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The ‘gig economy’ is a two -way street

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Last fall marked my 15th year of self-employment. This is the best job I have. And many people seem to agree, judging by the raging popularity of labor contingents – otherwise known as the “gig economy” force.

Gig workers give employers unprecedented flexibility in marshaling human resources, but to maximize value, companies need to think of contingent workers as extensions of their full-time workforce. instead of discarding the pieces of the piece. Changing this habit will become even more important as mango labor has become more entrenched — a trend that has accelerated in recent years from growing business comfort levels to hiring remote workers.

It’s happening fast. Statistician Forecasts that work on the project will create $ 455 billion by 2023, up 53% from 2020. A recent daVinci Payments survey estimated that the gig economy grew 33% during the pandemic. More than nine out of 10 respondents in a survey by the Monster recruitment site said that they think now is a good time to look at char. And a study commissioned by Upwork and the Freelancers Union forecasts that the workforce will surpass the full-time worker at the size of 2027.

Much of this growth has been fueled by the emergence of dozens of websites matching freelance workers to businesses seeking help on a small basis. Fiverr, which started a decade ago as a place where people posted descriptions of the activities they would do for $ 5, had 3.8 million active buyers in the most recent quarter, up 56% on the previous year. Repairs, Messy, Freelancer, at Taskrabbit are just a few of the other exchanges that match people to projects.

Growth will no doubt continue as organizations find hiring contingent labor to be both easier and faster than continuing to clean up and conduct interviews. Technology helps by making it possible for more work to be done remotely.

The trend also plays well with the need for speed: Companies that want to use “fail quickly” techniques in many cases will take more expertise than spend months training their own people. . Finally, pigeon-made pigeons are well-adapted to the needs of organizations that accommodate a worker who is not always in the office.

Behavioral changes

But making the economy gig work to your advantage requires companies to think more strategically about their workforce. In a world dominated by contract making, success depends less on getting the best people than having access to The best man. That means applying some of the loyalty-building tactics in the past to workers with no implied commitment of a full-time job.

Soon, most large businesses had no such contracts with their people. I grew up in Poughkeepsie, NY, in the days when IBM dominated the local economy. Most of my classmates came from homes where at least one parent wore an IBM badge. Many of those people joined the company directly outside of college and will work at IBM until they retire with a generous pension and lifetime medical coverage.

Such sharing of commitment today seems like a remnant of the past, but there is value in that connection that is still important.

I have experienced both highs and lows in assignment. I worked temporary on-site jobs where full-time employees acted as if I was invisible. I found onboarding methods that were too thick of paper work made me question whether the work was still worth it. I chased clients for six months to get a single invoice paid. And I’ve seen clients suddenly end a long relationship without explanation or notice.

Conversely, I had clients who were sensitive to my workload and adjusted their deadlines accordingly, went out of their way to thank me for my service, paid right away, and even gave me a company email address.

Who do you think I would rather work with again?

A two -way

The gig economy is a two-way street. Employers are flexible, but so are the people they hire. If you treat temporary workers like these who can be replaced by cogs on a machine, you will spend more time analyzing more people than you should. A better approach is to think of them like you would with a babysitter or home contractor: the best ones get most of your work, and, in turn, are available themselves when you need to. they.

  • Simplify your onboarding process; time is money to short -term workers.
  • Include them in “all hands” events and communications if applicable.
  • Pay immediately. You’ll be amazed at how honest that simple step can be.
  • Be clear about what to expect and how long the interaction will last.
  • When the project is finished, thank them and leave on the best possible terms.

The economy of the gig is really a distant mirror. Before the industrial revolution, most people worked that way. As we now enter what some people call the fourth industrial revolution, workers and their employers must prepare for what could be a giant step back into the future.

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