The problem, as the PwC study found, is that 92 percent of companies are not handling these contingent workers as effectively as they could. As companies rely on contingent employees in ever-greater numbers Even, they often make it difficult – if not impossible – to allow them to contribute in full measure.
Leaders should do better. This didn’t matter much 30-something years back once I became a full-time freelancer. Most industries had little use for contingent workers then, and most workers desired “real” jobs on the payroll. By 2017, however, 57 million American employees determined themselves as freelancers – that’s 36 percent of the labor force and nearly 50 percent of millennials.
- Wine Standards Management Plans (WSMPs)
- Question: – How will you describe the term ‘Strategic thinking’
- 50% Deductible Meal & Entertainment Expenses 2018
- Creation of POC’s / Spike development and energetic participation in technology evaluation
- The human reference professional
- Wavy aspect Pony
And contingent workers are popular in a bunch of sectors for a bunch of reasons. These include (but are not limited to): the record-low unemployment rate, shortages of skill in emerging features arenas (like AI and robotics), and the growing numbers of business models and workforce strategies that depend on contingent employees.
Yesteryear controlling contingent employees was something of the contradiction in terms. It seemed like a major reason to hire independent contractors was that you didn’t have to trouble managing them. If there was a problem, the relationship could be terminated with at the least cost or turmoil easily. And of how well contingent employees performed regardless, it was the rare manager who thought it might be worth cultivating an ongoing relationship. That mind-set has been transformed during the last decade, as contingent employees have become more central to more companies’ operations. Read the rest here.
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