By Nora Bright, Andrea Swangard

Image by Nicole Todd

Contract roles are foundational to how large tech companies operate: entire teams and initiatives depend on contractors doing high-impact work. Yet despite how mission critical these roles are, many companies rely on vendor management systems (VMS) to find talent, often with subpar outcomes.

On the surface, these contractor hiring portals promise scale and speed. But in practice, they often strip away the context and care that good recruiting depends on. What you get is a system optimized for volume, not for finding the right person for the work.

Where VMS-driven hiring starts to break down

When roles are posted in a portal, staffing firms are competing against dozens, sometimes hundreds, of other agencies. With such low odds of placement, recruiters are naturally incentivized to move fast and submit often. Spending extra time deeply vetting candidates or digging into the nuances of a role rarely pays off.

To make matters harder, recruiters usually have little to no direct access to the hiring team. Without meaningful context about the role or team, even strong recruiters are left guessing. Volume becomes the safest bet, while candidate fit becomes secondary.

Scale over relationships erodes the experience

VMS portals tend to favor the largest staffing firms. Enterprises can’t realistically onboard every specialized agency, so size becomes the deciding factor. Many agencies that appear boutique in a portal are actually owned by large conglomerates and operate like one.

From the client side, agencies become interchangeable. That makes it difficult to understand how one firm might support the hiring manager during the engagement, or how contractors are treated once they’re on the job. Over time, this lack of differentiation removes the incentive to invest in better experiences.

Contractors feel this quickly. Large agencies often offer the bare minimum in benefits and route support through impersonal service desks with slow response times. Talented, experienced contractors notice and choose to work elsewhere. Poor support leads to higher churn, disengaged talent, and teams that are constantly backfilling instead of moving forward.

A more thoughtful way to hire contractors

Boutique agencies, like 2A Recruiting and Staffing, take a different approach. We build long-term partnerships with our clients and our contractors because thoughtful recruiting leads to better results. That starts with strong benefits, like our fully covered health, dental, and vision insurance, 4 weeks+ of PTO annually, and 401(k) with employer match. It also means regular check-ins, personal, responsive support, and staying engaged throughout the entire contract. Because of benefits like these, in 2025 more than 85% of our contractors completed or extended their engagements.

When contract roles are truly mission critical, they deserve more than portal submissions. If you’re ready to go beyond the portal and work with a firm that treats contractor hiring like the strategic function it is, we’d love to talk.

By Nora Bright, Andrea Swangard

Image by Nicole Todd

After years of recruiting for large, matrixed organizations where employees collaborate across functions and regions, we’ve noticed a consistent pattern. While technical skills might land someone the job, they rarely determine whether that person thrives long-term. What truly sets candidates apart is how they operate in complex, fast-changing environments.

That’s why our interview process focuses on core behavioral traits we’ve found to be strong predictors of success. Here’s what we look for, and why it matters.

1. Driving self-directed execution

In complex roles, candidates need the ability to take initiative and keep things moving. We look for people who can work through ambiguity without getting stuck. They’re comfortable getting started even when the details are incomplete, and they know how to break down fuzzy goals into clear, actionable steps.

They also keep stakeholders informed without needing close oversight. And when something stalls, they don’t wait; they know when to keep going and when to raise a flag. This combination of independence and judgment keeps work momentum going, even when guidance is limited.

2. Taking proactive ownership

In fast-moving environments with shifting priorities, success often comes down to mindset. The people who thrive are those who treat problems as theirs to solve, even if they fall outside their job description. Rather than waiting to be asked, they build cross-functional relationships, seek out context, and stay curious. When something needs doing, they step in because they see the broader value in helping the team move forward.

3. Communicating with clarity and context

In cross-functional, global teams, misalignment can create major downstream issues. That’s why clear, contextual communication is essential. We look for people who tailor their communication style based on who they’re talking to and what the situation calls for, whether it’s explaining a project to a non-technical stakeholder or looping in a team across time zones.

