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Entrepreneurability Generations on the workfloor

Rethink offices: Less distractions, more collaboration

While writing this post you are probably working from home. Or many of your colleagues are. I hear from many people that working from home makes them (feel) more productive. They have more focus and less distractions compared to being at the office. Now more organisations are slowly opening their doors. Maybe it’s time to rethink the use of our offices and maybe save some money along the way.

Distractions in offices

Before COVID-19 put everything to a standstill, offices were the place people would spend most of their day. And all of them struggle with the same challenge of not being distracted by others to actually get some work done. It doesn’t matter if you work in cubicles (hello 80’s) or in these large open offices where the number of desks available is less than the amount of employees. There is always distraction, birthday celebrations, Town hall meetings, coffee machine gossip. You can spend the entire day talking to others and not do the work that’s needs to be done. This is especially challenging if you are a person who thrives on social interactions. Most of us will probably have to spend a portion of your evening to get our work done.

No meeting rooms available

A totally different type of distraction is meetings. Somehow, managers and specialists tend to spend most of their day at the office in meeting rooms. If they are available. Since we need to fit a maximum amount of desks into the office. Also need some meeting rooms, organisations end up with a little bit of both but never enough. You probably have seen them. Groups of people 5 minutes past the hour waiting outside the meeting room arguing with the group inside the room. Both claim they booked the room. The horror and the amount of money lost!

When working from home, meeting get even worse since they tend to drain our energy dus to a lack of eye contact (you cannot look someone in the eye while videoconferencing). So now that we are slowly moving back to the office. Now might be a good idea to rethink our office spaces and see if we can be less distracted and are able to collaborate more.

What do consultancy firms do?

Good thing is, we can learn from the practices many consultancy firm have. They have their consultans over at customers mostly four days a week. On the fifth day they would get back to their own office. To share knowledge, develop new services, meet and collaborate.

I have worked for two consultancy firm that had quite a different office then the average organisation. The offices were designed to facilitate collaboration and work is done elsewhere. These offices had numerous meeting rooms and large multifunctional rooms. These could easily be converted from hosting events, trainingscourses or large companywide meetings. This worked great and I believe this might work for every knowledge intensive organisation. To do your work, you can work from home or where ever you can be most productive. To collaborate, you can go to the office. Your organisation might probably need less office space and being at the office is a socially engaging event.

Succesfactors

These consulting firms did not only have different offices focused on collaboration. They both put a lot of emphasis on creating a strong company culture! From the onboarding of new employees the focus was on embedding this strong culture, sharing stories about the company history, their vision etc. Both organisations had specific rituals and roles. They weren’t dancing and singing in circles, but habits and specific meetings that evolved over time and was embedded in the organisational culture.

Second, they both had a great amount of transparency on the state of the organisation. This way the employees could frequently inspect and adapt to the effects of their actions and behaviour as an organisation.

Rethink offices

If your employees or colleagues feel more productive, now that most of the work is done from home. And you have a severe lack of meeting rooms in your office. Now might be the time to rethink the design and use of your office space.

Categorieën
Generations on the workfloor

Hoe maak je werk aantrekkelijk?

Jobcrafting voor vier generaties – tegelijk!

Dromen van de ideale baan, helpt je niet zoveel verder. Zelf vormgeven wel. Het is een van de mode-kreten van de huidige corporate wereld: jobcrafting. Het zelf samenstellen van je eigen droombaan, begint natuurlijk met weten wat je belangrijk vind. Jobcrafting is een van de strategieën die worden ingezet om de impact van een langzaam steeds krappere arbeidsmarkt te verkleinen. Een andere strategie is om te ‘vinden & binden’. Hoe je het ook omschrijft, de woorden verzachten de cijfers niet. Krapte op de arbeidsmarkt vergt ruimer denken dan we gewend zijn. Zeker met vier generaties op de werkvloer.

