From our recent The Business of Digital: Chapter One -Currency of Talent seminar, this is a look at The Future of Work in the Digital Marketing Industry with Angie Kramer (JobBliss).

1. Angie
Kramer
Founder
and
CEO
THE
FUTURE
OF
WORK

2. THE
WAY
WE
WORK
TOGETHER
IS
CHANGING
1. Survey
data
from
‘the
Future
of
Work’
2. Global
trends
3. What
is
a
‘Freelancer’
4. How
the
Employers
can
benefit
(and
thrive)
with
this
new
shiI
5. New
models
as
thought
starters
6. Steps
to
build
your
strategy

3. GONE
IS
THE
PROMISE
OF
THE
GOLD
WATCH

4. 10,000
SKILLS
AND
COUNTING

5. “Talented
people
need
organizaQons
less
than
organizaQons
need
talented
people.”
-­‐Daniel
Pink
THE
FREELANCER
ECONOMY

6. WE
NEED
TO
BE
AGILE.
OR
AT
LEAST…
FLEXIBLE.

7. ALMOST
HALF
OF
PEOPLE
LOOKING
FOR
A
NEW
JOB
–
DRIVEN
BY
INSECURITY
&
LACK
OF
CAREER
PROGRESS
Are
you
currently
looking
for
a
new
job?
Why
would
you
think
about
moving
jobs
(fullQme
or
freelance)
Yes
No
47.50%
52.50%
Uncertainty
about
job
security
Lack
of
career
advancing
work
Culture
Commu[ng
[me
and
cost
Conflict
within
the
organiza[on
20.52%
25.24%
29.48%
37.26%
37.26%
Source:
JobBliss
‘Future
of
Work’
Survey,
1155
respondents,
June
2015

8. BY
2020
MORE
THAN
50%
OF
THE
U.S.
WORKFORCE
WILL
BE
FREELANCE

9. AND
40%
OF
CANADIANS
PLAN
ON
GOING
FREELANCE

10. 40%
OF
PEOPLE
IN
EMPLOYMENT
LOOKING
FOR
MORE
FLEXIBLE
OPTIONS…
Do
you
plan
on
going
full-­‐Qme
freelance
or
contract?
40%
60%
Yes
No
Source:
JobBliss
‘Future
of
Work’
Survey,
1155
respondents,
June
2015

11. 35%
65%
Yes
No
…AND
SOME
ARE
DOING
IT
IN
ADDITION
TO
FULLTIME
WORK
Have
you
ever
engaged
in
freelance
assignments
outside
of
your
primary
job?
Source:
JobBliss
‘Future
of
Work’
Survey,
1155
respondents,
June
2015

13. THE FLEXIBLE
WORKFORCE
IS COMING
aka contingent, on-demand,
gig-economy, freelance…

14. LIFE
AS
A
FREELANCER
©
2015
JobBliss.
All
rights
reserved.
ConfidenQal
and
proprietary
informaQon
of
JobBliss.
U.S.
Patent
Pending
There
is
no
“job
security”
Benefit-­‐free
contract
working
for
mulQple
employers
is
the
new
normal

15. PROS
©
2015
JobBliss.
All
rights
reserved.
ConfidenQal
and
proprietary
informaQon
of
JobBliss.
U.S.
Patent
Pending
1. Work
/
Life
balance
2. Flexibility
to
work
from
home
3. Greater
variety
of
work

16. CONS
©
2015
JobBliss.
All
rights
reserved.
ConfidenQal
and
proprietary
informaQon
of
JobBliss.
U.S.
Patent
Pending
1. Lack
of
health
benefits
2. Not
enough
freelance
work
booked
in
advance
(job
security)
3. Needing
to
constantly
network,
bookkeeping
and
other
someQmes
unfamiliar
tasks
4. Having
their
rates
cut
(low
pay)
5. Work
is
always
last
minute,
employers
do
not
plan
in
advance.
6. Chasing
invoices

17. 8.8%
29.7%
30.3%
35.5%
48.6%
52.4%
52.5%
60.6%
63.3%
Lack
of
job
security
with
current
employer
Growth
opportuni[es
and
learning
new
skills
Compensa[on
(I
will
earn
more
as
a
Freelancer
/
A
greater
variety
of
work
The
opportunity
to
be
my
own
boss
I
can
choose
the
work
that
appeals
to
me
Work/life
balance
I
can
chose
my
own
hours
Flexibility
to
work
from
home
Source:
JobBliss
‘Future
of
Work’
Survey,
1155
respondents,
June
2015
FLEXIBILITY
&
CHOICE
IS
THE
KEY
APPEAL
OF
FREELANCING
What
would
be
appealing
about
going
freelance
or
contract?

