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TheFutureofWorkwithDigitalMarketplacesWhatRoleforCompaniesEngagingPlatformWorkers?
MarcoTorregrossaSecretaryGeneral@EuropeanForumofIndependent Professionals
ManagingDirector@EuroFreelancers
TechMarketplaceSummit25January2017
TheNewYorkCity’ssubwaysystemhas reported inApril2015that,forthefirsttimein30years:
… thisisbecausepeopleareditching theconventionalcommutetoa9-to-5job, sotheycanliveandworkdifferently.
TheRushHourisDying!
“weekdaygrowthwasstrongestoutsideofthetraditionalmorningandeveningrushhours”.
PlatformEconomy:BringingDiversityofWork
AdaptedfromUrsulaHuws,PlatformLabourorCrowdsourcing2015
Type Mode Place Status Client FullTime/PartTime
Manual High-skill Online Offline Home Empl.site Employee Self-empl. Individual Company Mainjob Secondjob
Upwork * * * * * *
Click-worker * * * * * *
Taskrabbit * * * * * *
Wonolo * * * * * *
MechanicalTurk * * * * * *
Mila * * * * * *
EdenMcCallum * * * * * *
JobsforLifeBecomeJobsforaMinute
Type
Contract
Length
Place
Protection
Employee
Open-ended
Decades
In-house
Linkedtopremises
Subcontractor
Temporary
Years
Out-house
Linkedtostatus
Freelancer
Self-employed
Months/Days
Home/Cowor-kingspace
Linkedtoindividual
Ondemand
Services
Hours/Minutes
Platforms
Tobeinvented
AdaptedfromThomasMalone– Thespectrumofjobs
Eurostat,2015
1. AhighdegreeofautonomyTheyexercisecontrolovertheirworkloadandportfolio,givingthemagreaterdegreeofflexibilitythanemployees.
2. Paymentbytask,assignment,orsalesTheyarepaidfortheiroutput– thecompletionofaproject,ratherthantheirinput– numberofhoursworked.
3. Short-termrelationshipwithclientsTheyperformshort-termassignments.Theycanbegintoworkimmediatelywithoutinfrastructures,funding,abusinessplanandoftenlearnbusinessskillsastheygo.
4. MeasuringgrowthinunconventionalwaysTheywanttokeeptheirbusinessatamanageablesize,balancingincomegenerationwithcreativity,freedom,self-relianceandwell-being.
HowtoSpotaFreelanceDigitalWorker
1.Full-TimeDigitalWorkers[40%ofallfreelancers]Traditionalfreelancerswhoderivetheirprimaryincomefromindependentworkanddonothaveanemployernoremployeesbut insteaddofreelanceworkonaproject-to-projectbasis.E.g.Aself-employedtherapistonbetterhelp.com
FreelanceDigitalWorkersSegmentation
2.Part-TimeDigitalWorkers(Moonlighters)[45%ofallfreelancers]Individualswithmultiplesourcesofincomefromamixoftraditionalemployer andfreelancework.E.g.Aself-employedprofessorwhoalsogivesonlinepaidspeechesandwrites/sellsane-book.
3.TemporaryDigitalWorkers[10%ofallfreelancers]Individualswithasingleemployer,client,job,orcontractprojectwheretheiremploymentstatus istemporary.E.g.Aself-employedbusinessconsultantworkingforoneclientonacontractbasisforamonth-longproject.
4.FreelanceBusinessOwners[5%ofallfreelancers]Freelancerswhoprovidetheirservicesthroughalimitedcompanyratherthanasasolotrader.E.g.Aself-employeddigitalmarketingguruworkingonfiverr.com viaherownone-personcompany.
Consultants PR/Marketing prof. ITprof. Journalists
Real estateprof. Painters Translators/Interpreters Magicians
Footballplayers Top models HR/Headhunters Writers/Editors
Interior designers Meteorologists Virtualassistants Therapists
Socialworkers Privateinvestigators Fitnesstrainers Photographers
Socialmedia prof. Exoticdancers Actors/FilmMakers Gamedevelopers
Bloggers Musicians/Singers Tourguides Medium/Fortune Tellers
Buskers Yogainstructors Gardeners Personalcoaches
Senior carers/Nannies Chiropractors Webdevelopers/Coders Bitcoinminers
SomeExamplesofFreelancers
StructuralShiftsShapingtheDigitalWorldofWork
Combinedforces• Globalisation• Fasterlifestyles• Technologicalrevolution• Demographicchanges• Increasedmobility• Developmentoftheservicesector• Newproductionpatterns• Onlineplatforms• Erodingbrandandemployerloyalties• Needforspecialisedadhocskills• Costeffectiveonlineadvertising• Accesstobetterinfrastructures
Workisnowadays…1. Muchmoreaccessible2. Inmuchsmallerpieces3. Fromagreaternumberofproviders4. Unbundledfromajob
NickGrossman,TheUnbundlingoftheJob
WhatAdviceCanWeGiveThem?
