The Future of Work

The Presentation inside:

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THE  FUTURE  OF  WORK   Angie  Kramer   Founder  and  CEO      

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THE  WAY  WE  WORK  TOGETHER     IS  CHANGING     1.  2.  3.  4.  5.  6.  Survey  data  from  ‘the  Future  of  Work’   Global  trends   What  is  a  ‘Freelancer’   How  the  Employers  can  benefit  (and  thrive)  with  this  new  shiI   New  models  as  thought  starters   Steps  to  build  your  strategy  

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THE  FREELANCER  ECONOMY   “Talented  people  need  organizaQons  less  than   organizaQons  need  talented  people.”     -­‐   Daniel  Pink  

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ALMOST  HALF  OF  PEOPLE  LOOKING  FOR  A  NEW  JOB  –   DRIVEN  BY  INSECURITY  &  LACK  OF  CAREER  PROGRESS   Are  you  currently  looking  for   a  new  job?   Yes   Why  would  you  think  about  moving  jobs   (fullQme  or  freelance)   Uncertainty  about  job  security   47.50%   37.26%   Lack  of  career  advancing  work   37.26%   Culture   No   52.50%   Commu[ng  [me  and  cost   Conflict  within  the  organiza[on   Source:  JobBliss  ‘Future  of  Work’  Survey,  1155  respondents,  June  2015   29.48%   25.24%   20.52%  

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40%  OF  PEOPLE  IN  EMPLOYMENT  LOOKING  FOR  MORE   FLEXIBLE  OPTIONS…     Do  you  plan  on  going  full-­‐Qme  freelance  or  contract?     60%   40%   Source:  JobBliss  ‘Future  of  Work’  Survey,  1155  respondents,  June  2015   Yes   No  

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…AND  SOME  ARE  DOING  IT  IN  ADDITION   TO  FULLTIME  WORK   Have  you  ever  engaged  in  freelance  a  ssignments  outside  of             your  primary  job?   35%   Yes   No   65%   Source:  JobBliss  ‘Future  of  Work’  Survey,  1155  respondents,  June  2015  

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THE FLEXIBLE aka contingent, on-demand, gig-economy, freelance…   WORKFORCE IS COMING

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LIFE  AS  A  FREELANCER   There  is  no  “job  security”     Benefit-­‐free  contract  working  for  mulQple     employers  is  the  new  normal     ©  2015  JobBliss.    All  rights  reserved.  ConfidenQal  and  proprietary  informaQon  of  JobBliss.   U.S.  Patent  Pending    

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PROS   1.  Work  /  Life  balance   2.  Flexibility  to  work  from  home   3.  Greater  variety  of  work   ©  2015  JobBliss.    All  rights  reserved.  ConfidenQal  and  proprietary  informaQon  of  JobBliss.   U.S.  Patent  Pending    

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CONS   1.  Lack  of  health  benefits   2.  Not  enough  freelance  work  booked  in  advance  (job  security)   3.  Needing  to  constantly  network,  bookkeeping  and  other   someQmes  unfamiliar  tasks     4.  Having  their  rates  cut  (low  pay)   5.  Work  is  always  last  minute,  employers  do  not  plan  in  advance.   6.  Chasing  invoices   ©  2015  JobBliss.    All  rights  reserved.  ConfidenQal  and  proprietary  informaQon  of  JobBliss.   U.S.  Patent  Pending    

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FLEXIBILITY  &  CHOICE  IS  THE  KEY  APPEAL  OF   FREELANCING   What  would  be  appealing  about  going  freelance  or  contract?   63.3%   Flexibility  to  work  from  home   60.6%   I  can  chose  my  own  hours   Work/life  balance   52.5%   I  can  choose  the  work  that  appeals  to  me   52.4%   48.6%   The  opportunity  to  be  my  own  boss   35.5%   A  greater  variety  of  work   Compensa[on  (I  will  earn  more  as  a  Freelancer  /   30.3%   Growth  opportuni[es  and  learning  new  skills   29.7%   Lack  of  job  security  with  current  employer   8.8%   Source:  JobBliss  ‘Future  of  Work’  Survey,  1155  respondents,  June  2015  

