Let’s clear up a few misconceptions. While it’s all people are talking about, for many professionals, the future of work is not hybrid work. It’s not working full-time in an office, and it’s not remote work.
Pick your poison, any one of these three approaches is fundamentally flawed in that each is based on antiquated employment models.
Employers have long held the upper hand in the employer/employee relationship. Employers offer employees a predetermined level of compensation and in return, the employee works for a predetermined amount of time dictated by employers.
At the most basic level, this antiquated model is based on time. There are many problems with this approach, but the most significant one is that it speaks very little to results.
Worse for the employer, traditional full-time employees are expensive, and today, nearly half of business leaders admit to bad hiring decisions.
Employers no longer have the upper hand in the war for talent. And for a growing number of professional workers, compensation is only one factor they consider in deciding where to work.
The real future of work is one based on new employment models. Internal teams working under traditional models will be significantly smaller. With smaller internal teams, organizations will tap into a growing pool of professionals making a conscious choice to make their skills and talent available to a range of companies on-demand.
It worked for enterprise technology, software, transportation, and a range of other services, and it will work for knowledge workers. Employers can’t afford for it not to work. The future of work is employers only paying for pay for services from professionals when needed.
There’s no great name for these professionals. Contractors, Freelancers, Gig Workers. Call them what you want. The name doesn’t matter. What they offer matters; Distributed Professionals as a Service.
Employers seeking skills in marketing, PR, communications, software development, HR, legal, accounting, finance, and others are poised to tap into a growing talent pool of on-demand professionals who:
Are compensated based on results.
Drive higher quality results faster by working with organizations needing their specific expertise.
Work on a time-boxed projects.
This model works for both employers and distributed, on-demand talent. The quality of work is higher, it costs the employer less, and at the same time the distributed professional makes more.
In the coming weeks, we’ll explore these issues and more, including:
How employers can tap into massive talent pools they are currently ignoring.
Tips and best practices for professionals wanting to benefit from this new way of working.
Advice for employers on how to incorporate on-demand talent into existing teams.
The false reality benefits create .
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By the numbers
Last week, ZDNet ran a story based on a recent Robert Half survey that found:
Nearly half of business leaders have made bad hires in the past 12 months.
61% of employers have settled for a candidate that did not sufficiently match the job role, ultimately hindering growth and incurring additional costs to businesses.
53% of business leaders feel pressure to pay new hires more than current employees, adding to the burden of making a bad hire.