Rise of the Freelancers Webinar


Gabrielle Nagle>>Welcome to everyone who
has joined us. Thank you very much. We will be getting started
in just a few minutes. Please continue to hold. Thank you.
(pause).>>Hello. Welcome, thank you so much for joining
today. We will get started now. This is the webinar,
the Rise of the Freelancers. My name is Gabrielle Nagle. I
do the community outreach for Getting Hired. I will just run
through some logistics before we get started.
So in case you are having any problem with audio, audio is
available through the phone line. We also have a live
captioning service. For anyone that isn’t able to access the
audio just yet, the dial-in number and the conference code are
there on the screen. If you need to access the live captioning
service, you can click on the link that is posted in the chat
box to your right as well. If you have any questions during the webinar,
please feel free to type them in that chat box as well.
And we will get to them at the end of the presentation.
You may notice everyone is set to mute at the moment. If
you do accidentally unmute yourself, I can mute you again; that
does sometimes happen. If you are unable to access the chat box
for whatever reason, you can also E-mail me directly, which is
[email protected] We will be recording this webinar as well.
So it will be uploaded next week on to the Getting Hired
YouTube channel. We will E-mail all registrants a copy of the
presentation and also a link to the recorded webinar. Look out for
that, if you have to drop off early. You can download the Power
Point presentation which is available once you have
registered to log in to the event. You should be able to find
the Power Point presentation under course materials.
We will also have a few questions popping up at the end of
the webinar, just asking for your feedback. So feel free to let
us know what you thought: what was useful, if there is anything
we can improve on, and also if there are any topics around
diversity and inclusion, or career development for any
job-seekers with disabilities out there, that you would like to
see us feature a webinar on in the future. As some of you may know we normally do monthly
job-seeker webinars for job-seekers with disabilities.
We do employer webinars. But because this topic around the
freelance marketplace is so relevant to both, we decided
to combine both audiences for this webinar. Any questions
you ask I will not read the names out. So that will be anonymous,
your details won’t are shared with others. The webinar
also you may have noticed was originally 45 minutes. But we
have extended it to one hour, just to ensure we can fit everything
in. If you have to drop off soon, don’t worry. You will be
able to access the whole recorded presentation.
The agenda today, you can see here, is we will discuss the
freelance marketplace first, then we will have a very quick look
at a new talent platform from Getting Hired for freelancers with
disabilities. We will let you know where you can get more
information about that. Then if any employers would like to leave
the webinar at that time, you are welcome to. We will then
end with tips on becoming a freelancer, which is specifically
for the job-seekers on the line.
So without further ado, I’d like to introduce Bruce Morton,
who is the global head of innovation at Allegis Global
Solutions. As a distinguished and globally recognized thought
leader and innovator, Bruce has over three decades of experience
within the human capital and work force management industry.
Throughout his career, he’s designed, implemented and
managed some of the world’s largest resourcing solutions, saving
companies millions, while securing the very best talent. As a
renowned international key note speaker, he has stimulated
audiences across the globe with his fresh and innovative
approach to acquiring and managing top talent. In his current
role as global head of innovation, Bruce leads and champions the
whole process of innovation for AGS and its clients, for new
services and product idea generation, internal and external
Evangelism, digital and social media resourcing and engagement
strategies, and also industries thought leadership through
speaking engagements and association conferences and think
tanks. So thank you so much for joining us today,
Bruce.>>BRUCE MORTON: Thank you for that [inaudible]
(distorted audio). Good afternoon, everybody. Passing over presentation
rights to me. Great to speak to you all this afternoon. As
Gabby said, we are going to [inaudible] set up by talking about
(distorted audio) and the world of work [inaudible] freelancers,
other things that are causing that, and then we are getting to
what we are doing to respond to those changes in the market.
I thought we would [inaudible] think about the world that
we are now living in, which some people are terming as, as a
service economy. Some of the best examples of that, if any of
you use any of these organizations, in a box, which allows us to
share massive files with people, which makes our lives easier,
and if you struggle with E-mails, I know how that’s changed our
lives. Airbnb is a great example of a service economy, and then
you may know they are the largest seller (distorted audio)
accommodation in the world on one property. Of course, Open
Table does the same for restaurant booking. And the king of
them all at the moment is Uber, dramatically disrupting the
traditional taxi industry. We think about that, how easy it’s
made our lives, not to have the hassle of chasing a taxi company
to see if they are on the way, you can see it on your phone, and
also the ease they made the payments of that. It just becomes
this world that we are living in, we are hoping that we can do,
we are actually expecting it with a click of the button.