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BUT  ACROSS  BOTH  OLDER  &  YOUNGER  WORKERS  –   INSECURITY  &  LACK  OF  BENEFITS  ARE  AN  ISSUE     As  a  Freelancer,  what  makes  you  feel  insecure?   19-­‐35  age  group   36  years  +   71.15%   Lack  of  employee  benefits  (eg  Medical  and  Dental)   62.79%   50.00%   Not  enough  consistent  Freelance/Contract  work  booked  in  advance   57.36%   28.85%   Working  with  external  recruiQng  companies   39.53%   32.69%   Not  enough  Qme  to  find  new  client  work/assignments   31.01%   38.46%   Hourly  rates  too  low   28.68%   17.31%   Invoicing  and  payment  collecQon   28.68%   26.92%   AccounQng  complexiQes/  filing  personal  taxes  is  complicated   24.03%   17.31%   Don’t  like  working  alone   Cost  of  coworking  or  office  space   Lack  of  variety  in  the  work  available   18.60%   13.46%   11.63%   7.69%   8.53%   Source:  JobBliss  ‘Future  of  Work’  Survey,  1155  respondents,  June  2015  

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EMPLOYERS  DESPERATELY  NEED  FLEXIBILITY   Employers  need  a  nimble,  on-­‐demand  workforce  to   keep  costs  down  and  meet  drasQcally  and  constantly   changing  needs   ©  2015  JobBliss.    All  rights  reserved.  ConfidenQal  and  proprietary  informaQon  of  JobBliss.   U.S.  Patent  Pending    

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PROS   1.  Flexibility  to  staff  up  and  down  as  needed   2.  Specific  skill  sets  needed  are  not  required  on  a  fullQme   basis   3.  Freelance  talent  helps  support  current  internal  team   4.  Cost  savings  by  reducing  fullQme  overhead     ©  2015  JobBliss.    All  rights  reserved.  ConfidenQal  and  proprietary  informaQon  of  JobBliss.   U.S.  Patent  Pending    

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CONS   1.  2.  3.  4.  The  good  ones  are  booked  up  (talent  scarcity)   Time  it  takes  to  contact  talent  for  availability   Costs  associated  with  searching   Using  a  flexible  workforce  is  new,  and  there  are  oIen  no     systems  in  place.   5.  Freelance  staffing  is  always  ‘reacQve’   ©  2015  JobBliss.    All  rights  reserved.  ConfidenQal  and  proprietary  informaQon  of  JobBliss.   U.S.  Patent  Pending    

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CORPORATE  AGILITY  &  COST  REDUCTION  IS  DRIVING   THE  FREELANCE  ECONOMY   Why  do  you  think  there  has  been  an  increase  in  hiring  freelance   talent?   Company  models  are  changing  -­‐  becoming  more   nimble  using  skillsets  ‘as  needed’   67.20%   Overhead  -­‐  Increased  demand  to  lower  costs  (office   space,  benefits,  insurance)   58.80%   Skills  shortage  -­‐  Increase  in  the  diversifica[on  of  the   range  of  skills  sets  needed   44.50%   42.00%   Less  year-­‐over-­‐year  budget  stability   Internal  demands  -­‐  Increased  need  to  be  flexible   Client  demands  -­‐  Increased  need  to  be  flexible   Economic  changes   Source:  JobBliss  ‘Future  of  Work’  Survey,  1155  respondents,  June  2015   34.50%   30.30%   21.30%  

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BUT  WAIT,  THERE’S  MORE!   1.  2.  3.  4.  Decrease  in  commuQng  +  traffic   Child  care  and  work  /  life  balance  issues     Resourcing  (being  fully  resourced)   Increased  cross-­‐pollinaQon  of  learning   ©  2015  JobBliss.    All  rights  reserved.  ConfidenQal  and  proprietary  informaQon  of  JobBliss.   U.S.  Patent  Pending    

