{"id":777,"date":"2017-02-03T00:30:05","date_gmt":"2017-02-03T00:30:05","guid":{"rendered":"https:\/\/www.workstars.com\/recognition-and-engagement-blog\/?p=777"},"modified":"2019-10-09T15:35:57","modified_gmt":"2019-10-09T14:35:57","slug":"time-start-appreciating-giggers","status":"publish","type":"post","link":"https:\/\/www.workstars.com\/recognition-and-engagement-blog\/2017\/02\/03\/time-start-appreciating-giggers\/","title":{"rendered":"Is it time to start appreciating giggers?"},"content":{"rendered":"\n

The gig economy is growing and bringing a host of new challenges. One such challenge centers around how organizations can maintain engagement when it is increasingly difficult for employees and managers to build relationships, team ethics and stronger cultures with so many giggers entering then leaving the workforce.<\/p>\n\n\n\n

What is gigging?<\/h3>\n\n\n\n

The gig economy\u2019s a working environment where contingent work and temporary positions are common. The term\u2019s often been used in the context of some lower-paid roles \u2013 think Uber or pizza delivery drivers – but they don\u2019t exclusively dominate this rapidly emerging sector. Someone who works in the gig economy \u2013 a \u2018gigger\u2019 \u2013 is any kind of independent worker who\u2019s used for short-term engagements on a non-permanent basis and that includes highly skilled workers.<\/p>\n\n\n\n

The gig economy\u2019s been slowly evolving over the past two to three decades as increasing numbers of these kinds of workers entered the workplace. Up until now, they went by other names: contractors, interim managers, freelancers, independent professionals, temporary contract workers, independent contractors, consultants. A combination of factors \u2013 the rise of technology, customers expecting goods and services to arrive quickly and flexibly, the global recession, workers seeking work opportunities that offer greater flexibility and variety \u2013 has led to its acceleration.<\/p>\n\n\n\n

Traditionally gig workers have been a section of workforce that have been ignored when it comes to employee recognition<\/a>. That\u2019s fair enough – they\u2019re not employees after all. Despite some HR professionals recognizing it could be a beneficial thing to do, it has just been too difficult and complex to justify the effort. Obstacles like tax implications and putting giggers into HR systems that weren\u2019t set up for non-permanent labor means it has been a challenge that ended up being put in the \u2018too difficult\u2019 basket.<\/p>\n\n\n\n

What does the near future of the gig economy look like?<\/h3>\n\n\n\n

However, as this report from EY shows<\/a> the role of the gigger is growing. 50% of organizations have increased their use of contingent workers over the last five years. The US contingent workforce has grown by 66% in the past decade. There\u2019s been a 28% increase in the number of self-employed workers in the UK over the same time period.
It doesn\u2019t look like this is a passing trend either. There\u2019s some variation in how a gigger\u2019s defined but whichever way you look at it, it appears that they\u2019re here to stay. On average, by 2020, almost one in five US workers will be contingent. Include part-time workers and as much as 50% of the workforce could be in non-permanent employment by 2020.<\/p>\n\n\n\n

Do we need to start recognizing giggers?<\/h3>\n\n\n\n

Using giggers has obvious benefits for a company: flexibility, responsiveness, cost management, an ability to bring in bespoke skills as and when needed. But this kind of relationship has its own unique set of challenges. Creating the relationship and then managing it takes effort. The impact of giggers needs managing from the perspective of their impact on the rest of the team. What can be done to incorporate them into a team or working environment so it\u2019s not disruptive to people around them? Could one solution come from including giggers in recognition programs?<\/p>\n\n\n\n

Managing the gigger\u2019s impact on the rest of the workforce<\/h3>\n\n\n\n

One of the biggest reasons for embracing giggers in recognition programs is, ironically, not the giggers themselves. It\u2019s about nurturing their relationship with permanent employees and managers. It\u2019s about helping giggers become part of the culture rather than disrupt it. If giggers don\u2019t fit in with the ethos and values of the company it\u2019s going to send out negative messages to other employees. That may end up with those employees questioning a perceived double standard?<\/p>\n\n\n\n

Making the gigger part of the team<\/h3>\n\n\n\n

Employment status doesn\u2019t remove the innate need to feel connected with others. That\u2019s important from a team dynamic perspective for all team members, whether permanent or contingent. Whether they\u2019re working remotely or in company premises, giggers still want to feel part of the team and overall team morale will be negatively affected if they aren\u2019t. Bad for giggers, bad for other team members. According to the EY report, giggers want to feel they belong; the move away from hierarchy and financial led recognition makes it far simpler to recognize them and make them feel and act like part of the team.<\/p>\n\n\n\n

Improving overall performance<\/h3>\n\n\n\n

The report suggests that contingent workers might not feel as motivated as permanent employees. It also highlights the fact that effective approaches to managing the relationship between giggers and organizations have a way to go. Could recognition help?<\/p>\n\n\n\n

Potentially, it could provide closer ties to help giggers understand how the company they\u2019re engaged with works. Recognition delivers insights into both a workplace\u2019s culture along with the more intangible aspects of a business that are harder to see from a distance. Up until now \u2018ownership\u2019 of a gig worker has been fairly hazy and performance measurement\u2019s been based on some pretty crude metrics like completion of work against agreed timescales. From the company\u2019s viewpoint recognition can provide insights into a gigger\u2019s performance and suitability.<\/p>\n\n\n\n

Recruiting the right gigger<\/h3>\n\n\n\n

Traditionally there\u2019s been far less emphasis on recruitment of giggers but as they start to make up a larger proportion of a business\u2019 workforce, it becomes more critical that they are the right fit.<\/p>\n\n\n\n

As is the case with any other form of recruitment, the good ones are more sought after and companies need to find ways of attracting them. Giggers are looking carefully at who they might work for. Having the freedom to pick and choose is a benefit. However, it\u2019s balanced against the fact they don\u2019t have the luxury of an onboarding process.<\/p>\n\n\n\n

They need to do their homework to know whether the fit is right and that they will be able to hit the ground running. They might not be an employee but a company\u2019s EVP will interest them as they look out for social proof about a company that wants to use their services. Recognition\u2019s a very good way of telling people<\/a> outside the organization what it\u2019s like to be involved with it.<\/p>\n\n\n\n

The good news is some of the traditional recognition challenges are disappearing<\/h3>\n\n\n\n

Time and activity perks that have no material value are becoming standard for many organizations. That means giggers can be included without any tax issues. Social recognition is also removing hierarchies where desired. The traditional burdens of manager sign-offs and cost center approval are fading away.<\/p>\n\n\n\n

That allows giggers to seamlessly join in and become part of the company culture. Don\u2019t underestimate the implications of that. Just because an individual\u2019s used to flying solo and enjoys the freedom to pick and choose, it doesn\u2019t mean they don\u2019t want to be included.<\/p>\n","protected":false},"excerpt":{"rendered":"

The gig economy is growing and bringing a host of new challenges. 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