If you think about that, SaaS, where it all started, it
started in the world of IT, software as a service. Some of you
may have heard that term. Typical of the IT folks, we have
software as a service, we better have a platform of service to
put that on. Having platforms, you need a infrastructure for
the platforms to go on. It continues to grow. We are now
seeing that, we haven’t seen [inaudible] look out for it,
because you will humans as a service. Organizations are now
starting to think about how can we tap into that talent on a
more on-demand basis as opposed to all of that talent being
employees. If you think, traditionally that is the way
organizations typically built. You would have a very large
percentage of your workforce being tied to the business, as a
employee, and then you flex seasonally or for other peaks of
your business by bringing in contingent labor. Organizations
are now starting to disrupt that model, think about everything
that we can get done, how can we think about that as a on demand
service, and this term XaaS is now everything as a service.
We are living now in a world where people want and expect
things realtime, the same in the marketplace. We think about
what that philosophy and that mind set has changing what we are
seeing in the current landscape. This is a U.S. figure, 34 percent of the workforce
right now is comprised of what is being termed nontraditional
or nonemployee labor and talent. By the end of
next year, our partners predict that about half of the total
global workforce will be comprised of these workers who don’t
have a, they are not tied to one specific employer. We have
seen that those percentages change and flex around the world.
It is interesting here in the U.S., we are probably at about
40 percent already. But it’s hard to get the absolute up to date
data. But the data that I look at, I think was about
40 percent right now. In Europe, we are down to 30. In
parts of Asia it’s well above 50 percent already. But interestingly,
as organizations see it as a vital part of how
they are getting work done, it’s starting to think also as
a strategic advantage the ability to get the best out of this transient
workforce let’s call it that are being paid and what
they do as opposed to the amount they are doing and also going all
the way back to a hundred years ago, when the term piece work
was around, where people were literally paid for their production
and outputs, as opposed to their time in the office or at
a desk. We went through that period in the ’80s and
’90s where it became almost a status symbol for working
long hours, that starts with the investment banking, then the
legal industry picked up, then professional services. It
became a badge of honor that you were in the office at crazy
times in the morning and you were the last to leave. We got to
that point where people sat in an office and you want to go
home at 6:00, but nobody wants to be the first to get out of
their seat. We are way past that now, and organizations and individuals
are saying pay me for what I know and what I do, not
just the hours, face time. Flexi time, working from home also helps
on that journey. But with that backdrop where we are right
now it’s also interesting to see that nearly 60 percent,
over half of organizations are not actually capturing the
full span and tasks of that contingent labor, in financial planning
and budgeting. We are still seeing in a lot of cases organizations
having head count based on permanent head count and then
line managers using that, those nonemployees and contingent workers
sometimes just to allow them to flex up to get more done
because they are limited, what seems to be old-fashioned method
of managing by head count numbers.
We are just seeing the grass-roots now in organizations
that we are working with starting to think about how do we
capture all of that spend that we are spending on getting work
done, and then capturing what type of contract we have with
those individuals, as opposed to seeing it purely as this is my
employee head count and managing that way. The term freelancers is becoming a bit of
a catch-all. Just ten years ago it meant something different.
Ten years ago it meant what we think of as traditional freelancer,
particularly in the media created space, if you wanted to get a
logo for your company or some marketing material, brochure,
those types of workers have always been predominantly freelance
workers themselves, think about those types of individuals,
types of jobs. Now we look at this breakdown, and I apologize
for the small text on your screen, but you will be
able to download this later. These are the different terms now people
in the industry are starting to use, a breakdown of how they
make up the 53 million people in the U.S.
There is independent contractors which are the ICs as we
call them, there is consultant type folks that have their own
business. Moonlighters, these are people that are now having
more than one position, one organization, might be somebody in
the retail sector in particular, might be 30 hours here and 30
hours somewhere else. Those diversified workers, these are
people that again are representing themselves, having a
portfolio of clients they are working for. We are seeing
freelance business owners, and this would be typically anything
below four employees, people operating under a statement of
work, seeing not as freelancers as opposed to an organization,
they are being categorized in the same way. And of course
temporary workers, where we think about those people that are
coming in for a short period of time to do a temporary type
position. All those cohorts are making up the 53 million.
