An interesting report came yesterday from the talent strategy group the freelance revolution. Which describes the results of a study on the transformation of human resources.

Also co-authored a book on the subject with Dave Ulrich, Wayne Brockbank, and others titled her from the outside. I was looking forward to opening the email and understanding. How he is responding to the impact of a global pandemic.

Why write about turning her into a blog focused on the Freelance Revolution:

Simply put human resources are the keeper of talent and manpower. The independent revolution will thrive by serving the smallest startup. And then the SMB access to talent on-demand, affordable, and widely available. But at the corporate level, the independent revolution depends on man’s ability to play a more strategic role as a talented architect.

Who faces the outside world, transforming vision and strategy into the total workforce needed for success. But HR resources aren’t often now. Additionally, HR leaders face four major problems that, if not resolved, will prevent both HR and the independent revolution from reaching their full potential here is:

Human Resource Leaders Must Welcome Transformation:

A recent IBM CEO survey of the WEF tells us that Flexibility the ability to respond quickly. And then rotate without losing momentum is a top priority for leaders at an unprecedented level. More than half (56%) of CEOs stressed that they need to Aggressively pursue business flexibility and flexibility over the next two to three years. Human resources and calls on human leaders to Reconsider the department’s operating model to be flexible.

And then the Support of the transformation of human resources management makes a similar case. However, despite the need for change and the unique opportunity offered by covid-19. Human resource conversion efforts have not progressed much.

A talent quarterly study found that few human resources departments have made significant changes in levels or staff. And most have maintained the same core organizational philosophy.

Relationships Between HR Leaders:

HR professionals have reduced the transformation initiative describing challenges in a number of areas as a result of the change. Relationships Between HR Leaders’ decision making, and confusion over responsibilities. In addition, few organizations have provided technological and analytical support or adequate training for human resources at work in a “Transformed” environment.

As a recent article states Leaders often underestimate the amount of work required for change, overestimate the organization’s ability to make changes, and misjudge the way the organization views its connection to change.

The Freelance Revolution and Other Categories of Potential or Additional Employees:

HR resources must think and plan. The whole workforce more than 90% of executives describe their organization. As an increase in the use of freelancers and other categories of potential or additional employees. This trend is broad, deep, and global, as evidenced by the rapid rise of independent platforms, providing substantial talent.

On-demand, dealing with critical projects or collaborating on a long-term basis. However, the fly on the wall listening to conversations with talented people in large corporations will assume that regular employees are the only ones who matter. Human resources are rarely involved in independent decision-making usually in conversations between individual managers and procurement. And therefore miss the opportunity to contribute to a more strategic discussion of workforce strategy.

The Freelance Revolution – Time to Work With Freelance Platforms:

Few HR managers have taken the time to work with freelance platforms or interact with freelancers especially when freelancers work remotely. And therefore Don’t see the mind. There are still some human resources departments that have invested in analytics work to understand the true makeup of their corporate workforce. Or how beneficial it is that their current or Emerging competitors are using a more diverse hybrid workforce. This creates a problematic cycle, making then the operation less influential up-to-date, and interested.

HR resources need to better understand the new Freelance lite employee. A few months ago I wrote an article for Winapster entitled. Thus, the gap between freelancers and traditional employees is shrinking rapidly here’s why.

The Freelance Revolution – The Gap Between Freelancers and Traditional Employees Is Shrinking Rapidly:

Employees are demanding more flexibility in where. And when they do their jobs more investment in growth, accelerated opportunities. And more than job choices. As reported by Up work significant percentage of employees work freely.

And employees are more impatient than ever, open up to new opportunities in less than a year. Expect to change employer within two years insist on hybrid work arrangements for better work-life balance management.

Bloomberg reports that 9.3% of workers in the UK equivalent to 3 million people.  In short, employees think and act more like freelancers accelerated by the transition to the remote paradigm shift around work.

The Creation of a Working Environment:

HR resources must guide the creation of a working environment in which a flexible and mixed workforce thrives. We are moving into a transformative workforce: more people working remotely, more freelancers, more automation and bot collaborations, and more low-tech tasks performed by technology without human intervention.

For human resources to play a full role, it must be the architect of the workforce, not its manager. We have learned

Human Resources Must Address This Trend and Perform:

The way technologies like zoom and slack connect people and facilitate productive collaboration. All indications are that this trend of freelance lite workers will continue. Human resources must address this trend and perform both training and change management roles. For example, the transition from remote work. To something else back office or a hybrid approach gives HR the ability to provide a critical review. As Bloomberg warns. This is our fear that (most organizations) have not developed a hybrid business strategy. There are many organizations that lag behind stating. That we will not change anything we will just mention our staff. They do not fully understand the extent of this that the effectiveness of a flexible and mixed workforce is based on these six factors.

Practical and Rigorous Performance Management and Feedback for Freelancers:

Freelancers depend on positive customer experiences for a living. The best companies set the conditions for a stable state. A clear statement of work realistic measures and milestones, full boarding, ongoing support, smooth check-in, and two-way feedback.

• Attract Freelancers and Join the Team:

Human resources departments often play defense, keeping freelancers. Leading companies find ways to create a collaborative and collaborative environment. As Steve King of emergent research points out, freelancers want to feel and be treated as part of the team.

• Provide Managers With the Training They Need to Effectively Supervise Freelancers:

New technical directors are often unprepared to lead senior executives. Most executives in a recent global survey believed management training “how to work with freelancers” was needed and lacking.

Ensure Reasonable Administrative Policies That Do Not Punish Freelancers:

Too often, management policies are designed to protect companies rather than foster a positive and mutually satisfying relationship. Policies should focus on attracting and retaining the best independent talent, not expulsion.

• Plan Your Project to Get the Most Out of Freelancers:

A critical final step is to ensure that the work assigned to self-employed workers and the division of labor between self-employed and full-time workers is designed for success.

• In the Workforce Architecture of the Future, the Magic Is in the Mix:

It’s time for HR to grow their game, transform their agenda, upgrade their technology, and play the crucial role of a talented architect for the entire workforce. Creating a productive and attractive home for a flexible and mixed workforce is the surest way for human resources their unique value. Instead, as one expert put it.

The worst thing an organization can do now is close their eyes, cover their ears and imagine they can try to go back in time because if you do we will go.