Comments following the NYHRPS Forum, November 15, 2016
By Sharon Lewis
Per a McKinsey and Co. report titled Independent work: Choice, Necessity, and the Gig Economy, some 162 million people in Europe and the United States—or 20 to 30 percent of the working-age population—engage in some form of independent work. Also known as freelancers, contractors, members of the gig economy or the contingent workforce, this employment style is real and it is here to stay. On November 15, members of an NYHRPS Forum discussed the impact this work model is having on the HR function and the workplace dynamics.
Technology is Enabling the Growth of the Gig Economy
Managing complexity. Being agile and able to quickly respond to change. A wider variety of workplace skill sets than needed in previous years. Companies of all sizes are looking at ways to maximize the blending of a traditional employee workforce and non-traditional working relationships. Technology is a big enabler in creating the gig economy, however, these workforce changes are no longer a nuance to the technology functions. Rather, technology is creating platforms by which to acquire, engage and keep track of the work requirements and work deliverables.
Appropriate Cultural Changes will Ensure the Success of a Contingent Workforce
Key to making such a culture successful is understanding the scope and requirements of the work to be done. From there, leaders can determine how to hire such talent and “the time to competency” for such hires. Competency, however, is not enough. In a team-based organization, the culture is equally critical and the ability of the team to truly succeed is based on levels of trust that encourage creativity as well as an understanding of the corporate brand that will resonate in the work output. [Read more…]