Understanding the Gig Workforce Trend as an Organizational Leader
Guided Response: Respond to at least two of your fellow students’ or instructor posts in a substantive manner and provide information or concepts that they may not have considered. Each response should have a minimum of 100 words. Support your position by using information from the week’s readings. You are encouraged to post your required replies earlier in the week to promote more meaningful and interactive discourse in this discussion forum. Continue to monitor the discussion forum until Day 7 and respond with robust dialogue to anyone who replies to your initial post.
Time Off
Although my organization uses the typical two weeks of vacation with one week of sick days time-off benefit system, the organization uses a 9/80 schedule. For this schedule, an employee works nine-hour days every Monday through Thursday, then works an eight-hour shift every other Friday. Although the employee works the full 80 hours over two weeks, they receive a three-day weekend every other week. The organization is generally flexible, which Fridays the employees take off, as long as they meet the total monthly hour count. The employees’ availability to have many extended weekends and flexible ability to move their allowed free days off enhances their work-life balance. Doing this helps the employees stay more engaged, productive, and loyal to the organization (Braff, 2018, p. 48).
Flexible Leader
Sometimes, a leader must be flexible with workers’ schedules and the importance of employees’ work-life balance. A healthy work-life balance increases employees’ productivity and loyalty to the company. It allows the employees to take necessary breaks to recharge and spend time with friends and family. A manager should also provide flexibility for employees and their work schedules to ensure to meet their families’ needs. Doing this will also increase employees’ loyalty. By instituting these ideas, the organization’s leaders will have a more robust organization, gaining new and quality candidates, as they will be looking to join an organization that is considerate of its employees’ personal lives (Braff, 2018, p. 48-53).
Al La Cart Benefits
My organization uses multiple different benefits so that the benefits packet is individualized. Like Amazon, they offer to provide free training for multiple different subjects and fields, many of which would support different organizations (Milligan, 2017). They provide full and partial tuition reimbursement, depending on the school attended and the amount of tuition spent per year. The tuition reimbursement and free training with many development options provide employees extensive growth potentials within or outside the organization. The superior benefits from this help retain employees and attract candidates to our organization.
Understanding the Gig Workforce Trend as an Organizational Leader
With the growing number of contractors and Millennials desiring new experiences and flexibility versus climbing the corporate ladder, organizational leadership needs to understand and support the gig workforce economy (Milligan, 2017). Gig workers are short-term employees on a short-term contract. Although they lose out on added job security, they have more freedom to work at different organizations, in different positions, and on varying tasks. The workers typically are paid by the jobs they complete and do not have set hours (Biscontini, 2017). Influential leaders need to understand that new and superior candidates may prefer to work as a gig worker to have the ability to move and take on new roles versus staying loyal to the organization (Milligan, 2017). They may need to establish a workforce plan that involves rotation of gig workers to have talented workers at the organization consistently.
References
Biscontini, T. (2020). Gig economy. Salem Press Encyclopedia.
Braff, D. (2018, April 1). REIMAGINING TIME OFF: Facing tight competition for talent and a maze of regulatory requirements, HR leaders are taking creative new approaches to vacation and sick time. HRMagazine, 63(3).
Milligan, S. (2017). HR THEN AND NOW. HRMagazine, 62(6), 38-41. https://search-proquest-com.proxy-library.ashford.edu/docview/1927819198?accountid=32521
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