false assumptions held tightly in our hands, without the benefit of real experience and knowledge.

The reason myths persist, however, is that there is some level of truth in them. If they were wholly unbelievable, they would slowly fade. Many of the myths about fractional work and consulting fall into this category. Someone, somewhere had an experience with fractional work or consulting that spawned the idea that “every fractional and consulting engagement is or will be just like this.”

In reality, these outlying experiences tend to be more exception than rule. To help us layer reality on top of some of the biggest myths about fractional work, we asked our Canopy expert advisors for help in identifying those they hear the most (and what the actual truth is in nearly every case).

MYTH #1: “Fractional hires are too expensive for non-profits and small businesses.”

THE REALITY: Interestingly enough, startups and early-stage companies were among the first to embrace fractional work. The reason? Because hiring fractional team members is often the more cost-effective option than bringing on full-time employees. In some cases, those savings could be significant, with Forbes estimating that the fractional model could cut employers’ payroll costs 30-40% vs. full-time employment. For organizations with tight budgets like many small businesses and early-stage companies, and those who need to keep overhead minimal like non-profits, fractional can be an extremely attractive option precisely because of its cost-effectiveness.

MYTH #2: “Fractional experts run up big bills and don’t deliver results.”

THE REALITY: This myth is derived, whether right or wrong, from a negative view of the value of consulting at a general level. While consulting and fractional work are similar, there are critical differences. Most notably, while all fractional work is consulting, not all consulting is fractional work. True fractional experts offer a “best of both worlds” approach between high-level consulting and freelancing in that they provide both strategy and tactical execution; consultants generally offer only strategy while freelancers generally offer only tactics.

Due to the nature of the work, both the perceived and actual value of fractional work is likely to be more in-line with expected outcomes and results. In terms of the “big bills” myth, while it is true that many fractional experts are paid at significantly higher hourly rates than freelancers, because fractional resources primarily work on a project basis, the costs for an organization remain far lower than other options, including hiring full-time staff members. Organizations hiring fractional resources get access to the very best in expert talent without paying benefits, longer-term salaries or bonuses, driving better results at a much more reasonable cost.

MYTH #3: “Fractional experts don’t care about the company they’re working with.”

THE REALITY: In a recent survey of our community of experienced Canopy fractional experts, this myth came up in many of the open-ended responses. Fractional experts want companies to know that, although they are often working for a limited time or in a limited capacity, this does not affect their interest in integrating themselves completely into organizations. Most take pride in learning company core values and becoming a true part of the team during their engagements. There may be isolated situations where a fractional resource remains detached from a team or organization throughout a relationship, but that would be the rare exception.

MYTH #4: ”This fractional resource will solve all of our problems.”

THE REALITY: The “fractional expert as business panacea” trap can be surprisingly easy to fall into. After all, you’ve chosen and vetted an elite expert to come into your organization and you want to believe that pulling the fractional lever is the one thing you need to do to get your business moving in the right direction or growing faster.

Make no mistake, if you bring in the right fractional expert and set the right expectations, a single project can have a tremendous impact on your business. That said, one of the things that makes fractional work so valuable is that a fractional resource is brought in to solve very specific problems based on their expertise. Imagine that it’s the heat of the summer and you’ve inflated and filled up a kiddie pool. Unfortunately, the pool is leaking. If you’ve identified a single hole in the fabric of the pool, there’s a good chance that you could stop the leak by plugging that hole. If there are multiple holes, plugging one might slow the leak, but will not solve the overarching problem.

The point being that it’s important to look at the value of fractional work for what it’s meant to do: solve specific problems with project-based work (not magically cure every organizational ill in a six-month timeframe).

MYTH #5: “They create a plan then leave chaos in their wake.”

THE REALITY: The “drop a 50-slide PowerPoint deck on the team and leave” myth about fractional work is another that is a result of poor consulting practices. As noted, the critical difference between consulting and fractional work is that most fractional resources participate in the execution of the strategy vs. providing only recommendations.

Beyond the fact that this provides better value for most organizations, the greatest benefit often comes in the positive impact of fractional engagements on internal company staff. Because fractional experts are both creating strategy and implementing it, most make a concerted effort to coach and train employees in their clients’ organizations to ensure that those employees can take the strategy and run with it when the engagement is complete. Watching how a fractional expert works in-real time can provide an incredible amount of value from a development perspective.

MYTH #6: “They use generic playbooks for every engagement.”

THE REALITY: There’s nothing inherently wrong with having a playbook. Every consultant, fractional expert and freelancer is likely to have one, as they need to have a framework or model to be able to articulate and sell their services. The issue arises when a consultant keeps the playbook at too high of a level, providing a generic framework that doesn’t customize to fit the true needs of a business.

That’s precisely how this myth was born, and it’s one of the most common complaints from clients of some of the large consulting shops. For fractional experts, it’s about providing a balance between having a strong framework to apply to organizations and ensuring that they’re providing differentiated value within that framework that the client couldn’t get anywhere else.

