What’s the working life of a temporary worker or contractor really like? Does it offer an ideal work-life balance and higher earnings or is it isolating and full of constant new challenges?

The reality is that it can be a combination of all four. So for the 69 per cent of job seekers who are willing to consider a temporary assignment, as well as the 14 per cent already working as a temporary or contractor, here’s our insights on what it’s like working as a ‘temp’.

Firstly, you’ll never stop marketing yourself. Even once you are in an assignment, you need to start thinking about your next role, starting with the organisation at which you are currently temping. Ask if there are any other areas or departments where your skills might be needed. Let your face be seen. If you can see opportunities but don't feel comfortable investigating, let your recruiter know and we will make enquiries for you.

Constant upskilling is another reality in the working life of a temp. I’m sure you’ve heard examples of people who’ve earned significantly more money as a contractor than in a similar permanent job. However to do this long-term you need to invest in your own learning and development. Employers will only pay the highest rates to those who are at the top of their profession with relevant industry-specific experience and a handle on the very latest technology and industry trends.

Furthermore, your working life will never be uniform. That’s why temps are always ready for, and cope well with, change. Most temporary assignments have a finish date, but it can be extended. Equally, it may be cut short. Sometimes plans change, on both sides, and successful temps understand this and act accordingly.

Of course as a temp you are also the epitome of professional. For instance, you respect the policies, procedures and culture of the organisations you enter, you hit the ground running, you never get involved in office politics or gossip and, if required, you learn quickly.

As part of this, it’s standard to prepare appropriately before each new assignment. This element of a temp’s working life involves knowing who you need to report to, the tasks you’ll undertake and what the organisation’s working culture is. You must walk in the door and contribute appropriately from day one, which requires you to prepare to the max.

Needless to say, a temp’s personal life never crosses over into their working life in the way that it can for permanent employees. For instance, your mobile stays in your bag on silent and the organisation’s telephone or email is never used for personal communications. Similarly, you don’t use your work time to get to know your new work colleagues; you can connect with them on LinkedIn later.

A temp’s working life is also one in which expectations of your abilities and results are higher than those of your full-time counterparts. While most temps thrive on this, some find it daunting. After all, there’s nowhere to hide in a temp assignment and you’ll never become too comfortable.

Life is filled with endless new responsibilities too. To be successful, you need to be the sort of person who thrives on constantly meeting new objectives. You’ll walk in the door on day one of a new assignment and after a short induction you’ll immediately start work on your new brief. No two are ever the same, just as no two organisations are ever the same.

In a temp’s working life work friendships are few and far between. Again, this doesn’t bother most temps, who instead build their network of contacts thanks to the number of professionals their assignments bring them into contact with.

However others can feel a sense of isolation; while they do work within a team, they are rarely at one organisation long enough to form the close working relationships that permanent employees can have.

Finally, a temp’s working life can provide the ultimate freedom – they can take time off between assignments when they choose to and they enjoy meeting new people and working in a broad range of organisations.

For more information on temping click here.

About this author

Nick Deligiannis, Managing Director, began working at Hays in 1993 and since then he has held a variety of consulting and management roles across the business. In 2004 he was appointed to the Hays Board of Directors. He was made Managing Director of Australia and New Zealand in 2012.

Prior to joining Hays, he had a background in human resource management and marketing, and has formal qualifications in Psychology.

Follow Nick on LinkedIn