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为什么如今人人都想通过零工经济赚钱?

为什么如今人人都想通过零工经济赚钱?

S. Mitra Kalita 2021年05月26日
即使美国人已经开始陆续回到了工作岗位,这份对弹性工作制的渴望依然存在。

在新冠疫情期间,兼职人员反而被提拔成了高管。

新冠肺炎疫情之前,美国劳动者中的自由职业者占比就在不断增长;一项疫情前的数据显示,超过三分之一的劳动者参与了零工经济。到2020年,零工的工资和占比增长了33%。

这大约要归因于过去一年人们在经济和情感方面遇到的动荡,以及快速决策的需要。或者像斯蒂芬妮•纳迪•奥尔森所说,“一朝被蛇咬,十年怕井绳”;奥尔森是一家负责搜寻兼职人才的公司We Are Rosie的创始人及首席执行官。“(疫情期间)人们不得不辞退朋友,招聘新员工的时候又踌躇不定。”她说。“他们因而倾向于选择混合模式,并会思考这一问题:‘重建员工体系的过程中,我们要如何降低风险?’”

总部位于亚特兰大的We Are Rosie组建了一个自由销售人员关系网,旨在帮助品牌和机构搜寻兼职员工。也许是为了应对新冠疫情,该公司推出了Rosie招聘计划(Rosie Recruits),允许雇主和雇员互相试用6个月。

这种权力的动态转变是自由职业者崛起的关键。疫情的出现,促使员工在就业时开始将价值观和目标放在首位。经济上的动荡,迫使雇主采用更经济节约的方式来雇佣员工。“黑人的命也是命”(Black Lives Matter)运动,则推动了美国各类企业对公司各层级的薪酬公平、种族代表性和多样性等问题进行了深入的自我审视和反思。(长期以来,有色人种在零工中占比一直较高,其零工类型复杂多样,包括外卖员和首席营销官。)

最近的一项招聘调查显示,92%的受访者认为,现在是时候找个兼职了。超过半数的受访者表示,他们希望签订一份工作时间灵活的长期合同。

即使美国人已经开始陆续回到了工作岗位,这份对弹性工作制的渴望依然存在。

对未来做出了以下三点预测的基础上,迈克尔•萨洛奥创办了Huddle,作为高端自由职业者们的家园。

未来远程办公会成为趋势。

未来兼职高管会越来越普遍。

员工想要拥有自己创造的东西的所有权。

当提起合同工或临时工时,大多数人想到的是初级人才。萨洛奥以爱彼迎(Airbnb)去年成功上市后离职的一位高管为例。尽管目前本应有这种高端人才参与零工经济,但现有的临时工体系减弱了这种吸引力。“你仍然需要借助人际网络来寻找这种人才。”他说。“目前我们正在尽力组建这样一支可以全身心投入工作的高端队伍,整个过程非常艰难。”

兼职高管的出现,得以让初创公司找到愿意兼职办公的高端人才。萨洛奥以首席营销官为例:“我想要雇佣一位经验丰富的首席营销官,但我请不起他们做全职。所以我会雇一位兼职首席营销官,让他一周工作两到三天。在公司发展的前期阶段,借由这种方式让效益实现最大化。”最后,他说:“公司能够分给自由职业者股权。由此,他们在兼职期间会努力为公司工作以推动股价上涨。”

今年4月初,高管猎头公司海德思哲(Heidrick & Struggles)收购了专职搜寻独立顾问的商业人才集团(Business Talent Group),显示出全兼职之间的界限正在变得模糊不清。“新冠疫情期间是一段特殊的、充满不确定性的时期。”商业人才集团的联合创始人乔迪•格林斯通•米勒说。“人们对‘与兼职员工一起工作’这一概念的接受度更高。因为很难预测什么方式会奏效,大家想要尝试更多可能。”

四分之三的自由职业者比全职者更赚钱。一些人力资源机构还为其提供了医疗保健、固定工资,以及其它福利。最重要的是,自由职业者可以自主挑选工作,避开那些机械乏味的项目。

“这更像是热情经济。”萨洛奥指出。“在高盛集团(Goldman Sachs)干八年?Z世代可不会这么做。”

商业人才集团成立于2007年。当时,风险投资者米勒注意到初创企业中出现了一种趋势:“每个初创企业都需要人才,迫切需要人才,就算是仍然在大公司工作的人才也行。”她指出,2009年经济大萧条(Great Recession)结束后,从雇佣自由职业者转为招聘全职员工的公司数量最多。她预计新冠疫情后期也会出现类似的趋势。