MYTH #7: “Being an outsider means they can’t understand our problems.”

THE REALITY: This extremely common myth is a function both of poor experiences with consultants and the resentment that can arise when an organization brings in an expert from the outside to look at any part of a business. Sure, there are likely situations where a consultant or a fractional expert doesn’t do the work to really get to know a business, and those relationships are doomed to fail from the very beginning. In most cases, however, understanding the root business problems, what’s been tried before and the overall dynamics of the business are all implied in the mandate of a fractional expert. It’s part of what they’re paid to do.

In our survey of Canopy expert advisors this year, our fractional experts told us that bringing an outside perspective is often precisely what does help solve problems that may have been difficult for internal teams to see or execute against given their other responsibilities. So this myth can be flipped on its head; an outside perspective can be the most valuable part of a fractional engagement.

MYTH #8: “They’ll just tell us what we already know.”

THE REALITY: Is there an outside chance this could happen? Sure. But the odds are extremely low. While every recommendation may not be brand new, the role of a fractional expert is to provide the right guidance needed to solve business problems. If they’re doing their jobs, known issues will certainly be a part of what a fractional expert uncovers. Fractional experts are paid what they’re paid for a reason, and as a result, what an organization gets back will go far deeper than a surface level.

If you’re interested in learning more about how to bring the right fractional experts into your organization, check out our guide, Making Fractional Work for You, or send us a note here.

The post Myths and Realities of Hiring Fractional Experts appeared first on Canopy Advisory Group.

Fractional work is defined as an arrangement in which an individual provides specialized skills or management services to multiple organizations on a part-time or project basis. An alternative form of work gaining some traction is one thing, but the fact that half of Americans are projected to be participating in this kind of work, and that soon? That qualifies as a seismic shift in the relationships between employers and employees.

So how did we get here? Since 2020, workplaces in the U.S. have been in a near-constant state of turmoil. A pandemic forcing workplaces into full-time remote work, widespread leaks of footage showing how disconnected executives are from their teams, The Great Resignation, return-to-office mandates, mass layoffs, lack of backfills for departed employees, economic uncertainty. It’s created what could be termed a perfect storm for hiring and retention across nearly every industry and vertical.

For businesses, tighter budgets, expanding growth targets, a focus on efficiency and high people costs are making fractional resources more and more attractive. For talented workers, stagnating corporate salaries, poor executive leadership and the constant drumbeat of draconian and impersonal layoffs are fueling a move away from full-time employment. As talented employees leave to pursue the freedom of fractional work, organizations that either do not support side hustles for their staff or exhibit the qualities that tend to push employees out are at the highest risk. And when those companies go to rehire, they will have access to fewer and fewer of the very best, as those experts are more likely to be pursuing alternative work options.

Fractional work is only a threat, however, for organizations who fail to embrace it. The organizations who win in this new world will be those who commit to understanding and embracing fractional work right now. Learning how fractional workers can integrate into their business model, learning which projects are best suited for fractional support, learning how to meld fractional resources with full-time staff. Because those companies will already be far ahead when other organizations are still scrambling to shift when they’re forced to change.

These organizations will understand that they need to change how they staff their companies and complete projects in a work world that’s already undergoing a transformation in how people work. Even more importantly, they will know that sticking with the status quo won’t allow them to achieve their most important goals. Organizations embracing fractional work will:

• Save Money: Hiring a fractional worker saves a company an average of 30-40% over a full-time worker due to a variety of factors, including a shorter, time-bound tenure and lack of benefit payments.
• Increase Agility and Speed: Not only can you hire fractional workers far more quickly than full-time employees, most come with reduced training time and expenses given their experience and high level of expertise. 
• Increase Effectiveness: Expert-led, project-based work will result in more projects being completed on time and at a high level of quality, as fractional resources are unlikely to be slowed down by traditional internal company challenges.
• Innovate With Purpose: Innovation is driven by creativity, knowledge, technique and motivation. The outcome-based nature of the engagements, the level of expertise of the individual consultants, and the limited time they have within organizations inherently makes innovation more of an imperative for fractional workers than their full-time counterparts.

There are, of course, cons of hiring fractional experts into your business instead of full-time staff. While fractional experts are cost-effective due to the fact the organizations don’t pay for benefits or other overhead and because their projects are time-bound, they are also paid as experts, and so become less cost-effective the longer they are under contract. There are also leaders who believe that, because fractional workers are hired on a project basis, they may be less committed to the organization they work for than a full-time employee. Finally, because they often exist outside of the traditional interviewing process for full-time hires, it can be more difficult for organizations to vet the experts effectively (without help).

So, while fractional hiring isn’t likely the hypothetical silver bullet to slay all of your organization’s werewolves, it very well may be the right munition for some of them. If you’re ready to learn more about why fractional work could be right for your business and how to find and hire the expert talent you need to move your most important projects forward right now, set a meeting with our team at Canopy Advisory Group.

The post Why Embracing Fractional Work Can Change Your Business for the Better appeared first on Canopy Advisory Group.