We hebben onderzoek verricht onder werknemers en aankomende werknemers uit generatie Y (Millennials) en generatie X naar wat een baan voor hen aantrekkelijk maakt. Dat leverde interessante data op! Wat blijkt: ze zijn niet zo verschillend als het wel lijkt…De nieuwe werknemers (uit generaties Y en Z) staan te trappelen om die vernieuwing te accelereren. Werknemers uit generatie X en de Babyboomers gunnen we ook een jobcraft, maar willen ze dat wel? En hoe zit het eigenlijk met al die vrijheid in de inhoud van werk voor gen Y en Z? Willen zij dat wel? Nou nee. Niet.

Uit cijfers van het CBS blijkt dat er ook nog eens veel te weinig beschikbare werknemers in die leeftijdscategorie zijn. De beroepsbevolking om de exploderende vacaturestroom door hoogconjunctuur wordt steeds kleiner. Niet alleen is het niet meer kunnen vinden van werknemers een serieuze game-changer: wie niet productief is levert immers geen waarde en daarvoor wordt je betaald. Het houden van werknemers is tegenwoordig een baan op zich. Ziehier: de spanning stijgt. Niet alleen in de zorg en techniek, maar nu over de sectoren heen.

Wisseling van de wacht

Terwijl dat gebeurt, vindt op de werkvloer een zogenoemde generatiewissel plaats. Niet dat dat nieuw is. Het is een bekend fenomeen onder andere beschreven door de Nederlandse generatie-onderzoeker Aart Bontekoning en de socioloog Henk Becker. “Iedere 15 jaar vindt er een generatiewissel plaats. En op dit moment zitten we op ongeveer eenderde van die wissel. We hebben het bij een generatiewissel over een natuurlijk proces van het verlopen van levensfases van werknemers. Het bijzondere in deze generatiewissel is dat er, terwijl generatie Z vanaf dit jaar  de werkvloer opkomt, de generatie van de Babyboomers nog in een groot aantal organisaties de scepter zwaait, waar generatie X’ers de leidinggevende en transformatie-rollen hebben. En er dus voor Millennials in die verschuiving nog veel meer redenen zijn om de sterke drang om te vernieuwen een extra zet te geven: it’s time for a revolution! En deze revolutie is er eentje met een sociaal tintje! In ons eerdere blog: Why we should let Millennials be our managers, zeggen we dat al: laat dat gebeuren. En kies voor mentoring, in plaats van mijlpalen slaan. Want krapte op de arbeidsmarkt vraagt om andere vormen en om ruimer denken!

logo entrepreneurabilityWil je met alle vier deze generaties werken? Meesterschap verbinden aan innovatie-power in je organisatie? Dan heb je op managementvlak wel wat lef nodig. Niet verbaasd zijn als je recht in je gezicht wordt gezegd wat je niet snapt en wat er niet deugt aan je organisatie. Messcherpe analyses hoef je niet om te vragen. Dat krijg je erbij. Dan ook nog het lef hebben om met het meesterschap in je organisatiestructuren en de verbinders klaar te staan om vernieuwers de ruimte te geven, dat is wel moedig. Raak je de juiste snaren? 

De juiste snaar raken

Hoe je de juiste snaar dan raakt? Hoe positioneer je je voor generatie Y? En straks voor gen Z? Die employer branding journey, nog zo’n buzz-word…. Het blijkt dat een droombaan niet alleen gemaakt wordt door ingrediënten die te maken hebben de inhoud van je werk, zoals taken doen die aansluiten bij wat je al kan, nieuwe dingen leren en taken doen die impact hebben op klanten. Het heeft vooral te maken met de omgeving waarin je werkt. En dan niet per se waar je werkt, maar met wie je werkt. En, hoe dat voelt.
Dus: hoe je werkomgeving is, gaat niet over je uitzicht of over je bureau. Het is met name de sfeer, hoe mensen met elkaar omgaan en in hoeverre je echt betrokken wordt bij werkzaamheden van je manager en of die manager ook oprechte interesse toont in jou. Als je dat weet te integreren in hoe je je positioneert als werkgever en het dan ook nog echt toepast, dan maak je kans op die felbegeerde titel: ‘Aantrekkelijkste werkgever van het jaar’.