What’sinStorefortheCollaborativeEconomy in 2017,MarcoTorregrossa onMedium
• IncreaseworkplaceinnovationandlabourproductivityinbothcorporationsandSMEs
• Freefromthelimitsofinternalresourcesandenabletheuseoftalentthatwouldotherwisenotbeeconomicallyfeasibletohireonemployeecontracts
• Reducetheamountoffinancerequiredforbusinessstart-upsandgaincompetitiveadvantage
• Becomemoreflexible,responsivetothemarketandmaximiseperformanceacrosspeaksindemand
• Createjobs(forothers)byincreasingthelevelofefficiencyandbyhelpingnewprojectssucceed
AdvantagestoUseDigitalWorkers
TimesAreChanging
“Freelancingislikeonlinedating,upto5yearsagocompanies
wereashamedtoadmittheydidit,i.e.hirefreelancers.Now,allofasudden,ithasbecomesexy.”
• 32% oftheaveragecompany’sworkforceiscomprisedbycontingentworkers.
• 85% ofHRdirectorsbelieveanintegratedtalentmanagementapproach,permanentandcontingentalike,willenhancetheresourcestheirbusinessesneedtodrivegrowth.
• 84% ofdigitalworkersarehappieratworkthanemployees,despitethefactthattheymayearnless.
SomeKeyFacts
AdaptedfromPeck,TheFlexibleFirm(1996)
Freelancedigitalworkersarethe“bosses”ofsomeemployees
AdoptingtheHollywoodmodelofwork
TalentExchangetomatchindependentconsultantstoclientprojects
Fillingshort-termdemandforITexpertise duringseasonalpeaks•
50:50projectratioofemployeesandfreelancers
CaseStudiesfromLeadingCompanies
TheHollywoodModelandtheFutureofWork
FirstStep:CompanyasaService
Keynote:TheCollaborativeEconomywithJeremiahOwyang,slideshare
SecondStep:MotivateaMarketplace
Keynote:TheCollaborativeEconomywithJeremiahOwyang,slideshare
ThirdStep:ProvideaPlatform
Keynote:TheCollaborativeEconomywithJeremiahOwyang,slideshare
20%20%
20%
Keynote:TheCollaborativeEconomywithJeremiahOwyang,slideshare
• Understandlifetimeemploymentislargelyarelicofthepast.
• Operatelikeaself-containedsmallbusiness.
• Mapoutyourowncareertrajectories,lookingforyourownadvancement.
• Developdifferentiatedskillstoavoidbecomingpartofalow-wagegeneralistpool.
• Learnself-managementandforesighttoprepareforhighsandlowsinearnings.
AdvicetoFreelanceDigitalWorkers
• Digitalworkerscanbeusedtorespondquicklytodisruptiveinnovation,managechange,harnessexternalknowledge,andintroducenewservices.
• Don’tthinkintermsofemployeesbutintermsofspecialisms.• Startinsideofcompaniesbyprovidingopportunitiesforemployeestochooseassignmentsindifferentareas.
• Createanexternal talentpooland appointanofficerofextendedworkforcemanagement.
KeyTakeaways(1)
Thehumancloud:Anewworldofwork,FinancialTimes,2015
AVirtualWorldofWorkers
• Deviceon-demandhiringanalyticstomeasureperformanceandintegratedigitalworkersintothecompanyculture.
• Understandthatpeoplewhospecializeindoingwhattheydobestraisestheirengagementandmakescompaniesmoreproductive.
• Considerthetrade-offs,itcanbeunwisetomanagesomeone’sworkexternallyandriskiertoentrustsomeonewithconfidentialprojects.
• Ensurethatdigitalworkersaretreatedfairlyandethically.
KeyTakeaways(2)
“Therearelawsforpeopleandlawsforbusinesses,butweareanewcategory,athirdcategory…peopleasbusinesses.”
- BrianChesky, CEOAirbnb
“Myfatherhadonejobinhislife,I'vehadsixinmine,mykidswillhavesixatthesametime.”
- RobinChase, CEOZipcar
MarcoTorregrossaabout.me/marcotorregrossa
ManagingDirectorEuroFreelancers@EuroFreelancers
#FutureOfWork
• UnderstandingIndependentProfessionalsintheEU,Lorence NyeandKayte Jenkins,June2016.
• FreelancinginAmerica,FreelancersUnionandUpwork report,2015.• Howdothestaffingneedsofcompaniesevolve?,DenisPennel
Ciett ManagingDirectorpresentationatILOITC,2ndNovember2015.• TheFutureofWork:SkillsandResilienceforaWorldofChange,EuropeanPolitical
StrategyCentre,10June2016.• FutureofWorkWhitePaper,WorldEmploymentConfederation,September2016.• Independentwork:Choice,necessity,andthegigeconomy,McKinseyGlobalReport,
October2016.• PlatformLabourorCrowdsourcing,Prof. UrsulaHuws,2015.• TheStateofContingentWorkforceManagement:The2014-2015Guidebookfor
ManagingNon-Traditional Talent,ArdentPartners,2015.• TheRoleofFreelancersinthe21st CenturyBritishEconomy,Prof. AndrewBurke,2012.• Illustrations,IgorKalashnikov for BrightSide.me• JeremiahOwyang,KeynoteonSlideshare:TheCollaborativeEconomy
Sources