They make sure their work connects to broader goals and that they identify conflicting priorities early, which helps prevent misalignment that can slow things down later.

4. Staying adaptable and resilient

Change is a constant in complex organizations, and success depends on being able to roll with it. We look for people who maintain focus and productivity even when priorities shift, plans change, or teams restructure.

Resilient candidates recover quickly from setbacks and keep a constructive mindset under pressure. They don’t rely on certainty and know how to move forward without it.

Looking for candidates with these traits?

We’ve spent over a decade helping enterprise teams hire professionals who have the right skills and the behaviors that lead to long-term success. Our screening process is designed to surface these traits early, so you meet candidates who are ready to thrive in real-world complexity.

Want to see what that looks like? Explore our recruiting and staffing services, or reach out to us. We’d love to help!

By Nora Bright, Kimberly Mass

Image by Nicole Todd

When a partner marketer leaves, hiring their replacement can feel like a big lift—it’s a niche role that blends strategy, relationship management, marketing execution, cross-functional coordination, and project management. But it’s also a natural moment to pause, reassess what you need, and shape the role in a way that moves your partner marketing program forward. 

With a little structure—and a little guidance—you can use this transition time to re-scope the role, sharpen expectations, and quickly attract quality candidates who can hit the ground running. 

Let’s get started! 

Step 1. Evaluate the role: What do you want to keep, adjust, or elevate?  

Start by reflecting on the role as it is today and where you see your partner program heading in the future: 

• What’s changed since this role was last open?  
  • Has your partner program matured—more partners, more tiers, higher goals? 
  • Have priorities shifted—different customer focus, new products, new regions, new motions? 
• What worked well? What could work better? 
  • Collaboration: Was there friction between teams when making decisions? Did cross-functional teams slow down or genuinely support the last person? 
  • Capacity: Was there too much (or too little) to do?
  • Support: Was there enough support from a manager or mentor?
• How should your new hire be the same (or different) from your last hire?
  • Were any skills lacking? 
  • What strengths are essential to maintain? 
  • Are there different skills this person might need based on new priorities? 

Step 2. Audit tools and workflows: What systems and processes are in place today—and what needs to be changed or built? 

The seniority and experience you need depends on the current state of your operations. Evaluate your workflows and tools and categorize each as “keep running,” “change,” or “build.” Here is a list to help you get started:

• Intake and prioritization: How work requests come in, get approved, and get scheduled
• Project management cadence: How timelines and stakeholders are managed 
• Partner communications engine: Communication schedule, messaging consistency, and ownership
• Co-marketing workflow: Campaign planning through execution and follow-up 
• Assets and enablement: Where partner-ready materials live and how they’re managed 
• Systems and handoffs: CRM/PRM basics, lead flow, ownership, and data hygiene
• Measurement: What “success” means and how it’s tracked and reported
• Budget and vendors: MDF spend (if any), agencies, tools, and ownership 

Step 3. Decide what level of role you’re hiring for: Operator, strategic lead, or hybrid 

Based on your answers to steps 1 and 2, you should have a clearer picture of the role level you’re hiring for:

• Operator: Ideal when systems are already in place and details just need to be managed. This person is essentially a project manager—driving timelines, managing stakeholders, and keeping work moving. 
• Strategic lead: Best when priorities are unclear and the overall partner marketing program needs rethinking. This person shapes strategy, sets priorities, makes high-level decisions, and drives executive communications. 
• Hybrid: A blend of the two: Best when you only have the ability to hire one person or when your program is in its earlier phases and still evolving. Keep in mind, finding someone who can and wants to do both can be tricky.  