What is interesting, for the last few years, for the first
time people are choosing to work this way. I got into the
industry 32 years ago now. And at the time, people did
temporary jobs or contract type positions while they were
waiting to find a full-time job or permanent job. It was
something that you almost had to do while you were looking for
that offer of employment, you were doing this while you wait or
were looking, or sometimes to try to get into an organization,
try me out for a few months before I go permanent. We are now seeing people [inaudible] people
are choosing this as a way of life, that they are certainly
in some skill sets, for example, high niche IT skills, on
the West Coast of the U.S., application developers, for example,
it’s nearly impossible to actually hire those people that
are that skilled in those niches as employees. The nature of
the job they are doing and their skill set means they are more
valuable as a consultant, as a contractor coming in and
doing a, what might be a six-month up to 18-month project, but they
actually have, they increase their own value by doing that as
opposed to becoming a employee for a few years.
We have seen some of those skill sets now where the only
way you are going to get the best talent or the very best talent
is to open up to be far more open to how does that talent want
to work with me as opposed to how do I want to work with that
talent. A few years ago, organizations [inaudible]
what that percentage split would be inside the company
in terms of employees versus nonemployees. Now we are
seeing more and more the talent itself driving those ratios by
the way they want to work.
All of those changes, we summarize that with this term, the
TalentSumer. As we have studied work over the last many years
we have identified the [inaudible] some people say this is a
generational thing. My view is that the difference here is that
if you are a baby-boomer like me you remember how it used to be
different. If you are a gen Y millennial this is all you know.
What we mean by that is that individuals thinking about work the
same way that they think and act and behave as a consumer.
So the good old days, if you are in your 50s like me, will
remember when you used to go to work and come back again. You
were literally almost two people. You were somebody at home and
you put on this work mask and went to work, behave slightly
differently and came home again. Then (distorted audio) smart
phone, you are able to work on the way to work and on the way
back to work. Quickly we got to the world we now live in which
we call work/life integration. It means you are on all the
time, 24/7, thinking and actually being able to work and having
the ability to [inaudible] technology. What’s created, it’s
such a intricate part of our lives that we are actually behaving
as who we are at work not having this 9 to 5 I’m somebody
differently. Think about the way the markets are for a,
let’s say a consumer organization, if the marketer’s job
is to get people’s attention, turn that attention to attraction,
turn that attraction into being a customer, customer
service, they become a loyal customer and then they become a brand
ambassador, say great things about your brand. You can think
about certain brands that you use and are loyal to in your
life. Apple is a good example for people on the
call. (distorted audio).
We see the world of work being the same thing. Organizations need to grab those workers’
attention, turn them into attraction, bring them into the organization
to provide their skills and work, in whatever form, contract,
phenomenal customer service, the same way you would if
you were a consumer which would make them loyal to a organization
while they are working for you and a talent ambassador while
they are working, and sometimes even more importantly after
they move on to the next project.
We are seeing now organizations starting to think far more
about how do we market to our people before they join us, and
while they are still working for us, how do we give them
customer service, making it easy for them to do their very best
work, that is what everybody wants to do, we believe, so they
become a true talent ambassador to attract great talent. This
is becoming more and more important in this world where a third
of your people and more are not employees, and if they are doing
short-term assignments, how quickly can we get them adopted into
our culture and our beliefs and our passions, so they can do
phenomenal work in a very short time. The days of hiring even a employee, the days
of hiring somebody and saying, yeah, let’s have a plan,
investment in two or three years, that’s long gone now. Organizations
are thinking about how do we allow them to do
their best work and how do we set up the organization so they
can do that. That is what we term the TalentSumer, thinking about
people consuming work.
One of the other factors we see creating freelancers is
volatility. You may have guessed from my accent I’m originally
from the UK. I’m in Stanford Connecticut for years but closely
attached to the UK. In terms of the Brexit a couple weeks ago,
the massive volatility that it caused not only within the UK,
but within seconds around the world. We know we are [inaudible]
publicly listed companies, we have that three month cycle of
reporting to the city, and we live in this ever changing world
that is so volatile, that is encouraging organizations to, where
they can, have a smaller core of individuals that are employees
to give greater flexibility to that volatility, not just to
downsize but upsize as well at the same time. Again that is lending itself to this world
of having this on-demand type approach to workers. The next
thing is and exciting thing, I like to term this we are
all in the movie business. It is a great analogy how we think
about that, we think about the way a movie is made, any of
you that are movie buffs that at the and of the movie watch all
of those names and job titles scrolling for a good ten minutes,
all of those people are brought together to make hopefully that
piece of magic to entertain us, less than a handful of those
people that are actually employees of the production company.
It’s how the movie business has always worked, forever.
You have a number of people, they raise money, the raise
the ability to create something special, they pull all these
people in, work together on the project, thank you very much, we
will see you next time. (no audio).
