Free your organization from the constraints of traditional thinking and discover new ways to manage freelancers. Plus: Some reasons you may not eventually be replaced by a robot.
As flexible work models continue to evolve, there’s never been a better time to take advantage of the potential of freelancers. Even if your association has the best HR representatives and is able to bring in the best talent, freelancers have needs that stretch beyond those of traditional employees. Because of this, many organizations are unable to make the most of “agile talent.”
In the face of such challenges, businesses and organizations are forced to take a closer look at how to create a work model that supports nontraditional workers and encourages productivity.
One of the biggest problems is that many organizations are not well equipped to handle proper project management, according to a Harvard Business Review article by freelancing experts Jon Younger and Rishon Blumberg.
“Rarely do we find organizations that direct, support, and oversee the work of agile talent, and the projects they support, on a consistent and disciplined basis,” Younger and Blumberg write. “This is a big miss.”
To combat a system lacking oversight, Younger and Blumberg suggest creating a new management position for external talent to ensure that freelancers get the support they need.
These new “external talent managers” would be responsible for creating a network of third-party resources, improving freelancer productivity, and ensuring the organization’s brand can bring in the best talent for future projects.
While creating a new position may not be feasible for all organizations, Younger and Blumberg see it as a major priority for those bringing freelancers into the fold.
“We believe there is a pressing need for leaders to acknowledge that the productivity and engagement of agile talent is an increasing priority,” they write. “There are multiple ways to address this need and leaders ought to consider which approach makes the most sense for their business.”
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No one wants it to happen, but eventually, every association has to let an employee go. To help ensure the possible fallout from that decision is kept to a minimum, check out this 11-step process from Successful Culture Founder and CEO Marissa Levin, via Inc.
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