Step 4. Define what success looks like in the first 30, 60, and 90 days 

Now that you’ve outlined the role, the next step is understanding what strong performance looks like in the first few months. A simple 30–60–90 framework can be used to help you set direction and align everyone involved in hiring. For example:   

• 30 days: Get up to speed on the partner program, stakeholders, partners, and current priorities. Clarify goals, success metrics, and “who owns what,” and then create a realistic plan for what will (and won’t) get done. 
• 60 days: Start delivering meaningful work, including 1 or 2 quick wins. 
• 90 days: Turn early wins into repeatable processes. Set a forward-looking roadmap. 

Step 5. Write the job description and interview for what you need 

Once the role is well-defined, writing a clear and compelling job description that attracts the right candidates is much easier. Make sure to include the following: 

• From step 1: Role mission and top priorities 
• From step 2: Build/fix/run expectations 
• From step 3: Role level and required skills (this will also help determine compensation) 
• From step 4: 90-day outcomes  

Having a clear job description also makes it easier to write interview questions. Check out our list of recommended interview questions for partner marketers. 

Ready, set, hire 

When you take the time to define what you really need before you hire, the process becomes smoother, faster, and far more likely to deliver a great outcome. 

2A Recruiting & Staffing has over a decade of experience recruiting for partner marketing roles. We can help scope your open role, calibrate level and compensation, and deliver qualified partner marketing candidates. 

By Nora Bright, Jack Foraker

Image by Nicole Todd

Partner marketing demands strong marketing instincts paired with the ability to align goals across companies. It’s also more niche than traditional B2B marketing, meaning the talent pool for potential hires is smaller. 

Yet partner programs continue to grow and evolve, and tech companies need candidates who can make an impact fast. Ask the right questions during the interview stage to find someone who understands the nuances of partnership work and how to drive results that support broader go-to-market goals. 

Here are the questions that can help you find your next great partner marketer. 

1. How do you decide which partners or campaigns are worth investing in? 

Most partner teams have more potential collaborators than bandwidth. This question helps you understand how candidates prioritize their efforts. You want someone who uses concrete metrics to qualify partner marketing opportunities and tactfully deprioritizes lower-value partnerships toward those that actually move the needle. 

2. Tell me about a time you had to align internal teams and partners around a campaign. What were the points of friction and how did you resolve them? 

Alignment is one of the toughest realities of partner marketing—and absolutely essential to a successful candidate. It’s even more crucial when partners don’t have mature marketing practices of their own. Different companies bring different goals and timelines, so cross-company friction is normal. A strong candidate will show you they can set clear expectations, resolve conflicts, and translate priorities across internal and external teams. 

3. Walk me through your most successful co-marketing campaign? What made it successful? 

Successful partner campaigns require coordination, creativity, and solid project management. A good answer should hit on how they worked across teams and measured success in a tangible way. 

4. How do you structure your partner marketing efforts to support pipeline and sales goals? 

Partner marketers work close to revenue, and the best ones know how their programs influence pipeline. Look for someone who collaborates with sales, tracks performance with clear metrics, and builds campaigns designed to create real opportunities. If they also mention co-selling motions or partner enablement, it’s a strong sign they understand how marketing fits into the broader revenue engine. 

5. How do you keep organized when managing campaigns with multiple stakeholders? 

Partner work multiplies tasks and approval chains, so organization is critical. A strong candidate should have a system that works for them, with clear methods for managing assets, deadlines, and communication, plus a way to keep both internal teams and partners in sync. 

6. How do you stay ahead of trends in the partner world? 

Partner ecosystems evolve quickly. You want someone who keeps up with updates from the major clouds—such as new competencies, incentives, sales plays, and marketplace changes—and stays plugged into co-marketing and co-selling best practices. Look for mentions of industry groups, like Partner Marketing Visionaries or Partnership Leaders. A marketer who brings curiosity to the role will spot opportunities that otherwise might be missed. 

7. How do you use tools, automation, or AI to work efficiently? 

Lean partner teams need people who work smartly. Good candidates will share practical examples of tools or automations that help them manage complexity, save time, and stay focused on the work that drives the entire business forward. 