18. BUT
ACROSS
BOTH
OLDER
&
YOUNGER
WORKERS
–
INSECURITY
&
LACK
OF
BENEFITS
ARE
AN
ISSUE
As
a
Freelancer,
what
makes
you
feel
insecure?
8.53%
11.63%
18.60%
24.03%
28.68%
28.68%
31.01%
39.53%
57.36%
62.79%
7.69%
13.46%
17.31%
26.92%
17.31%
38.46%
32.69%
28.85%
50.00%
71.15%
Lack
of
variety
in
the
work
available
Cost
of
coworking
or
office
space
Don’t
like
working
alone
AccounQng
complexiQes/
filing
personal
taxes
is
complicated
Invoicing
and
payment
collecQon
Hourly
rates
too
low
Not
enough
Qme
to
find
new
client
work/assignments
Working
with
external
recruiQng
companies
Not
enough
consistent
Freelance/Contract
work
booked
in
advance
Lack
of
employee
benefits
(eg
Medical
and
Dental)
19-­‐35
age
group
36
years
+
Source:
JobBliss
‘Future
of
Work’
Survey,
1155
respondents,
June
2015

19. Employers
need
a
nimble,
on-­‐demand
workforce
to
keep
costs
down
and
meet
drasQcally
and
constantly
changing
needs
EMPLOYERS
DESPERATELY
NEED
FLEXIBILITY
©
2015
JobBliss.
All
rights
reserved.
ConfidenQal
and
proprietary
informaQon
of
JobBliss.
U.S.
Patent
Pending

20. 1. Flexibility
to
staff
up
and
down
as
needed
2. Specific
skill
sets
needed
are
not
required
on
a
fullQme
basis
3. Freelance
talent
helps
support
current
internal
team
4. Cost
savings
by
reducing
fullQme
overhead
PROS
©
2015
JobBliss.
All
rights
reserved.
ConfidenQal
and
proprietary
informaQon
of
JobBliss.
U.S.
Patent
Pending

21. 1. The
good
ones
are
booked
up
(talent
scarcity)
2. Time
it
takes
to
contact
talent
for
availability
3. Costs
associated
with
searching
4. Using
a
flexible
workforce
is
new,
and
there
are
oIen
no
systems
in
place.
5. Freelance
staffing
is
always
‘reacQve’
CONS
©
2015
JobBliss.
All
rights
reserved.
ConfidenQal
and
proprietary
informaQon
of
JobBliss.
U.S.
Patent
Pending

22. CORPORATE
AGILITY
&
COST
REDUCTION
IS
DRIVING
THE
FREELANCE
ECONOMY
Why
do
you
think
there
has
been
an
increase
in
hiring
freelance
talent?
21.30%
30.30%
34.50%
42.00%
44.50%
58.80%
67.20%
Economic
changes
Client
demands
-­‐
Increased
need
to
be
flexible
Internal
demands
-­‐
Increased
need
to
be
flexible
Less
year-­‐over-­‐year
budget
stability
Skills
shortage
-­‐
Increase
in
the
diversifica[on
of
the
range
of
skills
sets
needed
Overhead
-­‐
Increased
demand
to
lower
costs
(office
space,
benefits,
insurance)
Company
models
are
changing
-­‐
becoming
more
nimble
using
skillsets
‘as
needed’
Source:
JobBliss
‘Future
of
Work’
Survey,
1155
respondents,
June
2015

23. 1. Decrease
in
commuQng
+
traffic
2. Child
care
and
work
/
life
balance
issues
3. Resourcing
(being
fully
resourced)
4. Increased
cross-­‐pollinaQon
of
learning
BUT
WAIT,
THERE’S
MORE!
©
2015
JobBliss.
All
rights
reserved.
ConfidenQal
and
proprietary
informaQon
of
JobBliss.
U.S.
Patent
Pending