Spider graph
Bron: Dijk, F.S. van (2018), Wat maakt een organisatie aantrekkelijk voor millennials? Employer branding in een krappe arbeidsmarkt. Entrepreneurability.

Beter nog: wie werknemers het gevoel kan geven dat ze zichzelf herkennen in jouw organisatie, die doen het beter dan andere werkgevers. Zelf-identitficatie noemt Joeri van den Bergh dat in ‘How hot brands stay hot, branding for generation Y and Z.’ Het herkennen van je eigen normen en waarden in die op je werk is een belangrijke voorspeller van tevredenheid bij werknemers.

Verrassing!

Het zal je nog verrassen dat de verschillen tussen generaties hier minder groot zijn dan dat wordt beweerd in de huidige media. Is wat bij generatie X’ers werkt dan zoveel anders? Nou nee. Volgens ons onderzoek willen generatie X’ers, met een paar kleine nuances dezelfde dingen: goede sfeer, autonomie en groei. Een rustige werkplek is voor hen bijvoorbeeld belangrijker dan voor gen Y, die zoeken juist contact: ze werken graag samen, met verschillende afdelingen en collega’s. Waar generatie Y’ers, wel echt op afknappen is dat eeuwige getwijfeld over wat hun functie nou inhoudt. “Wees nou eens duidelijk wat je van mij verwacht”, zo verwoordde een collega eerder deze week in helder termen. “Als je me gewoon zegt waarvoor ik verantwoordelijk ben, dan krijg je dat ook!” Die duidelijke kadering van werktaken is ook voor generatie X fijn. Sterker nog: zij zijn daar nog meer naar op zoek dan gen Y. Het verschil zit hem in hoe een Millennial dat communiceert en hoe we dat te weten komen van een Babyboomer of X’er. Dàt is er zo anders aan!

Op dit moment in werkgeversland is vooral aandacht voor Millennials en generatie Z. Zij zijn immers vernieuwend, aanstormend talent. De toekomst. Belangrijk is om ook gen X en de Babyboomers mee te krijgen. In het meesterschap ligt de sleutel verborgen. En wie steeds weer de verbinding weet te leggen tussen meesterschap en innovatiekracht, lees: wie de Babyboomers verbindt met Generaties Y en Z, die behoudt zijn groeikracht.

Categorieën
Entrepreneurability Generations on the workfloor

Employer branding verschuift van “voor wie werk jij?” naar “met wie werk jij?”

Uitzendgigant Randstand, brengt op 26 april haar jongste onderzoeksrapportage uit:”Onweerstaanbaar voor talent, met de kracht van employer branding”. Ruim 5.000 bedrijven uit 30 landen geven in het onderzoek hun visie op de markt en werknemers geven aan wat een organisatie aantrekkelijk voor ze maakt. Entrepreneurability deed haar eigen onderzoek en komt op 15 mei aanstaande met onderzoek dat het verschil tussen werven voor gen Y en X inzichtelijk maakt. Wat zegt Randstad in de sneak preview over aantrekkelijkheid van organisaties? 

Directeur arbeidsmarkt van Randstad, Marjolein ten Hoonte schetst wat werkgevers zorgen baart: ‘Organisaties staan voor een grote opgave. De huidige economische groei maakt het aantrekken en behouden van talent uitdagend. Ook wordt van werkgevers verwacht dat ze uitdagingen op het gebied van technologie en digitalisering het hoofd bieden. Hoe pak je employer branding aan in een markt die volop in beweging is?”

Verandering in organisatiestructuren

Om snelle ontwikkelingen in markten en bij afnemers/consumenten bij te houden, veranderen organisaties hun structuur, zo blijkt uit het onderzoek. Bij dit ‘design for adaptability’ verlaten organisaties oude hiërarchische organisatorische structuren om te schakelen naar een model waar werk gedaan wordt in wisselende teams, projecten en rollen. Dat heeft ook gevolgen voor medewerkers. “De voortdurende druk op organisaties om zich aan te passen leidt tot een behoefte aan agility. Oude structuren worden steeds meer vervangen door netwerken van mensen en teams. Dit vereist een goed begrip van de vaardigheden van elke medewerker. De verhoudingen waarin mensen werken, veranderen nadrukkelijk ook. Van ‘vóór wie werk jij’ (traditioneel), naar ‘met wie werk jij?” 