Finding the right partner marketer doesn’t have to be overwhelming. With the right interview approach, you’ll quickly get a sense for who has the experience and instincts to succeed in your co-marketing ecosystem. 

And if you’d rather skip the resume juggling, 2A Recruiting and Staffing can help introduce you to vetted candidates who will make a difference on day one. 

By Nora Bright, Jack Foraker

Image by Nicole Todd

Finding great talent is tough and getting tougher. Job postings are flooded with unqualified candidates, hiring team resources are stretched thin, and managers have to juggle hiring on top of their day-to-day responsibilities. On the other side of the screen, job seekers are faring no better: They’re often one of thousands of applicants for an open position, which can lead to a hiring process that feels cold and impersonal. 

As a consulting agency that also provides recruiting and staffing services, we see the hiring process from both sides at 2A. We know hiring is always an investment—of time, resources, and money. So it’s no wonder that companies turn to recruiting agencies to help surface stronger candidates faster and make sure they invest in the right people from the start.  

Here’s why working with one is the smartest (and ultimately most cost-effective) move to make: 

Access top talent and industry knowledge  

Recruiting agencies often specialize in a particular industry or function, and if you choose the right firm, they’ll understand the roles you’re hiring for and the skills that matter. Because we specialize in marketing and creative roles in tech, we have a strong pulse on the roles as well as the job market: who’s hiring, who’s moving, and what it takes to compete as an employer. We also have deep networks packed with top marketers, designers, program managers, and more. That includes the kind of passive candidates who aren’t scrolling job boards but are open to the right offer.  

Save serious time 

Hiring is a full-time job in and of itself. (Ask us how we know.) Reviewing resumes, managing outreach, and scheduling and conducting candidate screens adds up fast. A recruiter takes the first and most time-consuming stages of hiring off your plate, which means your team can focus on growing your business instead of chasing candidates. 

Get expert guidance 

The best recruiters stay closely involved throughout the process. We’ll make sure your communication is clear, your candidates stay warm, and your offers are competitive.  

Sell your opportunity 

Top candidates (the candidates you want) have options. A strong recruiter knows how to tell your company’s story in a compelling way, so candidates will be more excited to explore your team—and be more likely to say yes to an offer. 

In the end, that’s what 2A Recruiting & Staffing is about: making it easier to find standout people. We connect you with vetted marketing and creative talent, so you have more time to focus on your goals—not sorting through resumes. 

Ready to find your next great hire? We should chat. 

By Nora Bright, Jack Foraker

Image by Emily Zheng

Goodbye, Zoom webinars and kitchen-table conferences. B2B tech events are back in person, and expectations have never been higher. Attendees want more than swag bags and bad coffee: They’re seeking real connections, fresh insights, and a compelling reason to step away from their screens. 

To make the most of events, you need a professional who knows how to attract the right crowd, spark meaningful engagement, and turn a conference into a driver of business value—for you and your attendees. The key to finding that person? Asking the right questions during their interview. 

Here are six must-ask questions when hiring your next B2B tech events manager: 

1. How have you tailored events to meet the needs of different audiences like developers and executives? 

B2B tech isn’t a monolith. Developers might prefer events with technical deep dives, while executives may value curated conversations instead of shouting to be heard in chaotic expo halls. Ask for specific examples of how they’ve adapted event formats and strategies to create real value for attendees. Strong candidates will demonstrate a customer-first mindset, understanding not only who is attending but also what they need. 

2. What makes an event successful? 

Hint: The answer is not “a packed room.” While attendance is great, that alone doesn’t translate into business impact. Look for a candidate who can define clear, measurable goals—think engagement, pipeline growth, or ROI—and has a strategy to achieve them. 

3. How do you structure an event to generate leads? 

Events are about more than brand awareness. Find someone who values them as the key business drivers they are. Your next events manager should be able to explain how they’ve structured past events to encourage meaningful interactions, from well-placed networking opportunities to strategic follow-ups that turn interest into action. 

