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The New World of Work - Perspectives and the Future of Freelance Working


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Marco Torregrossa presentation at the European Medical Writers Association Autumn Conference on 4 November 2016 in Brussels.

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The New World of Work - Perspectives and the Future of Freelance Working

  1. 1. The New World of Work Perspectives and the Future of Freelance Working Marco Torregrossa Secretary General, European Forum of Independent Professionals European Medical Writers Association Autumn Conference, 4 November 2016
  2. 2. The New York Cit ’s su a s ste has reported in April 2015 that, for the first time in 30 years: … this is because people are ditching the conventional commute to a 9-to-5 job, so they can live and work differently. The Rush Hour is Dying! eekda gro th as strongest outside of the traditional morning and e e i g rush hours .
  3. 3. The Shortening of Work Relationship Type Contract Length Place Protection Employee Open-ended Decades In-house Linked to premises Subcontractor Temporary Years Out-house Linked to status Freelancer Self-employed Months/Days Home/Cowor- king space Linked to individual On demand Services Hours/ Minutes Platforms To be invented Adapted from Thomas Malone – The spectrum of jobs
  4. 4. Eurostat, 2015
  5. 5. 1. A high degree of autonomy Freelancers exercise control over their workload and portfolio, giving them a greater degree of flexibility than employees. 2. Payment by task, assignment, or sales Freelancers are paid for their output – the completion of a project, rather than their input – number of hours worked. 3. Short-term relationship with clients Freelancers perform short-term assignments. They can begin to work immediately without infrastructures, funding, a business plan and often learn business skills as they go. 4. Measuring growth in unconventional ways Freelancers want to keep their business at a manageable size, balancing income generation with creativity, freedom, self-reliance and well-being. How to Spot a Freelancer
  6. 6. Full-Time Freelancers [40% of all freelancers] Traditional freelancers who derive their primary income from independent work and do not have an employer nor employees but instead do freelance work on a project-to-project basis. E.g. A self-employed chiropractor in private practice. Freelance Segmentation Part-Time Freelancers (Moonlighters) [45% of all freelancers] Individuals with multiple sources of income from a mix of traditional employer and freelance work. E.g. A self-employed professor who also gives paid speeches and writes/sells an e-book. Temporary Workers [10% of all freelancers] Individuals with a single employer, client, job, or contract project where their employment status is temporary. E.g. A self-employed business consultant working for one client on a contract basis for a month-long project. Freelance Business Owners [5% of all freelancers] Freelancers who provide their services through a limited company rather than as a solo trader. E.g. A self-employed social marketing guru with her own one-person company.
  7. 7. Consultants PR/Marketing prof. IT prof. Journalists Real estate prof. Painters Translators/Interpreters Magicians Football players Top models HR/Headhunters Writers/Editors Interior designers Meteorologists Virtual assistants Therapists Social workers Private investigators Fitness trainers Photographers Social media prof. Exotic dancers Actors/Film Makers Game developers Bloggers Musicians/Singers Tour guides Medium/Fortune Tellers Buskers Yoga instructors Gardeners Personal coaches Senior carers/Nannies Chiropractors Web developers/Coders Bitcoin miners Some Examples of Freelancers
  8. 8. Structural shifts shaping a new world of work Combined forces • Globalisation • Faster lifestyles • Technological revolution • Demographic changes • Increased mobility • Development of the service sector • New production patterns • Online platforms • Eroding brand and employer loyalties • Need for specialised ad hoc skills • Cost effective online advertising • Access to better business infrastructure Work is nowadays … 1. Much more accessible 2. In much smaller pieces 3. From a greater number of providers
  9. 9. Hollywood and Pharma Industry • Healthcare sector is an area where the Hollywood model (highly flexible project- based approach) has developed. • Research is often ceded to startups or research labs. • External scientists, executives and staff with complementary skills work on a single project with venture funding and strict deadlines. • If successful, the team might sell the medication or its marketing rights to a pharma company. • The team later disbands, and moves on to another project.
  10. 10. • Define freelancers as a unique subset of micro- enterprises for the purpose of the SMEs definition. • Obtain better data on the freelance workforce through new and more regular government surveys, with up-to-date categories and criteria. • Modernize the safety net with a portable system of benefits tied to workers, not to a single employer. • Produce simplified policy that considers freelancers, with impact assessments adapted to self-employment. • Create the right incentives and ensure freelancers can access work, public procurement, credit, social security, training, infrastructures and tax benefits at the same conditions of employees. Recommendations: Policy Makers
  11. 11. • Develop flexible pension products which freelancers can access, without penalty, when faced with income volatility. • Develop affordable income protection insurance options for freelancers. • Create a saving scheme for freelances where they can channel a percentage of every invoice. • Build more shared offices that can be booked in increments and coworking spaces. • Develop flexible training programs to enable freelancers to advance their careers. Recommendations: Intermediaries
  12. 12. • Understand lifetime employment is largely a relic of the past. • Operate like a self-contained small business. • Map out your own career trajectories, looking for your own advancement. • Develop differentiated skills to avoid becoming part of a low-wage generalist pool. • Learn self-management skills and foresight to prepare for highs and lows in earnings. Recommendations: Workers
  13. 13. • Do ’t thi k i ter s of e plo ees but in terms of specialisms. • Create an external talent pool and appoint an officer of extended workforce management. • Device analytics to measure performance and integrate freelancers into the company culture. • People specializing in doing what they do best raises their engagement and makes companies more productive. • Consider the trade-offs, it can be unwise to a age so eo e’s ork e ter all a d riskier to entrust someone with confidential projects. • Ensure that independent workers are treated fairly and ethically. Recommendations: Companies Adapted from Peck, The Flexible Firm (1996)
  14. 14. There are la s for people a d laws for businesses, but we are a e ategor , a third ategor … people as usi esses. - Brian Chesky, CEO Airbnb M father had one job in his life, I've had six in mine, my kids will have six at the same ti e. - Robin Chase, CEO Zipcar
  15. 15. Marco Torregrossa Secretary General European Forum of Independent Professionals @EFIPUpdate | #iPros | #ThinkSmallestFirst
  16. 16. Understanding Independent Professionals in the EU, Lorence Nye and Kayte Jenkins, June 2016. Freelancing in America, Freelancers Union and Upwork report, 2015. How do the staffing needs of companies evolve?, Denis Pennel Ciett Managing Director presentation at ILO ITC, 2nd November 2015. The Future of Work: Skills and Resilience for a World of Change, European Political Strategy Centre, 10 June 2016. Future of Work White Paper, World Employment Confederation, September 2016. Independent work: Choice, necessity, and the gig economy, McKinsey Global Report, October 2016. Sources