Employer branding

Verder is het onderzoek een warm pleidooi voor employer branding. “Uit LinkedIn- onderzoek blijkt dat een sterk employer brand een bedrijf 10% loonkosten kan besparen; ook de kosten per werving liggen 46% lager in bedrijven met een sterk employer brand. Ook is het verloop van medewerkers in bedrijven met een sterk employer brand gemiddeld 28% lager”, zeggen auteurs.
Hoe dat moet? Een ‘goede employee experience’ creëren? Daarvoor geeft Randstad wel wat tips. Deze employer value propositions (evp’s) geven al een klein beetje richting. Op 26 april komt het onderzoek uit.

Bron: Randstad. (2018, 5 april). Onweerstaanbaar voor talent , met de kracht van employer branding.. Geraadpleegd op 6 april 2018, van https://www.randstad.nl/werkgevers/kenniscentrum/employer-branding/over-de-randstad-award

Categorieën
Entrepreneurability Generations on the workfloor

How to get ready for the next big workforce

“Millennials are overtaking the workforce as we speak, which really is not a bad thing if you know how to keep this generation within your organization. They bring a lot of fresh ideas and energy to work every day. I get that managers might be cautious about the new generation. This might be caused by the fact that they are often viewed as being attention sponges, but with the right mentoring they can really bring your organization to the next level.

According to the Deloitte Millennial survey (2016) it has become clear that millennials might be willing to stay longer within organizations then most people think. It was found out that the group of millennials who stayed longer than 5 years in an organization was twice as big if they were properly mentored.

The millennials are looking for a purpose in their job. They are the most socially conscious generation that has ever existed. This means that their work needs to fulfill in this purpose as well. Their work needs to give them the opportunity to grow, to make new friends and most importantly they want to see their work really contribute to a larger purpose.

“So what millennials need is proper guidance. They have high expectations from the company they work for, they want a clear map that will guide them to success. In return for this they will happily work hard for you.”

This clear map is all about setting goals, making sure they are well prepared for their tasks and about having moments of time together to see how everything is going. As I said, millennials are very socially conscious, they really like it when someone takes some time to look at their issues.

Mentoring millennials can drain a lot of energy out of your managers if it is not done in the proper way. Millennials never take the ordinary road so why would that change if it comes down to ways of mentoring? In my next blog I will talk about three ways of mentoring that have been proven to be very succesfull when it comes to guiding millennials.”

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Entrepreneurability Generations on the workfloor

“Terrabyte-technology like AI and machine learning need the Millennial workforce”

“So we need to adapt to their needs. Listen to them. Be a one minute manager in stead of continously on their back, provide resources and time, leverage others to let them work and: be a marketing driven organisation. They want to make an impact”, says Dr. Waguih S Ishak, VP & Chief Technologist at Corning Research & Development Corporation Silicon Valley, CA at the Lunch Lecture at High Tech Campus today.

“Be market driven, have sustainable purpose
and let Millennials have the impact”

“Millennials want to make impact and have a sustainable goal. They ask different questions than others. Like: are you paying for my medical? Quit doing that, I’m healthy I will be fine without it. And: I need 60 days of leave, because I like to travel”, says Isahk at the lecture. This workforce tends to be much more entrepreneurial and have different outlook on life. “We just have the courage to do, in stead of talk about things. I do have to say that I’m not impressed by human resource departments. It needs to be updated quickly, to attract students like me”, says Samanta Svolkinaitė, a student looking for an internship a while ago. “If I can easily prepare for an interview by looking up standard questions, I am not challenged. And we do want money, but want other things in our jobs too, business travel and creating a good network.”

“The biggest of all mega trends is not tech: it’s people: The Millennial Workforce.
If you learn to communicate well with them: you’ll get the tech done.”