As we think about our organizations, think about the
projects that we need to get done, and targets that we need to
hit, we think about that in the same way, it’s all about what is
the best way of bringing a team of experts together to create
this piece of magic and move on to the next projects.
There are four big things that we are seeing in, if you
like, our, I call them predictions but we are seeing it happen
already. When we use the term future these days, we mean now.
What we are seeing now, we are seeing evidence of inside
organizations is companies think about how they respond to the
individuals’ desire and passion to work more fluently, and more
independently, and how the market drivers are making them think
that way as well. These are four big things that we are seeing.
The first one is organizations, the companies becoming
talent platforms. What we mean by that is thinking about your
company as a place where your true competitive advantage is, can
you get more out of somebody, and allow that person to produce
more for you than they would if they were at a competitor.
It’s no longer just about how can I find the best talent,
especially in some ways more important is what do I do with that
talent when they get here. Do I hire somebody that is a
innovator and put them in a cubicle. The reason I hire that
person is for their experience and passion and desires.
(buzzing). When they get here, do I actually allow them
to use all of that? Do I allow them to do their very best
work day in and day out. To do that, how do I design the organization
in a way that it feels more like a talent platform as opposed
to an organizational structure with lots of process
and procedures that are far more corporate centric.
Rather than think of it as a organization, think of it as
talent platform. The next is new dimensions of leadership. If
we look back at history, university [inaudible] management books
and how to be a great manager, all of that [inaudible] all about
being a leader now [inaudible] leaders lead from the front and
all that. What we are seeing in the terms of the next stage of
leadership is leaders have the ability to truly understand how
the best way is to get that piece of work done, as opposed to
saying I need to get this work done, here is my [inaudible]
(distorted audio). How do I lead them to get it done in the best
way. It is about thinking about the work itself, being
able to break that down into tasks, what is the best way to do
this. What are the different ways I can actually get this piece
of work done, as opposed to purely talking about how do I lead
the people. (audio breaking up).
Leading work, which is all about that philosophy of how do
you lead work and not just lead people. How do you inside your
organization, help the organization you work for think
differently in terms of how we can get the work done.
The third one is workforce design meeting consumer design,
which obviously ties back into the companies thinking about the
way we are set up, the way that we allow our people, encourage
them, enable them, motivate them, reward them to do their very
best work, is that corporate designed or individual designed?
If I was designing this thinking all about my people as
consumers, would I design this the same way. The way that
people (buzzing) get things done in their other life, if they
have one, by pressing buttons on the phone for example, do we
make it easy for them to work, do we have a app for them to do
travel expenses or do they have to use a piece of paper and mail
them in to me or something. Am I designing this in a way that all of these
people, our customers, would treat them the right way.
As you think about workforce design [inaudible] how easy am I
making it for people to get their stuff done.
Last of the four (audio breaking up) Crowdsource business
models, where organizations are taking that piece of work with
that new dimension of leadership head on, saying how can I do
this differently? How can I break the mold here and think about
getting this work done differently? One of the best examples I’ve seen of that
recently is we have done Standard Chartered, one of our clients
that actually [inaudible] they had a need to track the cost
of living in Nigeria on a, virtually as close as they could
to realtime basis. The old model, they would have brought
consultancy in, spend a lot of money, how they can do that,
track financials, etcetera. The head of marketing got involved
in the project. She said we have people there that are consumers
that are buying goods, why don’t we use them. They gave away
5,000 phones and they pay the license for those, the monthly
license fee for those phones so people, all they have to do
is whenever they go shopping, they go to their local store and
they take a picture of their potatoes for example, in this picture,
with the price next to it, and all of that is instantly fed
back into Standard Chartered’s artificial machine learning and
realtime tracks the cost, small example, great example about how
organizations particularly in the service industry are starting
to think differently about how to get work done and
trying to break away from how it has always been done.
You can see that cool video with the head of marketing
talking about it. But we are seeing that disruption now in the
financial services marketplace. Banks are thinking about
reinventing themselves for the new world, because they
[inaudible] individual loans and personal loans, etcetera, so I
think the banks in the situation as the rest of us of
reinventing ourselves and part of this is thinking about what is
getting done differently. All that going on and all the changes [inaudible]
in the business of providing and finding talent,
sometimes new talent for our clients. We have been giving a lot
of thought to how do we create the platform to allow all the great
people that we work with [inaudible] Getting Hired platform
that is up to this point, we have been encouraging organizations
to advertise and promote their opportunity for that database
of people to find permanent employment, how can we open that
database up to clients to find talent that can come in on
a project basis and of course how can we identify those opportunities
so that the database of folks that we have can find those
projects to allow them to engage directly with those organizations
and working that way.