事实上,自助式数据公司Glean的创始人卡洛斯•阿吉拉尔就是这一趋势的代表。他于2019年年中建立了公司,过去一年雇佣的一直是自由职业者以及拉丁美洲的合同工,如今他准备招聘全职员工并确定办公场所。“当公司处于实验阶段时,我们更愿意雇佣合同工。”他说。“现在我们有了很多付费客户,研发路线更加明晰,我们就要开始招聘全职员工了。要想创意频出,员工必须聚在一起,这一点非常重要。”(财富中文网)

译者:Claire

在新冠疫情期间,兼职人员反而被提拔成了高管。

新冠肺炎疫情之前,美国劳动者中的自由职业者占比就在不断增长;一项疫情前的数据显示,超过三分之一的劳动者参与了零工经济。到2020年,零工的工资和占比增长了33%。

这大约要归因于过去一年人们在经济和情感方面遇到的动荡,以及快速决策的需要。或者像斯蒂芬妮•纳迪•奥尔森所说,“一朝被蛇咬,十年怕井绳”;奥尔森是一家负责搜寻兼职人才的公司We Are Rosie的创始人及首席执行官。“(疫情期间)人们不得不辞退朋友,招聘新员工的时候又踌躇不定。”她说。“他们因而倾向于选择混合模式,并会思考这一问题:‘重建员工体系的过程中,我们要如何降低风险?’”

总部位于亚特兰大的We Are Rosie组建了一个自由销售人员关系网,旨在帮助品牌和机构搜寻兼职员工。也许是为了应对新冠疫情,该公司推出了Rosie招聘计划(Rosie Recruits),允许雇主和雇员互相试用6个月。

这种权力的动态转变是自由职业者崛起的关键。疫情的出现,促使员工在就业时开始将价值观和目标放在首位。经济上的动荡,迫使雇主采用更经济节约的方式来雇佣员工。“黑人的命也是命”(Black Lives Matter)运动,则推动了美国各类企业对公司各层级的薪酬公平、种族代表性和多样性等问题进行了深入的自我审视和反思。(长期以来,有色人种在零工中占比一直较高,其零工类型复杂多样,包括外卖员和首席营销官。)

最近的一项招聘调查显示,92%的受访者认为,现在是时候找个兼职了。超过半数的受访者表示,他们希望签订一份工作时间灵活的长期合同。

即使美国人已经开始陆续回到了工作岗位,这份对弹性工作制的渴望依然存在。

对未来做出了以下三点预测的基础上,迈克尔•萨洛奥创办了Huddle,作为高端自由职业者们的家园。

未来远程办公会成为趋势。

未来兼职高管会越来越普遍。

员工想要拥有自己创造的东西的所有权。

当提起合同工或临时工时,大多数人想到的是初级人才。萨洛奥以爱彼迎(Airbnb)去年成功上市后离职的一位高管为例。尽管目前本应有这种高端人才参与零工经济,但现有的临时工体系减弱了这种吸引力。“你仍然需要借助人际网络来寻找这种人才。”他说。“目前我们正在尽力组建这样一支可以全身心投入工作的高端队伍,整个过程非常艰难。”

兼职高管的出现,得以让初创公司找到愿意兼职办公的高端人才。萨洛奥以首席营销官为例:“我想要雇佣一位经验丰富的首席营销官,但我请不起他们做全职。所以我会雇一位兼职首席营销官,让他一周工作两到三天。在公司发展的前期阶段,借由这种方式让效益实现最大化。”最后,他说:“公司能够分给自由职业者股权。由此,他们在兼职期间会努力为公司工作以推动股价上涨。”

今年4月初,高管猎头公司海德思哲(Heidrick & Struggles)收购了专职搜寻独立顾问的商业人才集团(Business Talent Group),显示出全兼职之间的界限正在变得模糊不清。“新冠疫情期间是一段特殊的、充满不确定性的时期。”商业人才集团的联合创始人乔迪•格林斯通•米勒说。“人们对‘与兼职员工一起工作’这一概念的接受度更高。因为很难预测什么方式会奏效,大家想要尝试更多可能。”

四分之三的自由职业者比全职者更赚钱。一些人力资源机构还为其提供了医疗保健、固定工资,以及其它福利。最重要的是,自由职业者可以自主挑选工作,避开那些机械乏味的项目。

“这更像是热情经济。”萨洛奥指出。“在高盛集团(Goldman Sachs)干八年?Z世代可不会这么做。”

商业人才集团成立于2007年。当时,风险投资者米勒注意到初创企业中出现了一种趋势:“每个初创企业都需要人才,迫切需要人才,就算是仍然在大公司工作的人才也行。”她指出,2009年经济大萧条(Great Recession)结束后,从雇佣自由职业者转为招聘全职员工的公司数量最多。她预计新冠疫情后期也会出现类似的趋势。

事实上,自助式数据公司Glean的创始人卡洛斯•阿吉拉尔就是这一趋势的代表。他于2019年年中建立了公司,过去一年雇佣的一直是自由职业者以及拉丁美洲的合同工,如今他准备招聘全职员工并确定办公场所。“当公司处于实验阶段时,我们更愿意雇佣合同工。”他说。“现在我们有了很多付费客户,研发路线更加明晰,我们就要开始招聘全职员工了。要想创意频出,员工必须聚在一起,这一点非常重要。”(财富中文网)

译者:Claire

It took a pandemic, but the side hustle finally got promoted…into the C-suite.