Without being blind followers, we will need to adapt to those demands. “We need them to be a part of these mega trends to develop: AI and machine learning, the new step in big data for instance. Or building autonomous cars. We at Corning Research & Development need these young engineers, to do the research”, says Ishak. “In the US alone we need 1,5 billion engineer in the coming 10 years. Half of which will work in the Valley. And they will come from China, India, Germany, Hungary and Czech Republic and from Holland.”

“Megatrends like AI and machine learning need
Milllennials to realize them: to connect the two is the essential trend.”

Categorieën
Entrepreneurability Generations on the workfloor

Why we should let Millennials be our managers

Millennials want only one thing, so it seems: to be a manager, and they want it #now. Their current managers tend to translate that attitude into arrogance and lack of patience. They had to work hard themselves to reach that goal and they are not likely to let go. In the mean time Millennials that don’t see their expectations met and have a different attitude: they just leave. Should managers from earlier generations set aside their ego’s and let generation Y have a go? Yes, they should. And here’s why:

“During the next year, if given the choice, one in four Millennials (yes, 25%!) would quit his or her current employer to join a new organization or to do something different. That figure increases to 44 percent when the time frame is expanded to two years. By the end of 2020, two of every three respondents hope to have moved on, while only 16 percent of Millennials see themselves with their current employers a decade from now.” This global trend was signaled by The 2016 Deloitte Millennial Survey. Nearly 7,700 Millennials, representing 29 countries around the globe, gave some pretty interesting answers on employment. And these are now the facts to deal with. All participants were born after 1982, have obtained a college or university degree, are employed fulltime, and predominantly work in large (100+ employees), private sector organizations. (1). “This remarkable absence of loyalty represents a serious challenge to any business employing a large number of Millennials, especially those in markets—like the United States—where Millennials now represent the largest segment of the workforce.”

[quote author=”” source=””]Managing Millennials? Don’t.
Let them manage you.[/quote]

They will leave anyway, unless…
What is true reason behind them demanding to be the manager? This straightforwardness, stubborn behavior one could say, holds an important message. Wanting a challenging role, while you have no experience what so ever, takes guts. And eagerness to grow and experience your boundaries. This is a generation that states they have underdeveloped skills of leadership and is very conscious about it. Could it be that demanding to just try and learn-by-doing give them this skill? Yes, it can! But do current managers lean into that? No, mostly not. Because they have a different view on making a career and their leadership skills were developed during their upbringing. It needs a very – very! – flexible attitude and some else…. focus on business initiatives, fairness of business and positive impact on customers.

[list style=”list1″ bullet_color=”#999999″]

Top 5 things Millennials value:

  • Employee satisfaction, loyalty and fair treatment (26% of respondents say this is most important)
  • Ethics, trust, integrity and honesty (25%)
  • Customer care and focus (19%)
  • Quality of products, service and reliability (13%)
  • Corporate social responsibility (8%)

[/list]

Long term focus
These top 5 signals a very important message: “we are about long term, and you better be behaving congruent and conform promises you made, or we’re gone.” Their priority for business can be translated in a willingness to invest in growth and driving business initiatives; dealing fairly with suppliers; developing new/innovative products and services and making a positive impact on customers. All ensuring the long-term future of the organization. “Millennials are, thus, in broad alignment with senior executives on initiatives that support long-term success, suggesting that they value approaches that directly impact individuals via jobs, income, skills, or quality products”, says the research by Deloitte.  They are thus embracing profit and do recognize making money as a vital component of business success. The only thing this generation does not tolerate – at all – is short term thinking.

 

[quote author=”” source=””]Take on a mentoring role and guide them. In the mean time showing them the need for business principles to ensure long term results. 

[/quote]

Mentoring 
So how do we manage them? Lead by example. Servant leaders give way to their need to grow leadership skills. They guide a path to growth rather then contain Millennials’ experiences to the maximum that they ‘can handle’. Guidance can be provided by a mentor, so if you have the guts, just like they do: take a mentoring role and guide them. In the mean time showing them the need for business principles to ensure long term results. It seems that this format of leadership gives Millennials a better chance at developing and enhances loyalty, according to the researchers. “Six in ten (61 percent) Millennials are currently benefiting from having somebody to turn to for advice, or who helps develop their leadership skills. Again, this varies by market and appears more prevalent in emerging (67 percent) rather than mature (52 percent) economies. Mentorship levels are particularly low in Australia, Germany, Canada, The Netherlands, and France, where only a minority of Millennials have a mentor. Improving these levels cannot not only advance the careers of Millennials, but it will also go some way toward strengthening loyalty.

