Managing The Gig Workforce - Course Sections 3 and 4 | Nicole Le Maire | Skillshare

Managing The Gig Workforce - Course Sections 3 and 4

Nicole Le Maire, Modern People Ops for remote teams.

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5 Lessons (20m)
    • 1. World Wide Worker Mobility

      1:53
    • 2. S3 / Lesson 1 - Mistakes Managers Currently Make In Today's Organisation

      3:31
    • 3. S3/ Lesson 2 - Integrating Your On Demand Freelancers Into The Workforce

      3:40
    • 4. S4/ Lesson 1 - Why Employers Prefer Working With Contingent And Freelance Workers

      5:34
    • 5. S4/ Lesson 2 - Engaging The Giggers In Your Workforce

      5:03

About This Class

Managing workers who are strategically important to the success of an organisation but not necessarily directly employed is a strategy difficult to get right but when done well it can really drive business performance.

As the rapid globalization of business continues, industries have begun to prepare itself for a flat world economy, a world with remote and easy access to talent and customers regardless of distance or language. No longer can an organization assume that highly skilled contractors, freelancers or other non-permanent workers will be ready and willing to fill gaps as circumstances require.

Today’s talent is in demand regardless of it employment status.

Today’s labour markets are undergoing radical change, as digital platforms transform how they operate and revolutionise the nature of work. The traditional workplace as we once knew it is changing, and a key component of this evolution is the rise of so-called gig economy, the on-demand workforce, the workflex, the contingent workforce etc.

In this full course designed by Nicole Le Maire, Global People Advisor - you will learn how companies are continuously seeking innovative ways to cut costs, increase efficiency, and perform competitively, and the strategic use of contingent workers can be an effective tool in advancing these goals.

Focusing on the increasing digitization of the labor market, which has a very worrying drawback as it is undermining the traditional employer-employee relationships that have been the primary channel through which worker benefits and protections have been provided.

The Sections Of This Essential Guide Can Be Viewed Here:

Section 1 & Section 2:

Introduction To The World Wide Workforce
What Does It Mean For Employees?

Section 3 & Section 4:

What Does It Mean For Managers?
What Does It Mean For The Organisation & "Employer"?

Section 5 & Section 6:

Best Practices To Managing An On-Demand Workforce
Course Summary

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Check out some of Nicole's other courses on Skillshare:

What Is Emotional Intelligence?

Building Emotional Intelligence

Learn How To Become An Emotion Coach [Emotional Intelligence]

Develop An Effective Emotional Intelligence Programme For The Workplace

  

Managing Multiple Generations

The Future Of Work With Multiple Generations

The Perceptions And Similarities Of Multiple Generations

Cross-Generational Conflict Solutions

 

Introduction To Training The Trainer - [Styles of Training]

Understanding Adult Learning

Design A Learning Experience - [A Course, Workshop, Training]

 

Modern Human Resources, mini-lecture

The Role Of HR Is Evolving

Short Guide For Digital HR

Introduction To Organisational Design And Development

What is Organisational Design?

What Is Organisational Development?