Even before COVID, independent workers were a growing part of the U.S. labor force; by one pre-pandemic estimate, more than a third of workers were involved in the gig economy. In 2020, their wages and participation grew 33%.

That’s partly because of the economic and emotional roller coaster of the past year and the need for quick decision-making, nonetheless. Or “once bitten, twice shy,” as Stephanie Nadi Olson characterizes it; Olson is founder and CEO of We Are Rosie, an on-demand talent company. “People had to lay off friends and were hesitant to build back up,” she says. “They became open to hybrid models and asked, ‘How do we rebuild in a de-risked way?’”

Based in Atlanta, We Are Rosie is a freelance network of marketing talent that helps brands and agencies staff up. Partly in response to COVID, the company launched Rosie Recruits, which allows employers and employees to try each other out for six months.

This shift in power dynamics is key to the rise of the independent worker. The pandemic ignited people to prioritize values and purpose in their place of employment. Economic uncertainty forces employers to do more with less. And the Black Lives Matter movement prompted scrutiny and introspection, from startups to corporate America, on issues of pay equity, representation, and diversity across all rungs of a company. (Workers of color have long made up a higher portion of the gig economy, a vast category that includes delivery drivers and chief marketing officers.)

A recent hiring survey found 92% of respondents thinking it’s a good time to look into gig work. More than half said they would like a long-term contract with flexible hours.

Even as Americans begin to tiptoe back to in-person work, this desire for flexibility remains.

Three predictions drove Michael Saloio to launch Huddle, which dubs itself the home for highly skilled independent workers.

The fuure of work is remote.

The future of company leadership is fractional.

Workers want ownership in what they are creating.

When most people think of independent contractors or temp work, they think of junior-level talent. Saloio uses the example of a top designer leaving, say, Airbnb after its successful IPO last year. The current landscape of temp work wouldn’t lure that talent, even though it should, Saloio notes. “Those are the people you find through your network,” he says. “Founders are looking for that dream team of people really invested in the project. The process of finding them is super daunting.”

Fractional leadership allows startups to find highly skilled talent willing to work on a part-time basis. Saloio uses the example of a chief marketing officer: “I want a seasoned CMO, but I can’t afford to hire them full-time. So I’ll hire a fractional CMO for two to three days a week. Bring them on while you are growing.” Lastly, he says, “our freelancers can earn equity in the companies that we plug them into. The most in-demand people want upside in their projects.”

At earlier April, executive search firm Heidrick & Struggles acquired Business Talent Group, which provides independent consultants on demand, in a show of the blurring lines between full-time and part-time talent search and staffing. “COVID was such an unusually uncertain period,” says Business Talent Group cofounder Jody Greenstone Miller. “The notion that you could do work with someone who is not a full-time permanent employee, there was a greater openness to that…It’s very hard to predict what’s going to work, and you want as many at-bats as possible.”

Three-quarters of those who leave an employer to freelance report making more money than in a traditional job. Some staffing agencies also provide health care and regular paychecks, among other benefits. Most significantly, the nature of the work allows employees to pick and choose what they work on, avoiding rote projects or monotony.

“It’s more about a passion economy,” notes Huddle’s Saloio. “Goldman Sachs for eight years? That is not what Gen Z is doing.”

Business Talent Group was launched in 2007 after Miller, a venture capitalist, noticed a trend among startups: “Every single startup needs talent, and they need talent right away—even talent within big companies.” She notes that the greatest number of conversions from independent work to full-time hires came after the Great Recession ended in 2009, and expects a similar trend in a post-COVID economy.

Indeed, Carlos Aguilar, founder of Glean, a self-service data company, is emblematic of that trend. After launching in mid-2019 and getting through the past year with a mix of freelancers and offshore contractors in Latin America, he’s ready to hire full-time staff and look for office space. “When we were in the experimentation phase, we were more open to having contractors work on experiments,” he says. “Now we have many paying customers, and we have a more set R&D road map, so we’re looking for full-time folks. The core of the invention happening in a room together is incredibly important.”

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