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Optimizing Productivity With Contract Developers

Misunderstanding has become common in our daily affairs with humans. It is mainly bound to occur because we humans, undoubtedly of the same species, are a different breed. We are categorically aligned with other priorities, experiences, and environments. It is even quite questionable if a relationship, dealing, or partnership should thrive without a single moment of misunderstanding.

Introduction

Often, it’s one’s inability to let go of the desire to be right that causes a common misunderstanding to soar and finally damage a relationship. We will review how these misreadings, misinterpretations, and miscalculations affect the relationship between a contract developer and a client. You will also find analytical strategies to resolve this for a more productive working environment.

Being a contract developer has it’s Benefits and equally comes with Negatives, leading us to the;

Edges and drawbacks of being a contract developer.

The Edges that come with being a contract developer are quite a handful, and below is a rundown.

  • Independence is the primary benefit. Having a flexible working schedule, nothing else appears to be more tempting because most folks perceive working full-time as being imprisoned. Contract Developers are working on their own time, far off any influence by a boss or under a company.

  • Next is the compensation; contractors, in most cases, are paid better than regular employees. There’s the freedom to give yourself a raise at will, which never happens with full-time developers.

  • The short duration comes in handy also; for people who mostly get bored by repetitions, there’s room for making changes without having to go through the ceremony of quitting.

  • Having the view of what it’s like to work on different things, there’s always a thrill that comes with it, and by all means, it comes with its feeling altogether.

  • It helps diversify the exposure to something new, too different challenges even though in the same field.

  • Experience is designated most of the time as the by-product of exposure, a full stack developer who’s been working for 5-10 years doesn’t necessarily have the 5-10 years experience because he’s doing the same thing over and over again within the span of that amount of year. But a contractor who’s had the opportunity to take on different things within the same period would be termed more experienced.

Having cataloged most, if not all, of the benefits, the Negatives follow suit.

  • There's the added worry and stress over situations. Situations like instability; for example, halfway into working, a client cancels a project.

  • A significant drawback on this chosen part is; you don't work, you don't eat, unlike the salary earners who can call in sick, and at the end of the day, they still get their salaries.

  • It would help if you always lined up work while handling a project; of course, it wouldn't be a pleasant experience having your hands on nothing even after running a project.

  • There's also the hassle of getting paid. Contract developers experience this. With salary earners, their pay is sure, even though delayed in some cases, but it can be pretty different with contractors.

  • Contractors do not get raises or bonuses as salary earners do, only the agreed rate stipulated in the contract.

  • Sole/personal liabilities to losses caused by you because you're under no company that'll cover up for you. Sometimes in incidents like these, one could risk being sued by the client for damages.

  • Contract developers can be easily laid-off because there's no going through the process of some political safety that shields them as the full-time developers have, which has always been a hassle for managers and employers to go through before sacking an employee.

  • Compensations can become low after additional responsibilities have been taken care of, like getting the project's equipment and when taxes and insurance come in.

This stage is where we divulge to you the Trials that occur in a contract developer-client Relationship.
These conflicts are the primary causes of project failures, and they come in factions.

  1. Data and facts which could be complex might be omitted before the commencement of the project—these result in unpredictabilities and fluctuation in agreement. There are situations where a client adjusts project requirements; these changes might be minor, and you cannot charge for them.

  2. Confusions and misinterpretations between client and contractor put to mind disagreements.

  3. The absence of conversations on the charges of certain risks also adds to problems.

  4. When human behavior, management, and communication come in. These have escalated more conflicts than usual. Distrust in amalgamation with a poor grasp of each other's dividends derives from a state of affairs where both parties do not acknowledge and regard one another.

  5. Non-viable expectations on the client's part in collaboration with an over-ambitious bearing of the hired contractor is very much a bad blend for a project when occurring together.

  6. Contract confusions, absence of transparency like mentioned in the first faction, and proficiency can evoke conflicts.

Patience as Requisite

There’s the ease of jumping into conclusions, which is (every) now and then proven not to be logical at the end of the day. Sometimes either party does not carefully observe and subsequently, frustration fills out and then you find yourself enstranging the person you’re working with.

Impatience can be counterproductive; when one draws inferences quickly, they arrive at fabricating a schedule in their mind. When persons or procedures stall from aligning to that schedule, the mind can run wild with frustration.
You begin to query the rationale and intentions of the hired contractor who’s on the other side of the equation, and proffer demands that may or may not be rational, possibly leading to an unfortunate ending.

Impatience can make the contractor perceive you as wanting or desperate; propelling a partner with hostility or going with insensitive demands is exceedingly appalling and is seen as a significant disadvantage to the contractor which might kill the deal.
Also, when your judgment is overcast and when one is close-minded, damages could be done. For instance, when an operation stalls for longer than necessary. Adjusting to the “take it or leave it” stance more often than not scatters the deal.

Patience is really, very necessary in every business practice. Every business-inclined person lives in a world that goes with logical thinking and brave actions and measures; thus has become an asset in the business world. If these attributes display themselves in the form of impatience, conflicts tend to rise, and damages are done. Clients must remember that patience, especially in business, is genuinely requisite as hard as it may be.

Approaches to take down these challenges.

The following are factors that should help in navigating the trials of a client-contractor relationship.

  1. When there's professionalism, which is laid down procedures or ethics in every profession, this factor is essential for building a healthy relationship with your hired contractor. You, as a client, will not engage the services of a contractor who does not deliver quality work. Likewise, a contractor will not enter into a contract with a client who does not redeem his part of the deal. In this case, professionalism should be synonymous with proficiency.

  2. When there's client and contractor satisfaction, loyalty is bound to be procured.

  3. Effective communication in a client-contractor relationship is crucial to being synonymous with the role of food to the human body; it is very essential.

  4. The importance of the project does it too. In life as a whole, every individual or institution is ever ready to channel its assets into a life-transforming activity, provided it is a priority. Such reason pushes clients and contractors to merge their best resources into achieving value for money, creating a good relationship between them.

  5. Trust stands as the genesis of every meaningful relationship. The significance of trust in a business relationship is equivalent to the foundation of a building because the absence of trust will kill the partnership within a concise term.

  6. Accepting and executing your role in a given project irrespective that you are the owner of the project in conformity with the stated principle automatically brings the client and contractor to a good place.

  7. Interdependence can trigger business relationships because affiliations to a contract need the complementary part to survive; the faster this fact is acknowledged, the better the business relationship.

  8. Adaptation to changes and flexibility in terms of the contract should be appropriately applied.

Here are also some Bonus tips for connecting the dots.

  • To have a successful partnership between friends or family, one must keep up a severance between business and personal relationships.
  • Differing dedication among the client and contractor can damage the relationship. The success of the project is based on contributions of both client and contractor.
  • Clients should use a creative point of reference in sorting out contractors for their projects.

Conclusion

Structuring labor relations takes forbearance and persistence, and for a project to be accomplished, the possessor of the project must be prepared to make compromises and commitments.

Resources/Reference.

www.researchgate.net
Forbes magazine.
TUDelft.

Discussion (3)

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spiritbro1 profile image
spiritbro1

i thought when i read your article you wanna talk about smart contract lol sorry 😁, but great insight my man

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nessiigreen profile image
Nessii-green Author

hahaha, sorry about the mix-up

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melvinmanni profile image
Melvin Kosisochukwu

Nice