The New Rules Of Engagement: What Contractors Expect From Enterprise Leaders In 2025

Contractor Expectations Have Shifted - Is Your Business Ready?

Part 1 of a 3-Part Series on the Future of Contract Work

If your organisation relies on contract talent, it’s time to take notice: contractor expectations have changed. The companies that adapt will be the ones that attract, engage, and get the best out of today’s flexible workforce.

In this three-part series, we explore what’s driving those shifts and what enterprises need to know, starting with how contractors want to work in 2025.

To understand what really matters today, we surveyed over 550 contractors across Australia for our latest State of Contracting report.

What we heard goes far beyond day rates. While competitive pay is still important, contractors are now prioritising flexibility, autonomy, and work environments that align with their personal values and lifestyle. They’re also paying close attention to how companies use tech like AI, manage cybersecurity, and build inclusive cultures.

In this first article, we break down what contractors expect from the work experience itself - from hybrid models and autonomy to practical steps enterprise leaders can take to meet the moment. Let’s dive into what 2025 means for contract work and what it could mean for your business. 

 

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Hybrid Work Dominates Contractor Expectations

One of the clearest messages from contractors in 2025 is that hybrid work is here to stay. A majority of surveyed contractors (about 64%) now prefer a mix of office and remote work. Fully remote roles have actually become less popular than in previous years - only around 26% of contractors prefer working 100% remotely, a notable drop from earlier surveys. Interestingly, there’s even been a small uptick in contractors willing to be fully on-site (roughly 9-10% now favour in-office roles).

Why the shift? After years of experimenting with remote work, many contractors have discovered the benefits of a balanced approach. Hybrid arrangements offer the best of both worlds: the flexibility and comfort of working from home combined with the structure and social interaction of the office. Many contractors enjoy the autonomy of remote work but also see value in some face-to-face engagement with colleagues or clients to build relationships and stay. In other words, flexibility is valued, but a little office time now and then can be a good thing.

 

Implications for enterprises: If you’re an enterprise that relies on contract talent, embracing hybrid work is no longer optional - it’s expected. Offering a hybrid work model (e.g. a few days remote, a few days in-office) can make your contract roles far more attractive to candidates. When advertising contract opportunities, be explicit that you support hybrid work and flexible arrangements. Ensure that your workplace is set up to accommodate remote contributors (with the right IT support, communication tools, and an inclusive culture for remote workers), while also providing collaborative in-person spaces for when contractors do come on-site. By catering to the dominant preference for hybrid work, you signal that you’re a flexible, modern organisation - something contractors will gravitate toward.

 

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Flexibility and Autonomy Are Top Priorities

Beyond where they work, contractors care deeply about how they work. The survey confirms that flexibility isn’t just a nice-to-have - it’s contractors’ number one priority. In fact, flexibility was ranked as the top value that contractors seek in 2025, with a variety of work, financial gain, and autonomy following closely behind. This means contractors prize the ability to shape their work schedules and environments, take on diverse projects, and maintain control over their professional lives. They didn’t choose contracting to be micromanaged; they chose it for freedom.

 

In their own words, many contractors said the most rewarding aspects of contracting include the freedom to choose whom to work with and where to work, the ability to work when they want to, and independence from company politics. They also enjoy having better earning potential and financial control, the option to switch between industries or projects, and the ability to maintain a healthier work-life balance. All of these points boil down to flexibility and autonomy: contractors want to integrate work with their life on their own terms and continuously grow their skills by tackling new challenges.

None of this is to say that pay isn’t important - it absolutely is. In fact, 83% of contractors surveyed said the pay rate is very important when evaluating a new contract role. Competitive compensation is basically the baseline expectation. However, contractors are telling us that money alone isn’t enough to win them over or keep them engaged. They’re also looking for roles that offer personal fulfilment, alignment with their values, and the ability to do their best work without unnecessary constraints. In the survey, factors like meaningful work, remote flexibility, and company culture ranked highly alongside pay as key criteria for choosing a role. Traditional perks of permanent employment - think fancy job titles, big-company brand names, or standard staff benefits - were comparatively less influential to contractors in 2025. Essentially, contractors have a contractor mindset that focuses on freedom, impact, and lifestyle rather than corporate status or long-term job security.

Implications for enterprises: To attract top contract talent, companies must understand and respect these priorities. This could mean:

• Offering flexible arrangements: not just in location, but also in work hours or project structures. If a contractor can get the job done on a slightly different 9-to-5 schedule or prefers a four-day week, consider accommodating it. Outcome-based expectations (rather than strict hours clocked) show you trust their professionalism.
  
  
• Providing variety and growth opportunities: Contractors love variety, so if possible, give them projects that are engaging and skills-enhancing. Emphasise the interesting problems they’ll solve or the new tech they’ll use in your roles. A contractor is more likely to choose a gig that broadens their experience or advances their career.
  
  
• Allowing autonomy in execution: Avoid micromanaging contractors. Set clear objectives and deliverables, then let them apply their expertise. Remember, many chose contracting to escape rigid corporate rules. Treating them like adults and experts in their field will earn you their best work (and loyalty).
  
  
• Offer competitive pay (of course): Ensure your rates meet market standards for the skills you’re hiring. Contractors talk, and they know their worth. However, also highlight non-monetary benefits of the contract (flexible work, project impact, company mission) since those can tip the scales when multiple opportunities are on the table.
  
  

By aligning your engagement approach with contractors’ top priorities of flexibility, autonomy, and variety, you’ll not only draw more candidates but also get more motivated, productive contractors once they’re on board.

Let’s Talk Strategy

Is your hybrid policy aligned with contractor preferences? Are you enabling autonomy, or slowing it down with outdated practices?

Let’s explore how your workforce model can evolve to meet new expectations while delivering better results.

Reach out to the Oncore team to learn how we can support your contractor engagement strategy.