Essay Example on Gig Jobs: Attractive On-Demand Work Opportunities for Modern Workers

Gig jobs are regarded as contractual/temporary employments that are sourced on online web pages. Intermediaries' goal is to connect workers with service buyers for short-term contracts. The gig economy comprises of new jobs, which are characterized by their on-demand nature as well as a short-term trait (Manyika et al., 2016). These new jobs may include delivery drivers, multimedia artists, web developers. These jobs offer workers broad options to choose from. Their attractiveness is that workers are given free will to personalize how they want their work environments to appear. The gig economy's growth is rising at an alarming rate in the IT and business industries. At the onset of this new decade, leaders of businesses who have no insights into the current trends will be greatly affected (Apouey & Stabile, 2019). The overall workforce of gig employees is on track to increase as many individuals are seeking to be self-employed. Even if the organization has no plans to employ a significant number of gig employees, the high chances are that in the near future, this will change. The rise of non-traditional employment and gig jobs means that the focus of the human resource managers will lie in finding tools to unite the skill cycle across all the roles in the business (regular workers as well as contingent ones) together with effectiveness of the organization to optimize the plans and structure.

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The first implication will be the redefinition of roles. Now that the non-traditional employment, as well as the gig economy, is here to stay, it means that the HRM will be tasked to rethink and formulate ideas on how jobs get completed in the business. Gig employees are not suited to fit into the whole setting of the job by the retail sales or caregiver associates (Duggan et al., 2020). However, the opportunities to notice talent becomes clearer and more straight forward when the work is viewed as a series of tasks shared, instead of a single task to be completed by one individual. The HRM has to keep evaluating the gig workers and their impact on the business. Unlike traditional workers, a system that will track any gig worker is new. Measuring this impact will require the connection of their data to the traditional workforce to enable one to spot the issues, opportunities, and developments.

The second implication on HRM will be the need to update the traditional labor strategies and policies to incorporate non-traditional and gig employees. The more gig job becomes deeply based on hours. The HRM will require to organize the creation of policies, which provide rights, proper benefits as well as the gig workers protections. They will have to deconstruct employment posts in the organizations to create a window for incorporating the new workers. The exercise makes the HRM make a re-evaluation on not only the nature of the job but also the various arrangements- including gigs, alliances, automation, volunteering. The commonest tools for selection are ability tests (physical, psychomotor or cognitive), personality tests, knowledge tests as well as work samples. The implementation, as well as the development of those screening strategies, are mostly worked on by HRM. The human resource is tasked with the development of employees hence training to improve organizational, group, or personal effectiveness.

The third implication of HRM is building on measurement systems to analyze gig work better. There is a combination of work data with a multi-dimensional analysis that seeks to combine the information from various systems hence gaining actionable and powerful answers, which will help the HRM in designing the best programs for the employees. The system has to add the new gig workers and maintain its efficacy. This work is left for the Human Resource Managers (Ismail et al., 2019). There is a need to find strong platforms of analysis to have value and insight paths for dependent analysis pertaining to labor, seasonal or hourly workers, and contractors, as well as points of connection to the business organization results, to aid in the understanding of the gig employees impact. They are allowed to unite the skill cycle across business roles with the effectiveness of the organization to help in understanding and optimizing plan and structure.

Finally, the HRM is expected to develop pilot program tests. Once the business organization is ready to try the incorporation of gig jobs and non-traditional employees into the business labor force, it is crucial to carry out their (HRM) due diligence. After the test program scope is familiarized with, it is important to bring onboard the partners in IT, Legal, Compliance as well as finance departments to find out the kind of infrastructure as well as policies ought to be placed for the non-traditional employees and gig workers stepping in and accomplishing necessary tasks.

The non-traditional employment and gig economy has seen a spike in recent years to the weak markets. However, the unregulated gig economy may create problems, especially to the HRM, since they are responsible for maintaining balance in the organization between traditional jobs and the non-traditional employment as well as the gig economy. The businesses, more so the HRM, need to care for the delicate gig personnel. There must be an understanding of the needs of these workers and design their packages and assignments accordingly. Part of the reason is that they are a part of the combined workforce in the business. The balance between availability as well as the flexibility is needed, and the responsible parties for this balance are the human resource managers.

Conclusion

In conclusion, the effects are largely felt by the human resource managers and they clearly depict the sort of changes that the non-traditional employment and gig economy will create. The HRM have to clearly outline the roles as well as updating already existing labor policies and coming up with better systems to analyze the amount and quality of work completed by the new workers.

References

Apouey, B. H., & Stabile, M. (2019). The Effects of Self and Temporary Employment on Mental Health: The Role of the Gig Economy in the UK.

Duggan, J., Sherman, U., Carbery, R., & McDonnell, A. (2020). Algorithmic management and appwork in the gig economy: A research agenda for employment relations and HRM. Human Resource Management Journal, 30(1), 114-132.

Ismail, F., Abdul Kadir, A., Rosli, M., Amalina, N., & Mohd Noor, N. (2019). GIG Economy: the rise of freelancers & its impact on human resource (HR).

Manyika, J., Lund, S., Bughin, J., Robinson, K., Mischke, J., & Mahajan, D. (2016). Independent work: Choice, necessity, and the gig economy. McKinsey Global Institute, 2016, 1-16.