I’m not going to go into this in great detail. If you need
any, if you want to know more about it, you will see an E-mail
address at the end. We have built this talent platform that
allows somebody to find work or find the individual, algorithms,
allows the verification of those people, so organizations will
have certain criteria for background checking, etcetera,
etcetera, eligibility to work. All of that is built into the
system. It allows those workers, employers to collaborate and
communicate on projects themselves. What we are seeing now is database, some where
the work can get done, sharing files, collaborating on
pieces, etcetera. We have the built-in ability to get people paid,
whether they be personal classification, a IC compliance or
more W2 to help the individuals navigate. (audio breaking up).
Agent of record for that, make sure we handle the payment
as well. The interesting thing, unique (distorted audio) We
are doing this with the Getting Hired population. There are a
number of these platforms out there. I’m sure you have seen
them popping up everywhere to allow organizations to directly
engage and find people that can get this project work done.
(distorted audio). (sorry, audio keeps breaking up).
Disrupting our industry in a way which is exciting, heavily
involved in that, and very proud about getting this platform
launched now, great people (buzzing) People with disabilities
to find project work. With that I’m going to hand over to Gabby
to give more detail. (audio breaking up).
If you are a employee or to be a freelancer, what are
things you should be looking for. Gabby, let me hand the power
back to you, and allow you to take it forward from here.
>>GABRIELLE NAGLE: Thanks very much, Bruce. That was
really informative. We will just move on to the job-seeker portion
now, before we get to the questions at the end. Just also
related to the platform you were talking about, the new platform
coming up, and also just to show how this whole freelancer
movement is also really being reflected in job-seekers with
disabilities as well, it’s interesting to note that when we, Getting
Hired does regular job-seeker surveys and analysis, with
job-seekers with disabilities across the country, and something
I thought was worth noting as well, that 48 percent of those
job-seekers have told us that they are currently interested
in freelance opportunities.
And also, interesting, 42 percent are now more interested
in free-lancing than they were one year ago. So I think this
whole movement you are talking about with the workforce
changing, it really is across the board with and without
disabilities, people are starting to have different expectations
about how their work/life balance looks. So just something I thought I would add quickly.
Just moving on to the first page here, our freelancer
tips, this is just a sample of some of the specialisms that
freelancers can offer. I know sometimes you may think initially,
what sort of things can I do? What sort of services can
I offer as a freelancer?
The first thing that usually would come to your mind would
be creative things like maybe graphic design, or writing,
different copy for different purposes. But you can see
actually, this is just a sample of some of the sections on one
of the platforms for freelancers, that many freelancers actually
specialize in. And also, you have to remember these are across
all industries and also global. So you are not limited to just doing work
within your country. You could be doing work pretty much
anywhere in the world. Just some of these jump out at you
because, I know the writing is small, but there are things like
web mobile software development, besides web and on-line development
there is also an IT and networking specialism. And there
is also admin. support. You can even do data entry or web
research or project management, there is customer service as well,
sales and marketing, engineering, data science and analytics.
There is also translation or legal work or accounting and
consulting. So there really is a lot of skills out there that
can be offered and are being sought actively by a lot of
employers. There are also, just looking at some of the
subcategories underneath these categories, there are also
many, many, many free-lancing sites that specialize in just
a particular service. For example, just graphic designers or software
programmers, or writers. You can find specialists free-lancing
websites out there as well as general free-lancing sites
to put your services on. For example, you can see some of them,
some of the main ones down there are Upwork, Guru, People Per
Hour and freelancer.com.
The benefits of free-lancing are pretty obvious. You can
work from anywhere. You can set your own schedule. You can
manage your own workload. You choose how many projects you want
to do, and at what time you want to do them. You can choose
what projects you want to work on, and setting your own prices
for whatever work you choose to do. The flexibility and independence you gain
can really be liberating, and can give you the freedom to
set your own work/life balance. Whether you want to freelance
on the side or become a full-time freelancer, it’s best to
start building your free-lancing career while maintaining your
day job, or primary source of income.
So this can give you a lot of benefits and reduces the
impact of any mistakes that you will no doubt make as part of
your learning process in becoming someone who is successful at
free-lancing. It will give you the safety net to try new
things and learn what works and what doesn’t. So some of the
things you want to be thinking about, when considering free-lancing,
also again strongly recommend you start building your
free-lancing portfolio and starting to look at some of
those opportunities while you are actually still in your day job.
