The Rise Of The Independent Worker
By Rudy Karsan
Today, about one-third of U.S. workers belong to a growing sector of the labor force that is comprised of contractors, consultants, part-time employees and the like, and this group is expected to grow at three to four times the rate of traditional workforces. In addition, the number of people doing more than one job is on the rise. In this emerging reality, people are networking with other people and employers to pursue the work they want to do for who they want, when they want and how they want. What does this mean from an organizational standpoint?
Traditionally organizations structure themselves in a manner that dissociates independent workers from their full-time employees (FTEs). They don’t consider the independent worker as a true part of their workforce. But given the trend of the rise in numbers of independent workers, they will need to rethink this mindset, and start to develop more holistic input strategies. Let’s take the example of an automobile company. As it looks for the raw materials for development of a new automobile, it looks at its supply chain, its contract manufacturing facility, and its entire input as a holistic supply chain in the creation of the automobile. The same mindset and processes and the same data points will be required as input for an enterprise as you would look for raw material for manufacturing. Organizations will have to look at their independent worker strategy like they look at their FTE strategy, and look at ways to develop a competitive advantage.
Companies with highly engaged employees not only see higher customer satisfaction, they also outperform organizations with low levels of employee engagement on a whole range of financial metrics. But employee engagement is complex and takes many contexts. That’s why we want to give you an inside look on the research we’ve conducted around employee engagement.
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