A greater mix of full-time and contingent workforce
One of the unfortunate results of the first wave of lockdown and shelter-in-place orders was the massive decline in labor demand; even with the measures being lifted, companies are still reluctant to hire full-time employees. However, companies are now looking at a contingent-workforce strategy as a viable middle ground.
Many organizations have successfully used contingent workers for project-based work in the past, and the experience has been overwhelmingly positive. Adding the uncertainty surrounding the probability of additional “waves” of COVID-19 infections, hiring contingent workers is an attractive alternative to traditional employment models. In addition, the increasing number of available contingent resources in the marketplace is fueling this trend further.
What can HR do?
While gig workers offer employers greater workforce management flexibility, HR leaders will need to evaluate how performance management systems apply to these workers. Here are some considerations to keep in mind.
Critical skills and competencies
HR will need to create unique work-developing plans to onboard and upskill contingent workers.
Future of work
HR will need to formalize administrative and management processes for nontraditional employment models.
Performance management
HR will need to design systems that evaluate gig workers and include them in team processes.
Compensation and rewards
To avoid a potential culture where employees see themselves as “haves” or “have-nots,” HR will need to determine to what degree contingent workers will be eligible for the same benefits as full-time peers.
Diversity and inclusion
The changing nature of the workforce will bring new opportunities and challenges when it comes to honoring the company’s commitment to diversity and inclusion.