With this has arrived the most dynamic and ‘flexible’ trend of them all – the advent of the ‘gig workforce’.
The ‘gig economy’ as it is better known champions the notion of short-term hires, part-time work and project-specific employment; all of which inevitably provide substantial advantages to a business. Creating almost a silo effect for HR, specific individuals can be brought in to address sole tasks or to plug a gap in the labour force should full-time workers be ill or OOO for long periods. It can be cost-effective, performance-enhancing and structurally efficient.

However, given its relative newness to the industry climate, it’s far to say that businesses aren’t yet truly set up to cater for, or even to optimise, the gig economy.

A different type of management is required to hone the skills of a short-term – gig – employee. They may already have the requisite skills (or else why hire them for such a short stint) but will have very little knowledge of the organisation they’re entering; their processes, values, missions, vision, or of course inter-office relationships.

A more personal, rather than skills-based, approach to management is therefore required to get new arrivals up to speed quickly, not just in terms of what they’re required to do, but how these objectives fit into the existing framework of the company.

The human side of digital transformation

This isn’t the only challenge of course. There’s also an inherent conflict between such a ‘new-wave’ trend and deeply entrenched HR processes and procedures that currently engulf most established enterprises. Much was made of the administrative difficulties associated with trends like remote working or BYOD, let alone sudden and ongoing fluctuations of workforce.

However, just as is the case with these aforementioned tools and trends, the gig economy is vital to the way in which present-day business is conducted. Contact resourcing is perhaps the most human strand of organisations’ digital transformation strategies at present; in both complementing and facilitating the new digital tools and solutions that are being subjected to businesses in order to keep up.

Specialists and short-term integrators possess a vital skill-set that is much sought-after; and those who manage this new, more flexible, workforce pattern will be those who reach their digital destinations quickest.

A balance of old and new

A step change in culture and thought is needed to embrace this new, agile way of operating. Changing HR processes or management styles as individual coping mechanisms may work once or twice, but without properly engraining these changes into your company’s psyche, they will soon be found out or exposed for the temporary quick-fix strategies they are.

Such ideologies need to become part of your DNA so that, for every new ‘gig’ employee, a stable and credible introduction is provided to them. They will believe that this is a suitable match for them, they will understand their objectives, and will know that their specific skill-sets are being pointed in the right direction to complete what they’re hired to do.

At Match, we look to help instil this DNA into clients’ operations so they in turn can maximise their flexible talent.

We do this by setting up squad delivery teams, with key permanent staff in charge of managing contract resource to ensure we are controlling the quality of delivery at our clients’ facilities.

It’s about finding a balance between staying true to your company’s existing business model and tried-and-tested structures; and the ability to learn and adapt to new ways of working.

Members of the gig economy are already of that mindset, and it’s now imperative that the companies opening their doors to them showcase a similar rationale upon arrival too.

Produced by

James Fowler - Match Performance.