24. ©
2015
JobBliss.
All
rights
reserved.
ConfidenQal
and
proprietary
informaQon
of
JobBliss.
U.S.
Patent
Pending
92%
of
Canadians
say
that
Freelance
is
on
the
rise
in
Canada

25. 89%
say
they
have
no
effecQve
means
of
managing
flexible
talent
©
2015
JobBliss.
All
rights
reserved.
ConfidenQal
and
proprietary
informaQon
of
JobBliss.
U.S.
Patent
Pending

26. ©
2015
JobBliss.
All
rights
reserved.
ConfidenQal
and
proprietary
informaQon
of
JobBliss.
U.S.
Patent
Pending
ARE
WE
PREPARED
FOR
THIS?

27. BUSINESSES
HAVE
SEEN
A
BIG
INCREASE
IN
DEMAND
FOR
FREELANCE
TALENT
OVER
THE
PAST
5
YEARS…
Decreased
Increased
Significantly
Increased
31.78%
59.81%
6.54%
Source:
JobBliss
‘Future
of
Work’
Survey,
1155
respondents,
June
2015
How
have
your
needs
for
freelance
talent
changed
over
the
past
5
years?

28. …AND
SEE
THAT
DEMAND
INCREASING
IN
THE
NEXT
5
YEARS
Increased
Significantly
Increased
Decreased
34.65%
61.42%
3.15%
Source:
JobBliss
‘Future
of
Work’
Survey,
1155
respondents,
June
2015
How
will
your
needs
for
freelance
talent
change
in
the
next
5
years?

31. WHERE
WE
WERE
Owned
employees
On-­‐demand
employees

32. WHAT
HAS
CHANGED
Owned
employees
On-­‐demand
employees

33. WHERE
WE
ARE
GOING
Owned
employees
On-­‐demand
employees
Hybrid
employees
Booking
and
planning
in
advance

34. THE
TOOLS

35. To
create
a
flexible
workforce,
you
need
top
talent
to
be
engaged.
They
want
to:
• Make
progress
in
their
careers
• Have
‘job
security’
• Feel
included,
part
of
a
team
• Make
a
difference
MOTIVATORS
FOR
TALENT

36. • Keep
costs
down
• Creates
an
aqracQve,
inclusive
culture
that
will
be
appealing
to
millennial
and
top
talent
• ProacQve
planning
will
allow
employees
to
feel
more
in
control
• Nimble
workforce
allows
for
quick
adjustment
to
external
client
needs
–
worrying
about
being
‘fully
resourced’
will
be
a
thing
of
the
past.
MOTIVATORS
FOR
EMPLOYERS

37. How
do
we
best
incorporate
key
talent
that
is
not
‘full-­‐[me’:
• Thought
leader
–
staff
all
offsite/flex
• Hub
and
spoke
• Flex
• Lean
Startup
• InnovaQon
model
‘FLEXIBLE
WORKFORCE
MODEL’
THOUGHT
STARTERS

38. EXAMPLE
1:
HUB
AND
SPOKE
Owned
employees
On-­‐demand
employees
Hybrid
employees
100+
employee
company

39. EXAMPLE
2:
COLLABORATION
MODEL
Key
employee
Core
talent
25-­‐75%
of
Qme
1-­‐10
employee
company
Single
department
in
company
AddiQonal
skill
sets
10%<
On-­‐demand
as
needed

40. Freelancing
is
very
uncertain.
Talent
needs
to
feel
supported
or
they
will
go
back
to
full
[me.
Here
are
some
steps
we
can
make
to
build
a
strong
rela[onship
with
your
flexible
workforce:
• Assign
ownership
and
governance
of
on-­‐demand
workforce
management
• Develop
and
educate
project
management,
HR
and
IT
systems
to
support
on-­‐demand
talent
• Put
in
place
integrated
management
and
risk
controls
across
the
business,
procurement
and
HR
teams
• Extend
your
performance
management
and
analyQcs
efforts
to
on-­‐demand
talent
• ProacQvely
plan
for
a
hybrid
workforce
that
includes
owned,
on-­‐demand
and
hybrid
employees
BUILDING
YOUR
STRATEGY

