The rise of the on demand economy and its impact on the world of work.

1. “The rise of the
on-demand
economy and its
impact on the
world of work”
HRDesign
Conference
5/12/2019
Eghezée

2. 02
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01 Right Here,
Right Now
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Only Pay What
You Use
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Individualisation
& Customisation
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Right Here, Right Now
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Only Pay What You Use
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Individualisation & Customisation
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Denis Pennel© – WEC Managing Director - 3

4. Denis Pennel© – WEC Managing Director - 4

5. Denis Pennel© – WEC Managing Director - 5

6. Denis Pennel© – WEC Managing Director - 6

7. Denis Pennel© – WEC Managing Director - 7

8. Denis Pennel© – WEC Managing Director - 8

9. Denis Pennel© – WEC Managing Director - 9

10. « Crawford questions the educational imperative of turning
everyone into a "knowledge worker," based on a
misguided separation of thinking from doing, the work of
the hand from that of the mind. Crawford shows how such
a partition, which began a century ago with the assembly
line, degrades work for those on both sides of the divide.
But Crawford offers good news as well: the manual trades
require careful thinking and are punctuated by moments of
genuine pleasure.”

11. THE PRESENTTHE PAST
Large pyramidal organisations
Serving mass & passive
consumer markets
With standardized products
& services
Under the principles of
scientific management
Flatter, more platform-friendly kind
of large organisation
Serving active, networked
individuals (prosumers)
With products & services that can
be customized at scale (mass
customization)
Under the principles of continuous
innovation and constantly switching
business models (agile firm)
Source: Nicolas Colin - Hedge
“Repetition no longer
saves money and
variations no longer
cost more money”
(Mario Carpo)
Denis Pennel© – WEC Managing Director - 11

12. Source: IWG survey amongst 18,000 executives from 96 countries - 2018 Denis Pennel© – WEC Managing Director - 12

13. Denis Pennel© – WEC Managing Director - 13

14. Denis Pennel© – WEC Managing Director - 14

15. Core
business
(permanent
workers)
Freelancers
Interns
Interim
Management
Crowdworkers
Temporary,
part-time
Strategic
alliances
ConsultantsSub-
contractors
Shared Services
Centers
Agency
Workers
3rd level
2nd level
1st level
« Cultivating communities of
workers will become one of the
key disciplines of 21st-century
business »
Thomas Malone in
The Age of Hyperspecialisation
(Harvard Business Review 2011)

16. 1
6
16
Borrow
Time limited Contract
Labour
Forms of work
Agency workers
Fixed-term contracts
Interns
Buy
Permanent hires
(direct employment
relationship)
Forms of work
External hires on full or
part time work
Rent
Deliverable service or
expertise on a contract basis
Forms of work
Independent contractors
Consultants
Crowdworkers
Share
Access talent
in a collaborative way
Forms of work
Intra company Transfert
Job sharing
Pooling of employers
Total Talent
Management Office
Denis Pennel© – WEC Managing Director - 16

17. DIMENSION OLD REALITY NEW REALITY
Type of work
performed by the
extended worker
Location of work
performed by the
extended worker
Reasons companies
use extended workers
Primarily low-
skilled, low-value
Local: workers live close
to the organisation
Address an immediate
need
Increasingly high-skilled,
high-value knowledge
work
Anywhere: workers are
globally accessible and can
perform tasks remotely
Gain agility and access
to top talent
Reasons for becoming
an extended worker
Who manages the
extended workforce
Personal profile of the
extended worker
Involuntary reasons:
Difficulty finding a
(permanent) job
Procurement with a cost
orientation or line
managers individually
Not well educated,
younger, non-professional
Voluntary reasons:
Attraction to flexible,
interesting and varied work
HR with a strategic
orientation and with input
from the functions
Increasingly well-educated,
all age ranges, professional
Source: Accenture – « The rise of
an extended workforce » 2013
Denis Pennel© – WEC Managing Director - 17

18. 42%
worry about the
loss of confidential
information due to
the use of
contractors
38%
worry about the
instability of a non-
traditional
workforce
46%
of HR managers
are not involved in
on-boarding
alternative workers
Denis Pennel© – WEC Managing Director - 18

19. Denis Pennel© – WEC Managing Director - 19

20. Nature of
employment
relationship
Contractuali
-sation
Length
Place of the
relation
Job for life
Open ended
contract
Decades
Intra
entreprises
Employability
Diversity of
labour
contracts
Years
Inter
entreprises
Freelance
Self
employed
Months/Days
Projects
On demand
expertise
Contract for
services
Hours/
Minutes
Real time
market
places
Does the employment relationship tend to shorten?
Denis Pennel© – WEC Managing Director - 20

21. Source: OECD – Employment Outlook 2019 Denis Pennel© – WEC Managing Director - 21

22. Source: Intuit – The OnDemand Workforce (2019)

23. Source: Intuit – The OnDemand Workforce (2019)

24. CHECKLIS
T
Job
Contract
Job description
Functions
Wage
Command & Control
Career
Process-based
Occupation
Profession
Skills
Fees
Collaboration
Fulfilment
Know How
• Appoint a Total Talent Management Officer to manage diverse forms of work
• Extend your performance management and analytics efforts to on-demand
workforce
• Put in place integrated management and risks control across the business,
procurement and HR teams

25. Denis Pennel
@PennelDenis
The New Reality of Work
La nouvelle réalité du travail