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92%  of  Canadians  say  that  Freelance  is  on   the  rise  in  Canada   ©  2015  JobBliss.    All  rights  reserved.  ConfidenQal  and  proprietary  informaQon  of  JobBliss.   U.S.  Patent  Pending    

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89%  say  they  have  no  effecQve  means  of   managing  flexible  talent   ©  2015  JobBliss.    All  rights  reserved.  ConfidenQal  and  proprietary  informaQon  of  JobBliss.   U.S.  Patent  Pending    

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ARE  WE  PREPARED  FOR  THIS?   ©  2015  JobBliss.    All  rights  reserved.  ConfidenQal  and  proprietary  informaQon  of  JobBliss.   U.S.  Patent  Pending    

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BUSINESSES  HAVE  SEEN  A  BIG  INCREASE  IN    DEMAND   FOR  FREELANCE  TALENT  OVER  THE  PAST  5  YEARS…   How  have  your  needs  for  freelance  talent  changed  over  the  past   5  years?   31.78%   Increased  Significantly   Increased   Decreased   59.81%   6.54%   Source:  JobBliss  ‘Future  of  Work’  Survey,  1155  respondents,  June  2015  

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…AND  SEE  THAT  DEMAND  INCREASING  IN  THE  NEXT  5   YEARS   How  will  your  needs  for  freelance  talent  change  in  the  next   5  years?   34.65%   Increased  Significantly   Increased   Decreased   61.42%   3.15%   Source:  JobBliss  ‘Future  of  Work’  Survey,  1155  respondents,  June  2015  

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WHERE  WE  WERE   Owned  employees   On-­‐demand  employees  

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WHAT  HAS  CHANGED   Owned  employees   On-­‐demand  employees  

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WHERE  WE  ARE  GOING   Booking  and  planning  in  advance   Owned  employees   On-­‐demand  employees   Hybrid  employees  

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MOTIVATORS  FOR  TALENT   To  create  a  flexible  workforce,  you  need  top  talent  to  be   engaged.   They  want  to:     •  Make  progress  in  their  careers   •  Have  ‘job  security’   •  Feel  included,  part  of  a  team   •  Make  a  difference    

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MOTIVATORS  FOR  EMPLOYERS   •  Keep  costs  down     •  Creates  an  aqracQve,  inclusive  culture  that  will  be   appealing  to  millennial  and  top  talent   •  ProacQve  planning  will  allow  employees  to  feel  more  in   control   •  Nimble  workforce  allows  for  quick  adjustment  to   external  client  needs  –  worrying  about  being  ‘fully   resourced’  will  be  a  thing  of  the  past.  

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‘FLEXIBLE  WORKFORCE  MODEL’  THOUGHT  STARTERS   How  do  we  best  incorporate  key  talent  that  is  not     ‘full-­‐[me’:   •  Thought  leader  –  staff  all  offsite/flex   •  Hub  and  spoke   •  Flex   •  Lean  Startup   •  InnovaQon  model    

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EXAMPLE  1:  HUB  AND  SPOKE   100+  employee  company   Owned  employees   On-­‐demand  employees   Hybrid  employees  

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EXAMPLE  2:  COLLABORATION  MODEL   1-­‐10  employee  company   Single  department  in  company   Key  employee   Core  talent  25-­‐75%  of  Qme   AddiQonal  skill  sets  10%<   On-­‐demand  as  needed  

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BUILDING  YOUR  STRATEGY   Freelancing  is  very  uncertain.  Talent  needs  to  feel   supported  or  they  will  go  back  to  full  [me.  Here  are   some  steps  we  can  make  to  build  a  strong  rela[onship   with  your  flexible  workforce:   •  Assign  ownership  and  governance  of  on-­‐demand   workforce  management   •  Develop  and  educate  project  management,  HR  and  IT   systems  to  support  on-­‐demand  talent   •  Put  in  place  integrated  management  and  risk  controls   across  the  business,  procurement  and  HR  teams   •  Extend  your  performance  management  and  analyQcs   efforts  to  on-­‐demand  talent   •  ProacQvely  plan  for  a  hybrid  workforce  that  includes   owned,  on-­‐demand  and  hybrid  employees    

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What  could  your  ‘Flexible  workforce’  model  look  like?  