4. How do you collaborate with marketing and sales? 

No one plans corporate events for the thrill of it—they’re part of a larger business strategy. The best candidates know how to work with marketing teams to drive attendance and help sales teams ensure leads are captured and nurtured. Ask how they would align departments on priorities (no easy task). You want someone who approaches collaboration thoughtfully and has ideas that will keep your team focused on shared goals. 

5. What innovations in event technology are you excited about? 

B2B tech audiences want more than PowerPoint slides. A strong candidate should be eager to incorporate the latest technology, and ideally they’ll already have some hands-on experience. Whether it’s AI-powered networking, AR/VR demos, or event apps—your next events manager should be able to speak to how they’ve kept events current, relevant, and engaging. 

6. How do you design events that maximize engagement and networking? 

Attendees may come for the content, but they stay for the connections. A thoughtful event strategist will create seamless networking opportunities—whether through curated matchmaking or unique social gatherings that go beyond the standard cocktail hour. 

Skip the hiring hassle 

Successful events need a lot more than someone to manage logistics. At their best, events create new connections and drive business. But finding the right hire takes time (and hours of resume-sifting). 

That’s what our Embedded Consulting practice is for. We’ve already vetted top talent, so you can skip the search and start planning your next great event sooner. 

Let’s find your next events pro.

By Nora Bright, Jack Foraker

Image by Nicole Todd

B2B tech is a noisy, crowded space. When that tech comes with a lot of hype, it’s even noisier and more crowded. To be noticed requires creativity, strategic thinking, and an ability to convert jargon into something people actually want to talk about. (Does the world really need another webinar on cross-platform synergies?)  

The best B2B marketers are creative but pragmatic, strategic without being stuck in the weeds, forward-thinking but not flinging ideas at the wall. The challenge, of course, is how to identify a candidate who can make your marketing stand out.  

If you’re on the lookout, here are some questions to ask during the interview process that will help separate the visionaries from the buzzword enthusiasts. 

Can they turn ideas into results? 

Start by asking for examples of how they’ve successfully made a splash. Maybe they spearheaded a campaign that repositioned a product from “nice to have” to “must-have.” How did they build their strategy and get buy-in from stakeholders on their ideas? Most importantly: What were the results? Standing out requires new approaches to marketing, and those won’t always be successful. The right candidate can talk through what they did and why it worked. (And, if it didn’t work, what they learned along the way.) 

Can they sell a good idea? 

A live case interview or take-home project can reveal a lot about the way a candidate thinks outside the box. Ask them to develop a campaign or go-to-market strategy for a hypothetical product. Look for an approach that is considered yet creative: Does their strategy stand out against traditional B2B marketing expectations? Can they pitch left-field ideas effectively to win over a leadership team? Better yet, do you actually want to run with their plans? (Hire them first!) 

Do they know what’s happening in the B2B landscape? 

Trends shift fast in B2B marketing, and making a splash means staying in the loop. After all, how will you know if you’re doing something different if you don’t know what everyone else is doing? Ask your candidate which marketing campaigns they admire and why. Their answer will point to what they see creative success as—and whether they’re plugged into the industry in a way that will help your brand stand apart. 

Are you setting them up for success? 

Even the best marketer needs the right tools and support to deliver results. Be ready with clear expectations, open communication, and a culture that fosters ideas and innovation. That’s why you hired them, right? If you’re looking for tips on how to get the most out of your contract talent, we wrote about that here. 

And if you’d rather ask candidates the important questions than sift through resumes, we can help. 2A Recruiting and Staffing practice carefully vets B2B marketers so you interview only the best. Let’s find your next great hire. 

By Nora Bright

Image by Jenni Lydell

Bringing in a marketing consultant can be a great way to tackle short-term tasks or get a fresh perspective on strategy. But how do you know that your consultant has what it takes to get results? 