You are going to want to decide whether you want to be a
generalist or a specialist, and you will need to choose what
service you want to specialize in, of course. So think about
what skills you have that can contribute to a business’s
success. Decide if you would rather be a generalist or
specialist in something in particular. You may think being a
generalist will guarantee more work offers, but actually,
specializing in a niche area can make you the go-to person for
anything related to that subject. So it is easier as well to become an expert
in something specific that you can focus all your energy
on. Free-lancing as a sideline while maintaining your primary
income means that you can really take the time and have the additional
income you need to invest in developing and refining your
skills, and improving any weak areas to ensure that you can really
provide a quality service to any clients that you do take on.
Also, continuing with your day job and free-lancing as a
sideline, you also, it can also help you build the necessary
savings that you will need to become fully self-employed
eventually, if you choose to do so. To start building your name as a freelancer
now, offer your services to hire on free-lancing sites and
create your own website, showcasing your portfolio of work.
Establishing yourself as an expert in any field takes some
time, and it also takes a lot of networking. So really get active,
and get involved in communities and networks related
to your chosen field.
Try connecting with influencers and others with similar
interests and contribute to conversations on-line that you see
are relevant in the industry that you are really looking at.
Also, offering free original content on your specialism is
a great way to get your name out there. Whether it’s through
blog posts or creating eBooks or Whitepapers or even speaking in
webinars or off-line events, sharing your knowledge regularly
will link your name to that subject in people’s minds. Then you
will be one of the first contacts they think of reaching out to
if or when they require a related service. You also really need to think about setting
up your business identity. Decide what you want your
personal brand to be, what is your unique selling point to help
you stand out from all the other freelancers?
Take the time to really identify your strengths and
streamline your elevator pitch to ensure that any potential
clients you meet can immediately understand what it is you offer
and what your unique value is. Once you have got this down, it
should help you to establish your range of prices and what types
of projects or clients you want to seek out and prioritize, and
how they will fit into your business model. There are constantly potential opportunities
for work springing up around you often on a daily basis.
So when you start to hone in on them, you will really
start to see how many opportunities there are. To build a network
of clients, be prepared to network on-line and off-line,
and utilize all of the contacts that you already have.
Start building your portfolio on line and showcase your
projects, companies you have worked with, and reviews from past
clients as well. Before taking any leap into starting your
own freelance business, wait until you earn a side income
of at least 75 percent of what your salary job pays.
You should have enough savings to cover you through the
transition period, so ensure your budget covers basic costs like
rent or mortgage, any bills or debts that you need to continue
to pay, food and fuel, insurance, travel, and also any business
costs that you may incur in setting up your own freelance
business. There are numerous books and resources on-line
for guidance in becoming a successful freelancer, and also
on entrepreneurship.
These are three disability specific resources that offer a
lot of information and guidance in becoming self-employed as an
individual with a disability. ODEP, the Office of Disability Employment
Policy, if you go to their website, they have a section on self-employment
and entrepreneurship which has a lot of useful
information. It also has a lot of other resources that it’s linked
to, that can give you even further guidance.
Disability horizons is a disability specific organization.
They publish a lot of information around living with a
disability in general, but they also have a article in
particular that is written by a freelance writer with a
disability, talking about her experiences, and giving some
advice and tips around navigating that kind of world.
All of these specific links, don’t worry, they will all be
included in the E-mail that we E-mail out to everyone, so don’t
worry about jotting these down. You will have a copy of this.
Also, there is the Chicagoland entrepreneurship education
for people with disabilities, also called CEED. This is an
Illinois-based program who are actually creating a comprehensive
curriculum. That addresses both the disability and business
needs of entrepreneurs with disabilities. They have been holding their first training
for service providers from both disability community agencies,
small business development centers, and also training
for entrepreneurs with disabilities themselves.
They are currently holding their first training which is
actually fully booked according to their website. But you can
put your name and information there to be contacted for future
opportunities. There is also a wealth of information on their
site. So I really strongly encourage you to visit that
as well. The last three sites here are general free-lancing
and entrepreneurial information resources that
are also really worth checking out. There is the U.S. Small Business
Administration or SBA, that is set up to help Americans start,
build and grow businesses. Its mission is to aid, counsel,
assist and protect the interests of small business concerns.
You can really find a lot of information and resources on there
as well around becoming an entrepreneur, around free-lancing,
lots of practical information around self-employment, and all
the kind of issues you are really going to need to plan for around
that. So this is the end of the presentation. I
hope that that was useful for everyone. You can see here
on the screen this is the contact information for any employers
that are interested in finding out more about the Getting Hired freelance
talent platform that is for freelancers with disabilities.
