In recent years there has been an increasing trend toward contracting positions for job types that had, in the past, been the domain of the permanent employee. While the market traditionally has been conditioned towards seeing contract in project-based work—such as technology and other capital projects—today, business functions such as Human Resources, payroll, administration and executive support also consist of teams of permanent and contingent staff. 

Budget constraints, project-based work, and headcount freezes have all contributed to this shift. Recent market data reflects the same trend: Deloitte's CFO Sentiment Report shows more than half of Australian CFOs expect tighter margins and are prioritising cost discipline. Additionally, the Reserve Bank notes that job vacancies and hiring intentions have levelled off from the highs of 2022–23. Under these conditions, contracting offers the fiscal flexibility to maintain delivery without increasing fixed headcount. 

"Contracting is actually the new normal," says Ariana Harris, Launch Recruitment's Corporate Services Practice Lead. 

Yet, while contracting has become embedded in corporate services structures, there is a legacy lens through which employers view candidates. Tenure and loyalty are seen as the markers of quality, even when the engagement itself is temporary. 

"A lot of clients say they really like someone with good tenure," she explains. "But gone are the days when you stayed with one company for ten years. People now move every couple of years or take on contracting roles instead." 

The Tenure Trap 

The idea that long service signals reliability is deeply ingrained in many organisations. In permanent recruitment, it can still be a useful indicator of stability. In contract hiring, however, it can distort how employers assess capability.

Ariana says she often sees strong candidates overlooked because their experience is spread across several shorter assignments. And this is coming up even when the open role itself is an assignment. 

"For me, as long as somebody is gainfully employed without big breaks, and you can see that it's contracting work, that's equal to being employed by one organisation," says Ariana. 

As a guide, here are some indicative tenure periods for various role types that would be considered ideal. 

• Permanent roles – 3 to 5 years with some growth or promotion throughout the tenure. 
• Project contract roles – 18 to 36 months in each project with proven delivery success and minimal breaks in between projects. 
• Corporate services temporary/contract roles – 9-to-24-month tenure, often extended beyond the initial 3/6/9 month engagement. 

With markets now moving so quickly, adaptability is often a better indicator of performance than tenure alone. Employers who equate longevity with capability risk overlooking professionals who have built a track record of consistent delivery across multiple settings.

This evolving view of reliability requires a different perspective on what "experience" looks like. Contractors demonstrate commitment through continuity of work, references from repeat clients, and their ability to integrate and perform within new environments. Length of service does not demonstrate the qualities companies need from a contractor. 

From a contractor, businesses need people who can pick up new systems, adapt to new environments and ways of working quickly and deliver results from day one.

Setting Realistic Expectations 

In contracting, speed is often the driver. Organisations turn to short-term engagements when they need outcomes quickly, but urgency and perfection rarely align. It's common for there to be a blur in what is realistic in the hiring process.

"There are three things that every client wants," Ariana explains. "They want good candidates, they want them quickly, and they want them low-cost. That's what everyone wants, whether you're hiring staff or need a contractor for your kitchen. But it's unrealistic to expect to have all three." 

Understanding which two matter most can help to set expectations ahead of hiring processes. 

Fast and good 

When quality is essential and the project is time-sensitive, rates will rise. The best contractors are already in demand, and attracting them quickly means paying market premiums or extending contract lengths to secure commitment.

Good and low-cost 

When budgets are fixed but capability cannot be compromised, time becomes the trade-off. It will take longer to find someone who is available, has the right skill set, and is affordable.

Fast and low-cost 

When immediacy and cost savings drive the decision, quality becomes the variable. That doesn't mean incompetent hires, but it likely means a compromise in the criteria. The high-demand specialist is not cheap or immediately available. 

"If you know which two are non-negotiable, you can get the best result to fit the purpose of the contract." 

Getting The Best Corporate Services Contractors 

The appeal of contracting is, more often than not, flexibility. It gives organisations the freedom to scale up and down as priorities shift. But that same flexibility works both ways. Contractors can move on just as easily if a role does not meet their expectations, whether that is around pay, purpose or the project itself. 

Ariana says this is where some employers underestimate the balance of attraction and retention in short-term engagements. 

To attract and keep quality contractors, employers can focus on a few fundamentals:

1. Offer clarity from the start. 

Define what success looks like in the contract. A clear brief, timeline and deliverables help contractors deliver at pace and limit confusion once work begins.

2. Pay fairly for capability.

Rates need to reflect the urgency or complexity of the role. As Ariana notes, "If you want someone just to come in and clear work through, 80 per cent is good enough. If you're looking for perfection in a contractor, the rates will have to reflect that."

3. Provide a professional and inclusive environment.

Even temporary hires want to feel part of a capable team. Contractors stay longer when they have access to the information, systems and support they need to do their job well.

4. Communicate and stay connected. 

Regular updates and feedback create engagement. A quick check-in can make a short-term role feel more structured and supported.

5. Sell the opportunity.

"Even contractors care about who they're working for and what the experience will be like," Ariana says. “It’s important to think about how they (and we) sell their organisation.”

Contracting works best when both sides see it as a professional partnership. Employers who approach it that way attract stronger contractors, achieve stronger delivery outcomes and protect their reputation in a tight market.

Get in Touch

To find the right mix for your next project, contact Launch Recruitment or speak directly with Ariana Harris about your corporate services contract needs.