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Although legal tests for determining employment status have taken center stage with numerous recent high-profile cases, lurking in the background is a question that may also have implications beyond the gig economy space: what happens if and when traditional “manager” roles are filled by automated systems?

For many, a new year brings new resolutions – a forward-looking plan and commitment to resolve issues, implement changes, and create new strategies for success. Businesses are no different. The gig market has been on the rise for several years now, and shows no signs of slowing down. Companies using little-to-no gig workers may want to reconsider their business plans, as these workers can provide many benefits to all different types of organizations across varying industries.

Much has been written about sharing economy companies such as Uber and the like whose very core is fueled by a contingent workforce connected to consumers through a digital platform. But a recent report stresses that even more traditional employers are “reshaping their talent management initiatives” with the understanding that the definition of “contingent labor” itself has taken on a whole new meaning. The report – “The State of Contingent Workforce Management 2016-2017: Adapting to a New World of Work” – was published by Ardent Brothers (in conjunction with SAP Fieldglass) and includes a wealth of knowledge for businesses trying to “thrive in this new corporate paradigm.”

Uber’s inventive management style continues to be a topic of conversation in the gig economy world. In the wake of the $100M Uber class action litigation settlement being rejected (primarily due to monetary terms), a new case study explores Uber’s inventive use of “algorithmic management” to incentivize workers toward specific behaviors in order to achieve its desired result – providing exceptional service to its customers.

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