Page 5 - Leadershift

FACTS AND FIGURES
LEADERSHIFT
People now view freelance life as a lifestyle choice. Companies benefit too, but the new way of working has profound implications for careers and leadership styles.
Saturday, June 30th, 2018 will be remembered as the day in which a new record was set: for the first time more than 202,000 planes took to the skies (within a single day) carrying some 30 million people around the world1.
This numbers alone tell the story of a more and more dynamic society, which is a throwback to the nomadic lifestyle of our distant ancestors. This time it is not about necessity but often a leisure activity, a quest for new experiences and new places.
The creation of an unprecedented global village full of people on the move is a by-product of both the digital revolution and people’s appetite for adventure and new experiences.
It represents a universal approach to life in the modern world, but it is also increasingly evident in the way younger people view work.
The opportunity to explore, learn and work with a number of firms is the main attraction for those people swapping the rat race for life as a freelancer. Ten years ago, at the height of the economic downturn, companies were obliged to reduce their headcount and switch work to contract and casual workers. This forced people to take on freelance work as their only option2. Nowadays, however, freelance work is a lifestyle choice which offer people the day to day flexibility to experience new things and learn new skills as they develop themselves as employable assets3.
Attitudes towards work are increasingly shaped not only by a historical context such as this but also the perceptions of different generations4. The advent of Millennials as the dominant workplace demographic has encouraged researchers to discover more about a whole swathe of the population often maligned as Generation-Me, mollycoddled by their parents and with a sense of entitlement that exceeds their qualifications.
25% of ORGANIZATIONS
20% of ORGANIZATIONS
50% of ORGANIZATIONS
by 2020
expect to use
(or more) CONTINGENT WORKERS
in 2016
made use of (at least)
CONTINGENT WORKERS
in 5 years (2011-2016)
have seen an increase
in their use of CONTINGENT WORKERS
FACTS AND FIGURES 5
30%
+
30%
Percentage growth of organizations relying in contingent workers and parallel increase of this segment in their workforce.
Data: Is the gig economy a fleeting fad, or an enduring legacy?, Ernst & Young, 2016