42. What
could
your
‘Flexible
workforce’
model
look
like?

43. 1. The
flexible
workforce
is
coming
because
the
number
of
skills
and
level
of
talent
is
increasing
daily
2. Treat
Freelance
as
extended
employees,
they
need
job
security
–
book
ahead
and
build
a
rela2onship
3. Models
needs
to
change
(eg.
Hub
and
spoke)
4. Building
a
proacQve
strategy
takes
Qme
and
planning
–
set
aside
$
5. Put
a
collaboraQve
team
in
place
between
HR,
project
management
and
C-­‐level
(this
is
key)
6. Every
company’s
model
will
be
unique
7. Its
a
long
term
play,
there
is
no
quick
fix
8. No
one
company
has
figured
it
out
–
it
is
Canada’s
opportunity
to
be
the
leader
KEY
TAKEAWAYS

44. @angiekramer
angie@gojobbliss.com
GoJobBliss.com
Freelance
RelaQonship
Management
THANK
YOU

45. 1. Sara
Horowitz,
“Freelancing
and
the
future
of
work,”
FreelancersUnion.org,
September
7,
2011,
hqps://www.freelancersunion.org/
blog/2011/09/07/freelancing-­‐and-­‐the-­‐future-­‐of-­‐
work/.
2. “Workers
on
tap:
The
rise
of
the
on-­‐demand
economy
poses
difficult
quesQons
for
workers,
companies
and
poliQcians,”
Economist,
Janu-­‐
ary
3,
2015,
hqp://www.economist.com/news/
leaders/21637393-­‐rise-­‐demand-­‐economy-­‐poses-­‐
difficult-­‐
quesQons-­‐workers-­‐companies-­‐and.
3. US
Department
of
Labor/Bureau
of
Labor
Sta-­‐
QsQcs,
hqp://www.bls.gov/home.htm.
4. Michael
Woody,
“Freelancing
in
America:
Rise
of
the
conQngent
workforce,”
Fox
Business,
Sep-­‐
tember
30,
2013,
hqp://www.foxbusiness.com/
personal-­‐finance/2013/09/30/freelancing-­‐in-­‐
america-­‐rise-­‐conQngent-­‐
workforce/.
5. David
Creelman,
John
Boudreau,
and
Ravin
Jesuthasan,
“Tongal,
eLance,
and
Topcoder
will
change
how
you
compete,”
Harvard
Busi-­‐
ness
Review,
November
7,
2014,
hqps://hbr.
org/2014/11/tongal-­‐elance-­‐and-­‐
topcoder-­‐will-­‐
change-­‐how-­‐you-­‐compete.
6. Sarah
Kessler,
“How
Kaggle
solves
big
prob-­‐
lems
with
big
data
contests,”
Mashable,
March
26,
2012,
hqp://
mashable.com/2012/03/26/
kaggle/;
Steve
Benneq,
“What
are
analyQc
marketplaces?,”
Data
Science
Central,
September
16,
2014,
hqp://www.datasciencecentral.com/
profiles/blogs/what-­‐are-­‐analyQc-­‐marketplaces;
7. “Mapping
dark
maqer,”
Kaggle,
hqps://www.
kaggle.com/content/kaggle/img/casestudies/
Kaggle%20Case
%20Study-­‐NASA.pdf,
accessed
February
23,
2015;
“GE
tackles
the
industrial
Internet,”
Kaggle,
hqps://
www.kaggle.com/
content/kaggle/img/casestudies/Kaggle%20
Case%20Study-­‐GE.pdf,
accessed
February
23,
2015.
8. Procter
&
Gamble,
“Partnering
with
the
world
to
make
greater
value,”
hqps://www.pg.com/
en_US/
downloads/innovaQon/C_D_factsheet.
pdf,
accessed
January
20,
2015.
9. Global
Human
Capital
Trends
2015
Leading
in
the
new
world
of
work
hqp://d2mtr37y39tpbu.cloudfront.net/
wp-­‐content/uploads/2015/02/DUP_GlobalHumanCapitalTrends2015.pdf