2A regularly interviews marketing consultants for our Embedded Consulting practice, assessing whether to add them to our talent network and consider them for client opportunities. Over the years we’ve refined a screening process that identifies consultants that will deliver results for clients. Whether you’re seeking expertise in product, partner, digital marketing, or another marketing area, the following questions can help you secure the right consultant:  

1. What do you like about consulting? 

Whether your potential consultant appreciates the flexible hours or the autonomy to choose their projects, make sure they love freelance work. You want to know they’ll be available to work with you in the future—and aren’t likely to ditch you mid-project for a full-time gig. Also, people who love what they do are generally more pleasant to work with! 

2. How long have you been consulting? 

From making decisions independently to staying organized when working with multiple clients, it takes a specific skill set to run a successful consulting business. Ideally, your consultant has experience in their marketing specialization as both a consultant and an FTE, as full-time work is a great environment for professionals to build expertise. 

3. How do you prefer to communicate with clients? 

You want your consultant to have a thoughtful approach to client communication. And, know that they’ll work well with your team’s communication style. Do they enjoy face time, or prefer to talk over email or chat? You’ll likely appreciate someone who wants to get on a call once in a while but can also work independently.  

4. How would you approach this project? 

The right consultant will have experience with projects similar to yours, and have an approach in mind. This question is also a good way to test their listening skills, and to make sure you’re aligned on scope. Look for a response that shows they understand your needs and demonstrates their expertise as they walk through the steps they would take.  

5. Is the scope achievable within the time frame? What potential pitfalls do you see? 

Less experienced freelancers might hide their concerns about a scope of work to secure a new client. You want someone who is experienced enough to spot potential issues, and confident enough to share them with you. And if your proposed scope isn’t realistic with the time or resources you’ve allotted—you’ll want to know that now. 

6. Can you provide examples of work? 

Consultants who do great work are happy to show it off. It’s never a bad idea to ask for examples! 

7. Can you provide references? 

Checking references is an important step in the hiring process, even for freelancers. Ask for a quick call instead of an email, so you can hear the reference’s enthusiasm and tone of voice. Phone calls also make asking follow-up questions easier. 

Are you interested in hiring a marketing consultant or other contract or temporary hire? 2A has a network of excellent candidates that have already been vetted. Reach out, and we’ll fast-track the consultant-finding process for you! 

By Nora Bright

One of my favorite things about 2A’s culture is all the different affinity groups that employees can join to share their interests and identities. Are you a bookworm? Join the Page Turners chat. Want to post adorable pics of your dog? Let’s see it in the Dog Parents chat. But one of the first that came about is particularly close to my heart: the Yellow Ball chat. Let me explain. 

A few months into my first role here as a consultant for the marketing agency, I was struggling with aspects of the role related to my ADHD, such as auditory processing during meetings. I had only been diagnosed a few months before starting my job and was still learning how ADHD both aided and caused challenges for me at work. I realized I needed to ask for help. When I talked about it with Abby, one of 2A’s partners, she went beyond offering me tools and support. She connected me with our managing storyteller, Forsyth (after getting permission from both of us, of course), who has ADHD too. 

Forsyth is an accomplished storyteller with decades of experience (and who also happens to be whip-smart). She can explain the difference between an em and an en dash, tell you all about large language models, and then immediately and seamlessly switch contexts to interview an executive about cloud technology. I was thrilled to find support from someone else with ADHD whose career I admired—and even more excited when she suggested we meet every other week. Our meetings became wonderful opportunities to talk about our work, career successes and setbacks, and joke about our everyday ADHD challenges. 

A few months later, Forsyth and I decided we wanted to share our perspective on working with ADHD with the broader team. As part of 2A’s Diversity Resource Roundtable series, we talked about our own experiences living and working with ADHD and educated our peers on the nature and hurdles of this neurodivergence.* Sharing my story was uncomfortable at times (I even got a little teary eyed), but it felt freeing and powerful to reveal this key part of my identity at work. We also took this as an opportunity to make our group official and open it up to anyone else at 2A who identifies as neurodivergent. 