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KEY  TAKEAWAYS   1.  The  flexible  workforce  is  coming  because  the  number   of  skills  and  level  of  talent  is  increasing  daily   2.  Treat  Freelance  as  extended  employees,  they  need   job  security  –  book  ahead  and  build  a  rela2onship   3.  Models  needs  to  change  (eg.  Hub  and  spoke)   4.  Building  a  proacQve  strategy  takes  Qme  and  planning   –  set  aside  $   5.  Put  a  collaboraQve  team  in  place  between  HR,  project   management  and  C-­‐level  (this  is  key)   6.  Every  company’s  model  will  be  unique   7.  Its  a  long  term  play,  there  is  no  quick  fix   8.  No  one  company  has  figured  it  out  –  it  is  Canada’s   opportunity  to  be  the  leader    

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THANK  YOU   @angiekramer   [email protected]   Freelance  RelaQonship  Management      

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1.  2.  3.  4.  5.  6.  7.  8.  9.  Sara  Horowitz,  “Freelancing  and  the  future  of  work,”,  September   7,  2011,  hqps://  blog/2011/09/07/freelancing-­‐and-­‐the-­‐future-­‐of-­‐  work/.     “Workers  on  tap:  The  rise  of  the  on-­‐demand  economy  poses  difficult  quesQons  for  workers,  companies  and   poliQcians,”  Economist,  Janu-­‐   ary  3,  2015,  hqp://  leaders/21637393-­‐rise-­‐demand-­‐economy-­‐poses-­‐  difficult-­‐ quesQons-­‐workers-­‐companies-­‐and.     US  Department  of  Labor/Bureau  of  Labor  Sta-­‐  QsQcs,  hqp://     Michael  Woody,  “Freelancing  in  America:  Rise  of  the  conQngent  workforce,”  Fox  Business,  Sep-­‐  tember  30,   2013,  hqp://  personal-­‐finance/2013/09/30/freelancing-­‐in-­‐  america-­‐rise-­‐conQngent-­‐ workforce/.     David  Creelman,  John  Boudreau,  and  Ravin  Jesuthasan,  “Tongal,  eLance,  and  Topcoder  will  change  how  you   compete,”  Harvard  Busi-­‐  ness  Review,  November  7,  2014,  hqps://hbr.  org/2014/11/tongal-­‐elance-­‐and-­‐ topcoder-­‐will-­‐  change-­‐how-­‐you-­‐compete.     Sarah  Kessler,  “How  Kaggle  solves  big  prob-­‐  lems  with  big  data  contests,”  Mashable,  March  26,  2012,  hqp://  kaggle/;  Steve  Benneq,  “What  are  analyQc  marketplaces?,”  Data  Science  Central,   September  16,  2014,  hqp://  profiles/blogs/what-­‐are-­‐analyQc-­‐marketplaces;     “Mapping  dark  maqer,”  Kaggle,  hqps://www.  Kaggle%20Case %20Study-­‐NASA.pdf,  accessed  February  23,  2015;  “GE  tackles  the  industrial  Internet,”  Kaggle,  hqps://  content/kaggle/img/casestudies/Kaggle%20  Case%20Study-­‐GE.pdf,  accessed  February  23,   2015.     Procter  &  Gamble,  “Partnering  with  the  world  to  make  greater  value,”  hqps://  en_US/ downloads/innovaQon/C_D_factsheet.  pdf,  accessed  January  20,  2015.     Global  Human  Capital  Trends  2015  Leading  in  the  new  world  of  work  hqp:// wp-­‐content/uploads/2015/02/DUP_GlobalHumanCapitalTrends2015.pdf  

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