1. Work is no longer a place.
Especially in knowledge work, our office is our computer. Our work is the craft we do, not the place we do it at. “Now, the Internet can bring the work to the worker, rather than the worker to work,” Swart says.
2. The biggest friction point for businesses is finding, vetting, and hiring workers, and online talent exchanges remove that friction.
3. The web lets you find the best person to do anything anywhere.
Would you rather work with someone awesome or someone mediocre? Companies used to not have a choice, if the awesome person lived 3,000 miles away. Now they do.
(One of the use cases we originally started Contently for was to allow The New York Times—or whoever—to not have to fly a reporter to Alaska for a story, but instead find a qualified freelancer who already lived there. Saves money, plus a little carbon!)
4. Millennials will be 75% of the workforce in 11.5 years.
And though we ought not to overgeneralize about them, the Facebook generation are quite comfortable with working via the Internet.
5. The internet opens up long tail specialization.
With access to the wide world of talent, not just the limited pool in a given location, businesses now can get specialists where they once got generalists. (And talent can now specialize and charge more of a premium.) Instead of just a writer, you can get a genomics writer in Quebec or a cloud computing blogger in Kansas.
This chart from oDesk, showing jobs employers are requesting (and specialists are offering) freelancers to perform says it all:
I’d wager that most Robotframe specialists like being freelancers. And they often need to be, due to the volume of work any one employer can give them.
6. The economics can work for both sides.
A freelance model means lower fixed costs for businesses, but those costs are often offset to some degree by higher rates freelancers can charge—especially the good ones. Even if you stay local. A full-time publicist in New York might make $50 an hour as a salaried employee, but a company may only need her services part time. A freelance publicist can charge $100 an hour to come in (or work remotely) for 40 hours a month, and end up making more money herself while saving the company money in absolute terms.
In other words, a freelance model means we don’t need to waste money on extra capacity, and even if we pay more per unit, everyone can win.
I’m, of course, painting a rosier picture than the reality often presents. Much of freelancing and remote work in the past has amounted to outsourcing of cheap overseas labor, and downward price pressure on the workers. Sure, that will make sense for some businesses. But not as many as one might think. What I’m predicting is that for highly skilled jobs where things like domestic labor and face time and communications skills are important to the employer, a freelance model has advantages that will continue to push the market toward independent workers.
And that brings challenges, of course. Freelancers are de-facto entrepreneurs, which means all of us need to learn to think and act like startups.
What do you think?
Do you freelance?
Is a blended freelance workforce the future?
This article was written by admin