 

So yes, let them take leadership positions. And then be there, give advice.Generation X has the power to empower them. Managing means showing leadership. Great leaders show you the path, focus on your purpose and support you to develop skills to tackle obstacles. And remember: Millennials have a different way of saying things: we just need to listen more closely. If they say the want to be a manager: it is because they have an unsustainable drive to grow. Not because they’re hungry for power.

Resources:
(1) https://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-survey-2016-exec-summary.pdf

 

 

 

 

 

 

Categorieën
Entrepreneurability Generations on the workfloor

How Millennials, labor market dynamics and the purpose economy will disrupt employment!

In a few years time, you will no longer work for a company. You will own it! In fact, we bet you will own over 20 companies! Why? Because the way companies and employees work together is about to get disrupted. Here’s a way to organize companies that fits this transformed way of employment.

Entrepreneurability: skill to be an entrepreneur in company formats

Ideas need skills, talent and expertise to come to life. If a company no longer has employees, but employees with those skills, talents and expertise, own the company, the ideas become the asset base of all involved. The ideas can then be realized by a set of owners that have the fitted skills and knowledge for the idea and an equal benefit to get the best possible value out of it. In exchange for their contribution, these contributors become co-owner of the company with equal shares. Regardless of the amount of effort invested. If the product or service provided is valuable to the market targeted, everybody benefits. If not, no harm done you only spent a few hove it’s already happening and it will become a common way of doing business. Here’s why:

Purpose economy

Why do you do what you do? Why do you do this type of work, what makes you get out of bed in the morning and get to work? Let’s look at the four generations that we have in our labor force now and their drive to work. The baby boomers were looking for a job for life, making sure their families were able to survive, generation X was working on their work-life-balance and they are motivated by the ability to do so within a career and generation Y (also known as Millennials) rather work for a purpose and they need to be flexible and free. Their focus is to work with a company not for a company. So gradually the prehistoric driver of work to earn the money to buy food, living and education (eg.survival), to a profit maximization will disappear. And in it’s place we find: having a purpose for the work that you do. Not just our personal purpose, doing the things we love, picking up new challenges and expressing ourselves. Also a purpose that includes a contribution to others and to the world around us. Making money and doing this is widely accepted as the new way of working.

The purpose economy is mostly a primary driver for Millennials. “While many generations have sought out purpose, Millennials make it a greater priority than ever before, in everything from their consumption to their work to their communities to their relationships” says Aaron Hurst in his book The Purpose Economy, Expanded and Updated: How Your Desire for Impact, Personal Growth and Community Is Changing the World Paperback (2016).The purpose economy is a new context and a set of ways in which people and organizations are focused on creating value, and it defines the organizing principle for innovation and growth. (1)

Over 76% of people participating in the Great Place to Work surveys acknowledge they feel good about the contribution to society they make as a company.(2) It is an important factor in people’s choice to join an organization.

Trend number 1: Entrepreneurial abilities facilitate maximizing purpose. Not only does this work-life-model provide you with the freedom to choose which ideas create value or meaning to you and thus identify you. You have control over the amount of time spent and which benefits it generates.

Labor market development

change_work_population Millennials are tough to manage! Says Simon Sinek.(3) The generation that was raised with the ‘anything-is-possible-concept’ needs a different approach to those raised with limits or with working conditions as the baby Boomers or generation X. Millennials use technology as a mean – not as a purpose – to connect to each other and to anything that maximizes the purpose as mentioned before.  Combined with an enormous amount of information accessible and the ability to change industries by intelligent utilization of technological developments, makes this group very skilled disruptors, even without them realizing it, mostly.  They enter the labor force from a different starting point.