You can contact Ryan Carroll directly, who is the Getting
Hired account manager. His E-mail is there, and phone number,
410-694-5410. You will get all this information, but please
contact him directly if you have any questions or if there is
anything you would like more information about concerning that
upcoming platform. Now is a good time to go to any questions
we have. I will start off with, we have a few here,
I’ll start off with a couple for you, Bruce, since some of
the employers have probably been waiting quite patiently through
this free-lancing information.
We have got one question here, do you think that leaders in
this new work environment will rely more on their technical or
functional knowledge to manage the work, than the management
skills that they use to manage people?>>BRUCE MORTON: That’s a great question.
If I understand it correctly, this is about the technical
capability over the management capability.
>>GABRIELLE NAGLE: Yeah, sort of people skills. Yeah,
exactly.>>BRUCE MORTON: I think it’s, my quick answer
is no, I think it still needs to be a combination of
both. But I think the management, people skills piece of it,
where that is changing is that the ability, the important
ability is to be able to manage a very disperse team, that
you might not see and you might ever only speak to on conference
calls once a week or once a month. You may get together a couple
times a year. I think that is a much different skill to, the
good old days when you sat there looking across a group of desks
where you can see what people are up to. I think that does take
a different type of technique and different style.
But I think it’s beholden to HR to make sure that there are
people that have been used to managing let’s call it the old
style have been given the skills and coaching, the capability to
manage in the new world.>>GABRIELLE NAGLE: Great. I hope that answers
your question there.
We also have another question here, how will the widespread
use of freelancers work with the current recruitment process?
And will that need to be changed?>>BRUCE MORTON: Yeah, I think what will be
[inaudible] moving towards, people think about the tasks
that needs to get done, the piece of work that needs to get
done, I think it will be having the ability to say, okay, what is
the talent that is available right now, and let’s use that factor
as part of the criteria to decide on how to actually get
this work done. What we tend to do now is saying I need this
piece of work, let’s understand what type of people I need,
let’s create a job description, with a person description and
future responsibilities, push that out there with
the [inaudible] see what is available based on that need that
you have created and put into a box almost.
I think what we are moving towards is, okay, this is the
thing I need to get done, let’s go and find out what available
plans I have internally, first of all, by internal that could be
employees or freelancers or contractors that have a relationship
with you or experience work inside your culture and inside your
processes and organization, who are those people. Based on that
availability, where should I put this piece of work and how will
I design that project to, as opposed to the other way around.
I think that is where we are going to see that merge of
people thinking about their talent base, far more universally,
not just employees, I have [inaudible] external, to see them all
in one place and make a decision based on that. I think we will
see a, the easy answer, I think we will see a merger of those
different databases and talent pools into one place, where you
can make those decision.>>GABRIELLE NAGLE: Great. Thank you. We have
just one other question here, when it comes to the
employer side of things. Will new employment laws need to be
created to stay relevant to today’s workforce?
>>BRUCE MORTON: That’s a great question. One of my
soapboxes. As you travel around the world, country by country,
it’s a complete [inaudible] I don’t want to sound too political
but particularly in some parts of Europe, way to try and contain
this and slow it down, I think what we are seeing in Canada is,
personal view, I think that is more indicative where we will see
the world go, where in the U.S. for example the concept of an
independent contractor means that you have to prove that you are
a business that has a portfolio [inaudible] in Canada they have
what is called a dependent contractor and the government is
saying that is okay if you are self-employed and have just one
organization you are working for, we will still class you as a
contractor, not try and force you into some form of employee.
If you look at all of the case studies that we are seeing
now that do [inaudible] big one was Fed Ex, etcetera, we are
starting to see governments shaping their opinions. My personal
hope is that we become, we live in more and more freer world,
people are allowed to work in ways they desire. But I think the
government has to find an easier way of, putting it bluntly,
getting their tax dollar while at the same time making sure they
are looking after people that, and everybody has the same
opportunity to do that, against punish people or give people
disadvantage if they don’t have the ability to work that way.
It’s a fine line. But I think that my hope is that,
governments change those laws that they are doing that from a
desire of people as opposed to what makes it easy for them to
collect their tax dollar.>>GABRIELLE NAGLE: Great. Thank you for that.
We have actually got another one in, since we have
a few minutes. You spoke about work/life balance. I know that
is sort of a big topic around free-lancing in general.
It’s a difficult thing, because there is obviously pros and
cons to the whole flexible working, you know. A pro would be
you are always on, but then a con would be, you are always on.