Achieving Excellence Through Collaboration and Culture Change

The Ultimate Employee Brand Advocates Course

Transcripts

1. World Wide Worker Mobility: is your company competing for the same talent pool? Recruiting, developing and retaining high professionals and skilled labor have been a key priority in companies around the world. And whilst many companies have great global talent management systems place, they do not always work. To be successful, each organization must balance local talent strategies with those that align with their own unique brand culture, value system and business goals. Understand reactions to predict solutions. Identifying internal and local talent by using the right effective criteria. Focus on the new strengths and characteristics. One. Identifying high potentials for both local and internal talent. Examine effective tools like competency profiles, assessment centres and talents data. To understand how to best identify exceptional high performing leaders in your organization . International employee engagement, cultural differences and fierce competition make it difficult to engage and retain global talent. Build an environment that engages and energizes generational as well as your worldwide work force. Transcend global boundaries through real connection and with the use of emotional intelligence, creating a bond that helps to foster motivation and commitment in all employees. Lack of global leadership pipeline develop real time leaders who can meet the demands of an uncertain and diverse environment. Supporting global talent pools, successor strategies and directing leadership development. Use the new tools available globally to integrate locally. 2. S3 / Lesson 1 - Mistakes Managers Currently Make In Today's Organisation: way Theo managers gaining an overview of where companies at how things were shifting and where the company wants to ultimately position itself is a necessary first step to have you workforce. See XSI Global pinpoints mistakes managers currently make in the global economic climate. Assume that sourcing and recruiting of talent will be performed by the upstream suppliers. Contract workers are more commonly being acquired through the use of staffing supply intermediaries and paid by contract workforce. Intermediaries who managed the legal issues faced by employers when paying foreign workers and management must take advantage of this one. Hiring Talent A study published by Barbara Ever Saw of Indiana State University points out that middle managers need to be incented and trained to accept a culture where they maintain accountability without power and control. As the shift to the contingent workforce begins to truly take hold, it is important to understand for managers why old employees become on demand workers. A recent Aberdeen study found that 74% of respondents who chose temporary employment cited lack of employer engagement as the driving reason for leaving. Those are the same people you are trying to engage as part of your contingent workforce. A thorough understanding of the effects of this economy has on these groups is crucial for managers. Your management is the who that can then integrate this information into company strategy, culture, retention, recruiting structure and employee development. There are a multitude of benefits to using a contingent workforce. A few of them include faster ramp up times than individuals completely new to the job or industry, as they already have. Many of the skills and experience required reduce the costs associated with recruiting. Provide diverse sources of interaction for the knowledge workers on a team. Keeping knowledge workers perspectives Innovative is an essential competitive weapon. Strengthening organization's success planning efforts by increasing the likelihood that staffing could be conducted on a just in time basis while competitors face shortages. Increase an organization's ability to attract, retain and motivate high performing individuals who may not otherwise work in a full time position. Enable an organization to proactively plan for the economic impact of expected town that shortages as the baby boomers leave replacement costs will likely skyrocket lower benefit costs since many contingent workers don't legally qualify for employer benefits, lower employment and payroll taxes to establish strong engagement, employers must assess their current strategic plans and adjust them in accordance with the advancement of global business. Introducing new programs and using intermediary services can provide organizations with the ability to do so. 3. S3/ Lesson 2 - Integrating Your On Demand Freelancers Into The Workforce: way, Theo. Some say that you cannot invite contingent workers to participate in rewards and recognition programs, and that you constantly have to reinforce that these people are not part of the permanent employees workforce. As managers must treat contingent workers slightly different than their full time reports. It can seem like a completely unstructured mess. But the fact is, there are steps that have to be taken to protect both the company and its workforce. Both employees and contingent workers hands down using the gig. Economy is clearly showing statistical evidence of its positive effect on business, but this is Onley when it is implemented correctly. There is the risk of potential conflict between contingent workers and regular employees over work and working conditions, getting to the heart of what this means for managers, as well as learning about how the rising on demand workforce is changing, the landscape is critical to empowering managers to make sound decisions and adopt the best practices. To implement it correctly, management must first support the idea, and to do this, a flexibility plan must be incorporated into the business model. This means gathering data and extrapolating on how it will benefit all aspects of the business, both short term and long term. Once it has the green light to proceed, develop a plan that covers all positions, including full time, part time and any other that gives flexibility to everyone. One of the best ways to do this is to hold meetings with employees. Many have great creative ideas on how to go about designing this new business model. Finally, communication is key. Answer any and all questions know how to track metrics so that when senior manager meetings Air held, you can share the progress being made. Also spread around success stories. This will bolster both management and employees confidence in such a new and relatively foreign model. Although most organizations spent a large share of total budget on services, do you have the same visibility into service costs as they do for goods and materials? Workforce analytics, including data warehousing, will be crucial in order to aggregate data across financials, procurement and HR, and both prove the value of contingent labor at an executive level and help organisations manage costs. Constant classifications of contingent status. Standardization of all contingent labor processes and classifications is the best practice and will significantly reduce the risk associated with managing a contingent workforce reporting statutory and internal management. This is critical to reducing risk of audits or lawsuits and will help keep costs in line or be able to reduce them through better line of sight between the costs and worker performance. KP EYES Key performance indicators will provide on the spot insight into worker performance and vendor performance and help ensure the best workers are procured at the best price. 