Your comment REALLY resonates with me. When I was fresh out of school, I joined an enterprise software team as a junior engineer. The team was mostly FTEs, but there were 2 or 3 contractors as well - one of whom was extremely talented. It was the talented one that everybody ganged up on. He was ridiculed (it was supposed to be in good fun but I think it went too far), and he was abused and given all the hard problems to solve. Here's the thing - this guy made up for all the rest of those shitty FTEs. He fixed all their problems, he did all the real work, developed the best features, and fixed all the hard bugs. The lead engineer was an absolute joke (I once caught him making changes to a live production database). The roles were all reversed.

Well, it didn't sit well with me then, and I became friends with that guy and the other contractors. We're still friends to this day. I'd say he got the last laugh because he started his own company and is doing well. But I promised myself that I would never treat any contractor like that ever. I'm a Director now, with a team of my own. Similarly, it has a few contractors, and every single one of those guys is treated like an FTE, with regular 1x1s, objectives, and personal development. As a leader, I invest the time in them like they're my own, because they are people too - regardless of the SSO number or the ".consultant" in their email address.