(chuckles). So, we have a question about, about work/life
balance. Any tips for employers who E-mail after 9:00 p.m.?
>>BRUCE MORTON: (chuckles). Get a life (chuckles).
It’s interesting that, I was in Argentina recently, and a
partner down there who is a large staffing company they actually
turn their servers off on Friday night and put them on again
Monday morning. I was blown away by the fact that they are,
good on them for doing that. The reason they did it is because
all their workers were just working [inaudible] they felt they
needed to not be doing that on weekends. So they were forced
not to work that way. I think that what we can do, employers are
expecting too much, we can’t fall into the trap, because
all of us in a way we create it, the first E-mail you had on a Sunday
morning, and you opened up your laptop, you are like what?
You are E-mailing me on a Sunday? I’m generalizing. But we sort
of make our own bed for lying in.
But the only way that you can control some of the E-mailing
after 9:00 at night is not respond until 8:00 in the morning.
That is not a great answer but that’s all I’ve got.
>>GABRIELLE NAGLE: No, that is fair enough. We also have,
so this question is more of a job-seeker question. But I’m
wondering if you happen to have any thoughts around it. I know
it’s a little bit outside your realm, but one of the job-seekers
is asking, there is somebody who actually is free-lancing
presently, and they freelance remotely. They are wondering about how or if, I guess,
there is any way to ensure that they are paid, and probably
that they are paid promptly or within a reasonable time
period. Is that something you see as maybe being a problem
that is going to be happening more often? Or you know, just the
fact that I guess there is a lack of maybe laws or rules around
that or guidelines even.
>>BRUCE MORTON: Yeah, I think the first point would be to
make sure that you check out the platforms that you are working
through, and Gabby mentioned a few, market is another one, you
want to make sure it’s a reputable large enough organization
that are credible, and actually … (audio breaking up).
If you find work on the Upwork platform for, pick a name,
Microsoft, Microsoft pay Upwork and Upwork paying you, and the
contract that Microsoft has with Upwork, not with you
[inaudible] agent directly. In those cases where there is a
indemnification, something to check out, compare those sites.
But the freelancerunion.org is a really good and it’s not a
union, that is just the name, but they are acting like a union,
in good free-lancing spirit, not a real union, more of an
independent collaboration, and there is some really good content
on there, that answers some of those questions, and gives some
great tips. That’s freelancerunion.org.>>GABRIELLE NAGLE: Thank you for that. That
is a really good resource as well, actually. I’ll definitely
add that into the E-mail of resources for job-seekers, freelancerunion.com.
We also have a question here, I assume this person is a
job-seeker, and they are asking about what the very next step to
take would be. I would say just going back to this slide, so I
think these are really the kind of first steps to take, if you
are just starting out, and just thinking about getting into
free-lancing. I would say start thinking about what your
services would be, what your skills are, what your strengths
are, what is your unique value that you can bring to businesses,
and in terms of helping their business objectives. And whether
you want to be a generalist or specialist, what are you going
to specialize in? Or would you prefer to leave yourself open
to doing all sorts of projects, under more of an umbrella kind of
area. Yeah, and start trying to get your name out
there, get really active on-line, start getting involved
in all the communities and all the events and everything
that can really sort of get your foot in to that industry,
and meeting the right people, and being able to network as much
as you can in terms of offering your service and making sure that
employers are starting to at least be aware that you are
someone out there that they can call on, should they be interested
in that. Again, start reaching out to your own contacts
as well, so those are a few things I would start off looking
at, and also the definitely check out these websites as well
that I spoke about earlier, because they have a lot of great
guidance and information for you.
And I think we will leave it there. 1:00 on the dot. So,
thank you again, so much, Bruce, for joining us. That was
really really valuable. And I think just getting an
understanding of the changing workforce and the landscape of the
job market right now is really useful for job-seekers and
employers. So, I hope somebody or I hope everyone has
gotten at least something new out of this. I’m going to put
some feedback questions up now. So I’d love your feedback
to let us know what was useful, and if there is anything you would
like us to change in the future.
Also, I will ask for your feedback in the E-mails too. So
please do let us know how we did and I hope everyone enjoys the
rest of their week.>>BRUCE MORTON: Thanks, Gabby. Thanks, everybody.
>>GABRIELLE NAGLE: Thank you, bye-bye. (end of webinar at 12:01 p.m. CST)
This text is being provided in a realtime format.
Communication Access Realtime Translation (CART) or captioning
are provided in order to facilitate communication accessibility
and may not be a totally verbatim record of the proceedings.
***

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