4. S4/ Lesson 1 - Why Employers Prefer Working With Contingent And Freelance Workers: way Theo, with the changing nature of the work force, is forcing companies to learn to manage their workers in different ways. For business management governing a new team of international workers across borders, time zones and policies can be complicated. The globalization of industry has afforded us many advantages when it comes to working with and managing on demand. Individuals in different locations faster ramp up times than individuals new to the job or industry, as they already have. Many of the skills and experience required. Consequent reduced recruiting and training costs. Stronger succession planning due to the likelihood that staffing can be conducted on a just in time basis. Diverse sources of interaction for the knowledge. Workers on a team, the possibility of attracting, motivating and retaining high performing individuals who may not otherwise work in a full time position or for your company. Proactive planning for the economic impact of expected talent shortages, reduced benefit costs and payroll taxes. Over the past few years, I have seen how the terms, gig, economy or on demand economy inspire reactions ranging from confusion to excitement to fear for the clients. I work with way develop management strategies to cope with business owners should be prepared to do their due diligence. Health check making decisions about balancing innovation with stability. Stay flexible and open to change, play by the rules or make your own rules and collaborate with other on demand workforces and policymakers to effect change when needed. Most companies either already access their ability to manage talent in the flat world economy or quickly realizing their need to. And there are a few ways businesses can insure their engaging in the right way. Let me give you an example. Your organization has just negotiated what is, hopefully a fair and equitable price when for curing their labor. Yet if you are tracking their performance and potential to help your organization meet its goals, it is reasonable you have performing resource discussions. If you have a number of different types of contingent labor that could be in your employ, contractors tempts interns so on. Each will carry a certain amount of legal a tax implications to consider as you move into the area of compensation. From a system standpoint, you need to be prepared again through integrated systems to be able to provide timely and accurate compensation, accurate coding reporting and analysis is critical here for business owners. Making wise decisions starts with gathering and continuing to regularly update information from credible, applicable sources within the on demand economy. Asking the right questions along the way is just is important. What made sense of year ago but doesn't now what made sense last month but won't next week ? By its very nature contingent labor is temporary and, as such it's used often encourages the sidestepping oven organizations normal recruitment policies, especially policies concerning hiring and performance management. New policies are needed to provide workers in contingent employment relationships, access to benefits and new institutions are needed to deliver them. Companies must manage and protect their confidential, proprietary and trade secret information. There is growing support for the view that benefits for the on demand workforce should satisfy at least three conditions. They should be portable attached to individual workers rather than their employers. They should be universal, applying to all workers and all forms of employment, and they should be pro rated, linking employer benefit contributions to time worked, jobs completed or income earned. It will come as no surprise that communication will be key for success in a contingent workforce strategy both for the contingent worker and the traditional workers and management contingent. Labor may tend to feel that they're considered separate from regular employees, given extra work or simply not part of the overall team. Best practices and employee communication include the ability to create targeted messages to specific groups or individuals, gather feedback in the 360 degree environment and survey on demand employees to gain valuable insight into once and needs. On the other hand, traditional employees may tend to feel animosity towards contingent labor if they feel that the contingent worker is being compensated Better has more flexibility with work hours at assignments or that work is being taken away from them. Best in class organizations will plan for this and utilize tools and processes to be sure that the entire workforce understands their roles. 5. S4/ Lesson 2 - Engaging The Giggers In Your Workforce: way, Theo. The way the ability to work remotely has vastly accelerated. The globalization of companies on the best talent is readily available, no matter where they're based. But the need to engage contingent workers is driven by many factors, most especially the hard to find skill sets. There can be a multitude of reasons to pick a contingent worker over hiring a traditional worker. Your internal systems play a major part in the decision making process. For instance, if you don't have a solid system for tracking employee's skill sets and goals, you could easily overlook a current employee with skills you need and higher contingent, instead, possibly costing the organization the loss of that worker or just adding an unnecessary contingent cost. Consider what work style is needed. Many may not be full time or traditional 9 to 5 workers. Be prepared to be flexible and work schedules, job sharing and remote work environments, as this will help contribute to a safe and engage working environment. As organizations use of on demand workers increases, so, too, do the risks associated with that use. In order to ensure that your contingent workforce is truly providing a benefit to your organization. It is more important than ever to ensure that your organization understands the issues on the risks and takes appropriate steps to address them. One frustrating challenge for companies that are just trying to get it right is that different courts and different government agencies have adopted different tests for determining worker status. The result is that a worker could be an employee under one test on a bona fide independent contractor under another. The consequences for misclassifying employees can be particularly significant for employers , resulting in back taxes, legal penalties and interest based on when the misclassification took place. Make sure that your HR team is on board and involved. You are likely to see an uptake in the percentage of employees who prefer to work part time as contractors or full time as freelancers. Few organizations have offered the same experiences to contingent workers that permanent workers enjoyed. While the on boarding process for worldwide workers should look different from an administrative perspective, it should be unequally superior experience. Ironically, the management of worldwide workers has often fallen under the Office of Procurement rather than the recruitment and human resource is from a cost control perspective, this is understandable. But as humans and teammates, once onboard attempt or contractor, should feel as much a part of the team as anyone, the following suggestions will help your minimize risk and get the most out of your contingent worker arrangements. Review the language in your contingent worker agreements. Ensure that the contract language does not include provisions that give your company the right to control the matter and means by which your workers accomplish the desired result. Consider including an express provision that your company does not have any right to control the manner and means of accomplishing the work to be done. Consider not using identical agreements for every contractor, but instead drafting language that reflects the unique situations of each worker. When contracting with outside organizations to provide workers to your company, make sure your contracts are clear and protective of your company's interests. The face of industry today is hyper connected with the highest level of internal collaboration. History has seen organizations must seize opportunity toe work globally, closing gaps in the foreign market and situating themselves in upcoming online and offline locations if they want to be successful in the future. Collaborative workspaces are an ideal way to accomplish this, especially for organizations where required parties are geographically dispersed. All system should be integrated in a fashion that set the stage for future tracking of the contingent worker. Develop strategic integrated practices at procedures for your workforce so that your company is consistent in its decisions. As technology continues to expand and new innovations changed the face of economy, employers gain significant benefits by cultivating an attitude of flexibility and innovation. Educate and train employees who work with your contingent workers so they understand what the role of the company's contingent workers the post to be.