Organizations are finding freelancers, and contractors instrumental in filling labor gaps, so they must meet the challenge of integrating committed members of the so-called gig economy into the workforce. - By DONNA CHAN
While the gig economy was originally synonymous with temporary work, the reality is that this term now encompasses a wide variety of working arrangements. A gig worker can be a temporary employee, like someone hired to work on one project. Freelancers may be independent workers under formal and informal arrangements. They commit to complete work but may or may not have an employer contract. Independent workers may work with or without an employer contract. Gig workers, freelancers, independent contractors, or whatever another name is given to workers who perform work by the assignment, like platform workers, make up the independent worker economy, one of the fastest growing talent pools on the planet.
Indeed, post-COVID, more and more talented workers are choosing to permanently make their careers as “gig” workers. Employers are not entirely prepared, though some are adapting faster than others. Here, some of the ways employers using this source of labor can increase the engagement of the people who bring value to their organizations will be discussed.
It is difficult to get an accurate estimate of the number of gig workers globally. The EU is estimated to have 20 million people offering their services on digital platforms, a number that could grow to 43 million by 2025. In the U.S., the labor force has embraced independent or freelance work on an even broader scale. Statistic estimates that the number of freelancers in the U.S will grow to 86.5 million by 2027, while MBO Partners research found that 64.6 million Americans pursued independent work in 2022.
Once limited to jobs like freelance writing and graphic design, independent workers are found in most industries, including healthcare, digital marketing, finance, retail, programming, and others. Some work strictly online and remotely, while others may work side-by-side with employees. The characteristics of the gig economy include workers who have the flexibility to choose when and where they work, short-term engagements, access to work through apps and digital platforms, and diversity.
Rethinking Engagement of
Independent Workers
These workers are doing work that is as essential as traditional employee work. They give employers much flexibility in workforce size and the ability to scale production as needed. However, except in large tech companies like Google that have relied on gig workers for years already, independent employees have not historically been integrated into the workforce. They are not onboarded or included in many team or project meetings.
The feedback is sparse.
In other words, these workers were always working at arms-length with business leaders and employees who did not embrace them as full team members. Talent management has focused on the traditional workforce and excluded independent workers from many traditional activities like onboarding, skills assessment, and development opportunities. Managers exclude them from employee collaboration platforms, project status reports, and celebrations of achievements.
However, even while recognizing that, in some cases, cybersecurity issues can limit access to platforms and systems for non-permanent employees, independent workers in the traditional workforce will only be at their most effective when they feel engaged and have a sense of belonging. This is the next stage in the gig economy – redefining the traditional workforce and reshaping it to become a more seamless group of workers comprised of traditional and independent workers.
This is a similar challenge to the one that organizational leaders had to manage as the remote workforce grew by double digits. How are people working with the traditional workforce regularly but considered separate from the traditional workforce supposed to feel inclusion and belonging? How can gig workers held at arms length be brought in enough to unlock the two principles essential to full productivity and engagement in the work and the people involved?
A New Inclusive Lens for Perspective
Reshaping the workforce means first looking at the concept of a workforce through a new inclusive lens. Independent workers need to be seen and treated as integral members of the workforce. Therefore, they should be included in talent processes from which they have traditionally been excluded.
The first step is to foster a culture that includes independent workers. This includes recognizing and valuing all work, no matter the source. HR professionals and managers can share the organization’s values to build a sense of belonging.
Another strategy is to bring full-time employees and independent workers together in various ways. That can include online and in-person work meetings and celebratory events. Independent workers, whether remote or onsite, should be included in events that are customized to meet the needs of regular employees who work in different locations. If special events are held that include remote and onsite workers, then invite remote and onsite independent workers.
Another strategy is developing an onboarding process for independent workers. All too often, they are hired without introducing them to the essential organizational resources and information. The onboarding process can be adapted to address the specific needs of the independent workers, but the process alone is helpful and inclusive.
Also, encourage collaboration between independent workers and permanent employees. Giving people access to collaboration tools can promote inclusiveness and provide assessment data. A goal is to harness the potential of independent workers while ensuring performance. In the area of performance, organizations can give independent workers opportunities to develop skills. One of the advantages of this approach is that high-performing independent workers who are given these types of benefits are more likely to return for future projects. When needing specific skills and abilities, developing these relationships proves their value over time.
The Integrated Workforce of the
Future is Here
Historically, independent workers have not been integrated into the regular workforce in terms of engagement, access to communication and other resources, and participation in organizational events. As the gig economy grows stronger and more workers choose independent status, it is imperative for organizational leaders to engage the workers in ways that include tailored skills development, fostering a sense of recognition and belonging, and promoting collaboration as a workforce member. Independent workers have many of the same needs as employees, and that is the foundation of developing a strategy for inclusion.