These dynamics change the labor force. And with the baby boomer generation leaving the in the upcoming years, it puts a challenge on how we do our work. The number of jobs keeps on growing while the number of members of the workforce decline.(4) So not only do we have a changed labor force, we also have a lot of pressure on its efficiency and effectiveness.

Trend number 2: Entrepreneurs skill create an opportunity for professionals to more be more efficient and effective in the utilization of their skills and knowledge by adding value to multiple organizations instead of being part of a single organization.

The Gig Economy – Independent Professionals  

iprofs_leaving_companiesThe trend of approaching the markets has already been set. The way employment is organized is changing already.  Younger people do not tend to stick around too long at a single company any longer. We all know that’ lifetime employment’ is a thing of the past. In the 1980’s over 50% of American employees were in their job over 10 years. (5)

The Generation X thrived on the ‘job hopping’ phenomena covering on average 7 jobs throughout their career, Millennials are expect to stay at an organization for less than 3 years.(6) But next to switching jobs there is an even more disruptive change happening..

The number of independent professionals (iPros) has been growing rapidly over the past couple of years.  Where in 1996 roughly 5% of the workforce  in The Netherlands where self employed, in 2014 this was already roughly 10 percent. Although the trend is flattening out (7), more and more highly educated professionals are still making this transition. Research done by Intuit states that in 2020 40% of the workforce will be work on a freelance basis.(8) Why do people take this step? What makes them move away from a sense of security, stability? Especially now the economy is recovering?  

From the Zelfstandigen Enquete Arbeid 2015 three reasons for starting to work as an iPro stand out:

  • Looking for a new challenge (34,4% of total respondents),
  • Autonomy. Making your own decision when and how much you want to work. (25,7% of total respondents)
  • No longer willing to work for a boss (20% of total respondents)(9)

This trend is being referred to as the Gig economy.(10) In this approach to economy temporary positions are very common and organizations collaborate with independent professionals for short engagement.(11) This tendency is the third trend on which Entrepreneurial concepts are built.

It already happens in the current concept of the flexible layer of independent professionals which many organisations use. This benefits both the organizations – who can use skills and knowledge as they need it, and the independent professionals, that can work for multiple companies.

The biggest risk organisations encounter in this rapid changing world, dominated by small start-ups, is employing people. Mitigating this risk by employing people on a need-basis is extremely tempting. You pay for what you use. For the independent professional benefits are rich as well. They are able to share and develop their expertise by applying it in different environments, only adding value when being present and charge accordingly. Like a playing a gig!

Trend number 3:

  • As an idea owner in the a Company of Owners, one of the formats in which to optimize effectiveness, you host gigs for people who can contribute, without the risk of having to employ them on a fulltime basis. You can pull knowledge and skills from a large pool of professionals in the subject area;
  • And as an independent professional you are facilitated in your need to show your purpose and skill in any challenging area and add value without having to work for a boss. You are in control how much and when you will invest your time.

Liberty?

One more thing: why the equal share? Isn’t that a bit too socialistic in the way you’d like to work the market liberation? It certainly looks like it and might be a bit new. Like the story on the right (12). It has it’s roots in the value added base of rewards. Where in marketing it’s fully accepted to have value based pricing, somehow within awarding people’s skills we still value them differently. We base this reward on experience, education, location and some personality aspects but do not take into account the value added to the idea. Anyone contributing to the result is perceived to add value and without their contribution the value will assumably be less.

companies_billing

On the contrary, the current compensation scheme used in organisations is out of balance as well. Over the last couple of decades the compensation of top management has grown completely out of proportion compared to the average production worker. In between 1978 and 2014, inflation-adjusted CEO pay increased by almost 1.000%. Meanwhile, typical workers in the U.S. saw a pay raise of just 11% during that same period.(13)  This has been heavily debated in several countries and attempts are made to regulate this. In addition, more companies look into decoupling the performance review and the any raise in pay. Organisations are discovering new ways to tap into compensation.(14) A Dutch IT company, Incentro, let’s their own employees determine their raises among their peers.(15) These experiments and trends in HR shows that organizations and professionals are ready to reopen the discussion on compensation.

