When flexible employment meets the sharing economy, talent sharing has become a major trend
First, let's talk about the sharing economy.
The so-called sharing economy generally refers to a new economic model that temporarily transfers the right to use goods based on strangers with the main purpose of obtaining a certain reward. Its essence is to integrate offline idle commodities or service providers to provide products or services.
In the past decade, the financial crisis has blown away, and the capital winter has been realized. In this context, the most direct adjustment of enterprises is to optimize labor costs and realize the benign operation of enterprises, that is, flexible employment. So why is flexible employment an inevitable choice for companies to optimize labor costs?
Before tackling this issue, we must mention the hottest “sharing economy” in time, because there is an inseparable relationship between the two. We can distill five elements of the sharing economy: idle resources, usage rights, connectivity, information, and mobility. These five elements are exactly in line with the characteristics of the flexible employment model.
The traditional way of employment has two characteristics: on the one hand, a large number of remaining jobs need to be completed by people; on the other hand, individuals have a lot of spare time without creating value. Here, the individual's "remaining time" is just idle human resources, and enterprises hope to make better use of these idle resources through flexible employment to meet the needs of peak employment. In other words, the need for flexible employment has always existed, but now the problem is becoming more pressing.
In 2019, major corporate layoffs followed one after another. Before that, Didi Chuxing, JD.com, Zhihu, etc. all reported layoffs, and even Alibaba stopped social recruitment.
Under the uncertain economic situation and social security tax situation, the traditional direct employment model for employees has put enterprises into an unprecedented predicament. As a result, enterprises have created many temporary, short-term and batch flexible employment needs.
How to transform the economic winter crisis into new opportunities for enterprises and employees is a question that every business executive, financial and human resources manager needs to think about.
Empowering companies with innovations in financial and human resource management may also be the key to companies achieving transcendence in the new economy.
As a new type of work in the era of sharing economy based on digitalization and networking, flexible employment has brought people-oriented organizational and working models. And talent sharing is a kind of employment mode with more characteristics in flexible employment and a wide range of enterprise applications.
Talent sharing is a flexible employment model in which individuals and enterprises and their affiliated organizations do not establish labor relations, and platform organizations directly establish cooperative relationships with individuals. Both parties follow the principle of "risk sharing and benefit sharing" to establish an equal business contracting partnership.
Let’s look at two other characteristics of the “sharing economy”: connectivity and mobility. Putting these two characteristics on the level of flexible employment, referring to the existing part-time model, we found the defects of the existing part-time model:
The pure information platform model only provides part-time information services, which is essentially a traffic business.
Pay attention to the manpower service model, and provide manpower outsourcing services through self-built offline teams, which are essentially traditional manpower intermediaries.
The information trading platform has changed the traditional part-time process by providing information, services, evaluation and return visits, and completed transactions quickly on the platform. This mode is moderate in weight, and it is easiest to ensure user experience while expanding rapidly.
From the perspective of "connection" and "mobility" of the sharing economy, flexible employment needs to realize the information connection between supply and demand in order to truly open the link of talent sharing. In the entire closed-loop transaction, all links are clear and transparent. Whether it is information, service or evaluation, it is a set of systematic service behaviors that realize transactions on service characteristics.
At present, some large enterprises such as Huawei and Haier have begun to implement this labor model of sharing human resources.
Under the traditional model, in order to expand the scope of business and increase the volume of business transactions, the common practice of enterprises is to set up branches (subsidiaries) in various places. As a result, enterprises must employ a large number of workers, and both operating costs and labor costs will increase. Moreover, workers may also have the mentality of "workers", so it is difficult to combine personal development with enterprise development, and the enterprise also lacks cohesion.
The next key word to talk about is the right of use. The sharing economy is the right to use goods and services provided to each other within a certain period of time. Focus on the human resources field, people have their own use rights. Why do flexible labor unions have huge market potential? Because people never give up the idea of making money, as long as there is a proper opportunity, people always want to make more money, which also creates people's awareness of their use rights.
Another direction of the right to use is various service organizations such as information platforms. The highest principle in this industry is altruism, and the feedback from altruism is reciprocity. Due to the particularity of this industry, when the platform's services are in place, it is difficult for users to jump out. It's like a retail store that has the most suitable sources and purchase channels for itself and will not change at will.
The employment model of "flexible employment" will bring lower labor costs and higher production efficiency to enterprises, and will enter an "explosive period" in the next ten years.
With the development of the market environment, enterprises are becoming more and more cautious in the use of human resources. Labor cost control has become an important part of business operation.
Diversified platforms provide job seekers with a variety of job options, and 0 to 5 is not the only choice for job seekers.
The direct contact of information reduces the time cost of recruitment in the past, and the emergence of various application platforms will also become a stage for many people to realize their skills and labor.