Turns out, there’s a lot of neurodivergent people at 2A! And to be honest, it makes perfect sense. 2A hires people who are creative, generous, and passionate about what they do—traits that go hand-in-hand with neurodivergence. 

We gave ourselves an official name—the “Yellow Ball Chat”—based on one of our member’s proclivity for bouncing a yellow ball to keep her mind engaged during our meetings. We have a Teams chat where we share challenges, successes, and memes, and we meet every other week. Now, when new people onboard at 2A, they are invited to join the group, which is among a dozen identity-based or common-interest chats employees can opt in to. 

While there are a lot of benefits to being part of the group, like sharing tips and tricks that work well for our brains, for me the most powerful part is the feeling of community. I love having a group of people I can reach out to when I’m feeling frustrated who just “get it,” and can share their own similar experiences. It’s also inspiring to be part of a group of neurodivergent people in different career stages and disciplines, all of whom have completely different lives, to see the amazing trajectories neurodivergent people can take at work and at home. 

While not everyone works somewhere as supportive of neurodivergence as 2A, I highly recommend finding a community outside of work or school to the neurodivergent people in my life, such as support groups provided by the Association for Autism and Neurodiversity and the Attention Deficit Disorder Association. 

As 2A keeps growing, I’m looking forward to welcoming more neurodivergent folks to our Yellow Ball Chat. Not only do I learn so much from every new member that joins, but it’s also a great chance to learn how we can keep making our company a welcoming and supportive place for people with neurodivergent brains. 

*A term that describes people who have neurological differences like ADHD, autism, and dyslexia. 

By Nora Bright

Image by Emily Zheng

In the fast-paced world of cloud technology, hiring managers often turn to contract talent to fill critical roles and execute projects with agility. This approach can bring fresh perspectives, specialized expertise, and flexibility to your team. However, integrating new contractors seamlessly can be challenging, especially for short-term projects or maternity leave coverage roles. 

Contract engagements often require a rapid ramp-up period, leaving less time for a traditional onboarding process. Additionally, contractors may not have the same context or institutional knowledge as full-time employees, making it crucial to provide them with the right information and support quickly. 

Below are four key steps to setting your contract talent up for success: 

1. Start with clarity: Establish clear expectations before the engagement starts by providing a detailed job description and scope. This will help the contractor understand the role and feel confident they can meet your expectations within the time frame of the position. Need help getting the role’s responsibilities down on paper? We often collaborate with our clients on the job description. Here’s how we approach writing job descriptions for openings here at 2A.  

2. Be ready for day one: Before the start date, make a plan for how you will provide a company orientation and introductions to key stakeholders. Send calendar holds for the people you want your contract hire to meet and include context on the purpose of the meeting and the roles of each meeting attendee. Gather all the necessary tools, software, and access to company resources before the role starts so they can get started on day one. 

3. Make communication a priority: Like full-time employees, contractors do their best work when they have consistent feedback and open lines of communication. We recommend having 20 to 30 minute 1:1 meetings at least every other week to facilitate great communication throughout the engagement. We also meet regularly with both our Embedded Consultants and clients so that we can flag potential issues and support the feedback process. 

4. Show your appreciation: Acknowledge the contributions of your contract talent and celebrate their work. We do our part to make our Embedded Consultants feel valued by surprising them with gifts and swag, inviting them to in-person and virtual events, and providing professional development opportunities. And feedback shows that the feeling is mutual! 

There’s no better way to get a contractor started on the right foot than by setting them up with the right agency. Our practice is built on the principle that treating people well helps them shine in their roles. We focus on providing a top-notch employee experience, comprehensive benefits, and a commitment to diversity, equity, inclusion, and belonging.  

Reach out today to learn more about how our Embedded Consulting practice can find the perfect contract hire for your next project and set them up for success.