To understand what really keeps contractors engaged, we sat down with Dylan, Account Management Lead at Concentis. Dylan works closely with our contractors and clients every day, which means he sees first-hand what separates a contractor who settles in and stays the distance from one who starts looking for the exit. His answer is simpler than many might expect. Rate matters, but it’s rarely the deciding factor. What makes the biggest difference is how well the first few weeks are set up.
Retention is decided earlier than most people think
Before getting into specifics, Dylan made the point that a contractor’s view of a project is largely formed in their first days on site. First impressions shape how confident they feel, how quickly they become productive and whether they see themselves finishing the contract.
Contractors are expected to be productive almost immediately, often in a remote location, on a compressed schedule, surrounded by people they’ve never met. That makes the start even more important.
Getting it right pays off for everyone. A contractor who settles in well becomes productive sooner, works more safely and is far more likely to see the project through. A poor start can quickly lead to disengagement, early exits and costly replacements.
1. The role has to match what was sold, to both sides
Dylan’s first point was the one he feels most strongly about. The role needs to match what was sold to both the contractor and the client. When expectations line up from the start, contractors are far more likely to be engaged and to stay committed through to the end of the contract.
The fastest way to lose a good contractor, he explained, is for the job on site to look different from the job they accepted. A different scope, a different reporting line, a different roster or a different level of responsibility can all erode trust quickly. And it cuts both ways. The client also needs to receive the person they were promised, with the skills and experience the role genuinely requires.
What this looks like in practice:
- A clear, honest brief on scope, responsibilities, roster and site conditions, including the less glamorous parts
- Recruiters who understand the project well enough to answer the hard questions
- A quick check with the hiring manager before mobilisation to confirm nothing has shifted since the role was briefed
2. Clear mobilisation and first-day communication
Dylan described mobilisation and first-day communication as critical. Few things undermine a contractor’s confidence like arriving at an airport or site gate unsure of where to go or who to ask. Contractors should know, well before they travel:
- Exactly where they’re going and how they’re getting there, including flights, pick-ups and site access
- Who they’re meeting on arrival, with a name and phone number
- What they need to bring, such as PPE, licences, tickets, medicals, ID and any site-specific requirements
- What the first day and first swing will look like
- Who to call if something goes wrong along the way
Just as important, he said, is having someone available to help them through the onboarding process itself. Inductions, site access cards, system logins and paperwork can all stall a contractor’s first days if nobody is there to help.
3. Feeling supported on day one
Inductions cover compliance, but they rarely build confidence. Dylan was clear that making sure contractors feel supported on day one can make a huge difference, and that it’s often the small things contractors remember:
- A check-in at the end of the first shift and again at the end of the first week
- Help navigating site systems, timesheets and approvals
- Introductions to the key people they’ll rely on, such as the supervisor, safety lead, site admin and their immediate team
- A clear point of contact for questions they might not want to raise in front of the crew
4. Clarity on camp facilities
This was the point Dylan believes is most often overlooked, and among the most valued by contractors. For FIFO and DIDO workers, the camp isn’t a side detail. It’s where they’ll spend every hour they’re not working, for weeks at a time.
Providing clear information upfront reduces uncertainty and makes the transition much smoother. That includes:
- Accommodation: room set-up, whether rooms are permanent or rotating, and laundry
- Dining: meal times, crib arrangements and dietary options
- Transport: flights, buses and travel between camp and site
- Recreation: gym, pool, sporting and social facilities
- Connectivity: Wi-Fi quality and mobile coverage
- Camp life: rules, quiet hours, alcohol policies and what a typical evening looks like
Most of these things sit outside a recruiter’s control, Dylan pointed out, but setting accurate expectations about them doesn’t. A contractor who knows the Wi-Fi is patchy and plans for it is far less likely to be frustrated than one who’s caught off guard.
5. Leaders who take the time to welcome people
Asked what contractors comment on most, Dylan didn’t hesitate. It’s the supervisors and site leaders who take the time to welcome them and set them up for success during their first few weeks. Contractors regularly come back with positive feedback when that happens.
It doesn’t need to be a formal program. A handshake on arrival, a walk through the work area, a clear explanation of priorities and a check-in at the end of the first week all signal that the contractor is part of the team, not just a name on a timesheet. Contractors notice, and they talk about it, both on site and across their networks.
The key takeaway
The clearest message from the conversation with Dylan is that retention isn’t owned by one person. It works best when the client, the recruitment partner and site leadership all take ownership of the contractor’s experience, from the very first conversation through to the end of the contract.
That thinking sits at the heart of Connect@Concentis, our contractor care program. From onboarding and day-one check-ins through to payroll, wellbeing support and contract-end planning, it’s designed to keep contractors performing at their best and give clients confidence in the people delivering their projects. Because thriving contractors drive successful projects.
Looking to build a contractor workforce that stays the distance? Get in touch with the Concentis team to talk about your next project.
