A contractor finishes a long shift on site. A remote worker logs off after another day of virtual meetings. Both have contributed meaningfully to the organisation's outcomes, yet neither necessarily feels like they truly belong.
They may not have been invited to an important discussion. No one checked in after a difficult project. Recognition went to "the team", even though they were part of the effort. An email has sat unanswered or a phone call hasn't been returned.
Collectively, these things send a message.
Contractors, consultants, and remote workers are often essential to performance, safety, and operational success. They bring expertise the business needs, yet because they sit outside the traditional employment structure, they can become less visible and unintentionally excluded. When that happens, trust can start to erode.
The question for leaders is simple: how do you demonstrate care for people who sit outside the permanent workforce?
Trust is Built on More Than Competence
We often think trust is primarily about capability. Can this person do the job? Will they deliver? Do they have the expertise we need?
Competence matters. Character matters too — whether someone is reliable, honest, and acting with integrity. But another component often receives less attention: care.
A useful way of thinking about trust is through care, competence, and character. Do you value my contribution? Can I rely on you? Can I trust your integrity?
For contractors and remote workers, competency is visible in their work and character becomes evident over time. Care is different because it is relational and experienced through everyday interactions.
It might be returning a phone call, acknowledging an email when you cannot respond fully straight away, asking for their view because you recognise their expertise, checking in after difficult work, or ensuring they receive information relevant to their role.
The Hidden Risk of "Out of Sight, Out of Mind"
In leadership, safety and culture work, I regularly see organisations unintentionally create a two-tier workforce. There is a core group who are visible and included, while contractors, consultants and remote workers can end up operating around the edges.
This is rarely deliberate. It happens quietly: "They're only contractors." "They probably don't need to be involved."
Sometimes nothing is said at all. An email goes unanswered. A meeting proceeds without someone who could have contributed. A social media post celebrates "our team" while some of the people who helped deliver the outcome are not mentioned.
Language matters as well. Constantly referring to "our employees and contractors" can reinforce a distinction between those who belong and those who sit outside. Where appropriate, language such as "our team", "our people" or "everyone involved in the project" can create a stronger sense of inclusion.
Exclusion has consequences. People who feel disconnected or psychologically unsafe may be less likely to raise concerns, challenge assumptions or speak openly about emerging problems. In high-risk workplaces, that matters. An experienced contractor may see something the permanent team has stopped noticing.
Care is a Leadership Behaviour
Care does not require grand gestures. In most workplaces, it is demonstrated through ordinary leadership behaviours demonstrated consistently.
A useful question is, "Would I share this information or invite this person if they were sitting in the office next door?"
Where relevant, contractors and remote workers should be included in team updates, safety conversations, learning opportunities, recognition and meetings affecting their work.
Responsiveness matters too. If someone is contributing to your business, returning calls and responding to emails is a basic demonstration of professional respect. You may not have the answer immediately, but acknowledgement matters. Silence can communicate that the person, or their work, sits down the priority list.
Leaders also need to check in on the person rather than only the task. Conversations can easily become transactional: How is the project going? When will this be finished?
Those questions are necessary, but occasionally asking, "How are you going?" and being genuinely interested creates a different relationship.
Recognise Expertise and Contribution
Contractors are sometimes spoken about as though they are simply additional labour or a temporary resource. In reality, many have spent decades building expertise the organisation has specifically engaged them to provide.
Acknowledge that. Ask what they think. Seek their advice. Recognise when their experience has prevented a problem, improved an outcome or brought a different perspective.
Many contractors also become deeply committed to the organisations they support, building long-standing relationships and contributing over many years. That commitment should not be taken for granted.
Recognition should follow contribution rather than employment status. Staff communications, social media posts and acknowledgements should, where appropriate, recognise everyone who helped deliver the outcome.
A Final Reflection for Leaders
Strong cultures tend to make fewer distinctions about who is worthy of respect, information and inclusion. The starting point is the person rather than their employment category.
People notice the small signals. Was my call returned? Did anyone acknowledge my email? Was I asked for my view? Was my expertise recognised? Was my contribution visible when the organisation celebrated success?
Those experiences shape how people feel about an organisation. When people feel genuinely respected and valued, they are more likely to speak honestly, raise concerns early, stay engaged and go the extra mile.
Who contributes meaningfully to your organisation but may still feel like they are standing outside the room?
And perhaps more importantly: have you ever thought to ask them, "Do you feel cared for?"
About the Author
Kieran Plasto is a psychologist, mediator, and former police negotiator and detective who helps leaders navigate complex conversations with clarity, compassion, and humanity. His work focuses on resolving conflict and building healthier, more resilient workplace cultures.