What about the amount of time involved? What if the contributors have a difference in the amount of time they put in. So what? We think it’s up to contributors to organize their way of working. Bottom line is: the result is what counts. And that will be addressed by the idea-holder and the rest of the team. It doesn’t matter if you spent 5 minutes adding value or 5 days. If the idea cannot be created without those 5 minutes of expertise the 5 days invested is useless, same goes the other way around. Think for a minute about the effect it has. What if you organize your work exactly the way you’d like and put in the amount of time and effort you think is necessary, within a time frame that you have influence on as well? How does that make you feel? Exactly: it’s means the liberty to do things your way! Ask Daniel H. Pink, the author of Drive. What motivates people more than anything? The autonomy to do things how they’d like to, develop mastery over their work tasks and do them with a purpose.

Trend 4: So to bring back balance in the rewarding of labor. The Company of Owners values the input of all contributors alike and therefore gives equal shares of awards to the input and skills. This way the process provides a very strong motivator for all – also alike: autonomy.  Furthermore it takes away the discussion about giving a raise based on performance. Performance in The Company of Owners-format is determined by value added of the whole team.

Entrepreneurability: concluding remarks

The above demographic and labor market trends combined, as well as the readiness for disruption for the labor markets thus gives us reasons to believe we are well on our way to optimize Entrepreneurability. This model provides instant feedback on the anticipated added value to the market by facilitating in maximizing purpose. It provides the freedom to choose which ideas to create value or meaning for independent professionals as well as employees that would rather work with a company instead of for a company.  Additionally it gives flexibility over the amount of time spent on each idea or value creation. This makes it more efficient and effective in the utilization of skills and knowledge for both the idea-holder (company) and the professional contributors (owners). The latter get to add value to multiple organizations instead of being part of a single organization and the first are able to realize more ideas. It values the input of all contributors alike and therefore gives equal shares of awards to the input and skills. This way the process provides a very strong motivator for all alike: autonomy. Furthermore it takes away the discussion about giving a raise based on performance. Performance in the format of The Company of Owners is determined by value added of the whole team. And it has a low threshold to contribute or start-up. If you have an idea but no funding or you have a little time to spare you can easily apply this model.  The format of the Company of Owners host gigs for people who contribute, without the risks of employment on a fulltime basis. You can pull knowledge and skills from a large pool of professionals in the subject area. And independent professionals are facilitated the need to work for a purpose and use their skills in a challenging area, staying flexible and developing skills and knowledge along the way.

Sources:

  1. The Purpose Economy, Expanded and Updated – Aaron Hurst
  2. https://agconnect.nl/artikel/it-bedrijven-behoren-tot-de-beste-werkgevers
  3. https://www.youtube.com/watch?v=QXWNChoIluo
  4. https://futurehrtrends.eiu.com/report-2015/profile-of-the-global-workforce-present-and-future/
  5. https://www.fastcompany.com/1802731/four-year-career
  6. https://www.forbes.com/sites/jeannemeister/2012/08/14/the-future-of-work-job-hopping-is-the-new-normal-for-millennials/#2e7078ed13b8
  7. https://www.cbs.nl/nl-nl/nieuws/2016/46/toename-aantal-zzp-ers-stokt
  8. https://http-download.intuit.com/http.intuit/CMO/intuit/futureofsmallbusiness/intuit_2020_report.pdf
  9. Zelfstandigen Enquete Arbeid 2015, ministerie van Sociale Zaken en Werkgelegenheid, TNO, CBS (2015), http://www.monitorarbeid.tno.nl/databronnen/zea
  10. https://youtu.be/bhm2fdQg_Aw
  11. https://whatis.techtarget.com/definition/gig-economy
  12. https://www.smithsonianmag.com/history/charles-proteus-steinmetz-the-wizard-of-schenectady-51912022/
  13. https://fortune.com/2015/06/22/ceo-vs-worker-pay/
  14. https://hbr.org/2015/09/why-more-and-more-companies-are-ditching-performance-ratings
  15. https://www.mt.nl/business/zo-bepalen-incentro-medewerkers-hun-eigen-loon/87810 – Dutch