Short-term assignments are becoming more popular among skilled professionals in India, the Economic Times reported this week, with an emerging “white-collar gig economy” in IT implementation, marketing, design, and other fields reflecting these professionals’ desire for more flexibility and control over their careers:
It’s early days, but as more Indians opt for new work arrangements, interest is growing across age and experience brackets. Leading the charge are young employees with five-plus years of experience, confident in their abilities to do well even without the cushion of a permanent job, and mid-career people who have built up a nest egg and now want more flexibility and a work-life balance. …
Three months ago, EY launched GigNow, a tech platform that connects people seeking short-term employment options or flexibility with EY in India. Sandeep Kohli, national director for HR at EY, told ET that over 70 such jobs are on offer on the platform and almost 700 people have applied. Initially, it started with consulting and now it has added finance and HR gigs. The next step is to launch a GigNow for women.
While Indian professional culture has historically put a premium on strong ties between employees and their employers, times are changing. Indian Millennials, like young professionals around the world, are putting greater emphasis on autonomy and work-life balance. Greater flexibility is also seen as a key tool for encouraging Indian women to remain in the workforce after having children. To that end, Indian entrepreneurs are establishing online recruiting platforms and coworking spaces specifically geared toward connecting women with flexible work or facilitating the launch of their own businesses.
Google has launched its built-in job search function to the UK, the company announced in a blog post on Monday:
In the U.K., we’re working with organizations from across the job-matching industry to bring you the most comprehensive listing of jobs, like The Guardian Jobs, Reed.co.uk, Haymarket, Gumtree, The Telegraph, Reach plc’s totallylegal, CV-Library and totaljobs.com. This means anyone searching for jobs on Google will see postings from these sites and many others from across the web as soon as they’re posted. To ensure even more jobs are listed over time, we’re publishing open documentation for all jobs providers detailing how to make their job openings discoverable in this new feature.
This launch also builds on the commitment we made last year to help 100,000 people in the U.K. find a job or grow in their career by 2020. We’re doing that through our Google Digital Garage program, which gives anyone free training in digital skills and products to help grow their career, business or confidence. So far we’ve helped tens of thousands of people find their next job through free training at four city-center hubs and with partners across the U.K.
The search giant launched the job search feature in the US a little over a year ago. Google does not host job listings itself, but rather partners with job listing sites like Facebook, LinkedIn, and Monster, as well as country-level partners like the organizations mentioned above (The leading job search site, Indeed, has declined to participate). The feature was introduced to India and Canada this May.
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Even with talent in short supply, many US employers are seeking applicants for entry-level professional roles with several years of relevant work experience, disqualifying most fresh graduates, SHRM’s Roy Maurer reports:
A recent analysis of over 95,000 job postings by job-matching software firm TalentWorks revealed how difficult it can be for newly minted grads to find an entry-level job within their experience level. The research found that 61 percent of all full-time jobs seeking entry-level employees required at least three years or more of experience. Similarly, when labor market analytics company Burning Glass Technologies analyzed 25 million entry-level job postings from 2010 to 2016, it found an increase in the number of soft and hard skills being demanded. …
“We saw some employers increase experience requirements during the recession and decrease them during the recovery,” [Alicia Modestino, associate professor at Northeastern University School of Public Policy and Urban Affairs] said. “But another set of employers increased their requirements during the recession and have maintained them since then.” The organizations with those “sticky requirements” tend to be hiring for high-skilled occupations, which also require higher education and advanced degrees, she said.
Executives at recruiting and staffing firms tell Maurer that these experience requirements are often excessive and cause employers to discount candidates who would be successful in these roles. Skills learned at one job are not always immediately transferable to a new job, even in the same field, so the benefit employers gain from being able to train experienced recruits more quickly may not make up for them missing out on qualified entry-level talent without that experience. Besides, if every entry-level role required experience, where would newly-minted graduates work?
Microsoft announced on Thursday that it was launching a free version of its workplace chat and collaboration tool Microsoft Teams for groups of 300 people or fewer, the Seattle Times reported. The move puts the Redmond, Washington-based software giant in more direct competition with Slack, the startup whose popular group chat system operates on a similar “freemium” model. Previously, Teams was only available to subscribers of the Microsoft’s Office 365 suite of productivity software; the premium version remains tied to the 365 suite, but smaller organizations are now able to try out the free version and choose whether to subscribe and upgrade.
Like Slack, the free version of Teams puts some restrictions on what users can do, but the restrictions are different. Slack’s free version allows for an unlimited number of users but limits these groups to 5 GB of storage space and only lets them save and search up to 10,000 messages. Teams limits the number of free users but does not limit how many messages they can save. It also gives them more storage space than Slack: 10 GB for the group, plus 2 GB per user for personal storage. The free version also includes the platform’s built-in integrations with Microsoft Office and unlimited integrations with third-party business apps, TechCrunch adds.
A recent article at the Economist described Uber’s user rating system for drivers as a strategy for supplanting traditional performance management, arguing that these ratings “increasingly function to make management cheaper by shifting the burden of monitoring workers to users.” Uber has an interest in ensuring that customers have a consistently good experience and thus is harmed when drivers perform poorly, but instead of devoting resources to monitoring and managing drivers’ performance, it counts on customers to assess it instead. Meanwhile, the platform gives drivers a strong incentive to earn high marks, “aligning the firm’s interests with those of workers,” with the risk of being deactivated if their average rating falls too low.
This type of outsourced performance rating has expanded outside of the gig economy, the author adds, pointing to the ratings and feedback companies increasingly solicit from customers online after they interact with employees, such as in a customer service call.
As the Economist points out, user ratings systems are an attractive method for crowdsourcing the monitoring of employee performance without having to spend the time, money, and effort of having managers do it themselves. And it’s no surprise that organizations are looking for an easy way out. Our own data at CEB, now Gartner, shows that 55 percent of managers believe performance management is too time consuming, and only 4 percent of HR leaders believe their current process accurately assesses performance. With all the effort that has ostensibly been wasted trying to fix performance management, leaving it up to the wisdom of the crowd sure is tempting.
This makes a lot of sense for Uber, which treats its drivers as contractors and will never need them to perform a task other than driving. Customer ratings may be all the performance information Uber needs to decide whether or not to allow a driver to continue working on its platform. With more conventional models of employment, this usually isn’t an option, so most organizations that choose to integrate user ratings into their performance management process must do so more carefully.
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Once the industrial base of the US, the Midwest has struggled in the high-tech era to capture the talent-driven growth enjoyed by coastal cities like Boston and San Francisco, but the region’s fortunes are changing fast. In the past year or so, a burgeoning Midwestern tech scene has begun attracting more attention from venture capitalists and Silicon Valley giants, with many local startups and big-company expansions focusing on the middle-skill roles for which the tech sector’s demand is insatiable, but that are still in short supply nationwide. These “mid-tech” or “new-collar” jobs are described as a 21st century analog to the factory jobs of the past—and as such, a promising path to revival for the industrial Midwest.
High-tech industries including major international firms have been making some big bets in the region: The Indian IT services and business process outsourcing giant Infosys is planning a sprawling campus near Indianapolis, which aims to create 3,000 new jobs within five years, while the Taiwanese multinational Foxconn Technology Group made a deal with the Wisconsin state government last year to build a display panel factory there, which will see the company invest as much as $10 billion and hire as many as 13,000 people. Several midwestern cities are on the list of finalists in the competition to host Amazon’s second headquarters, though Detroit, for example, didn’t make the cut, partly due to a lack of readily available talent.
Yet “mid-tech” companies and regional outposts of tech giants are just one side of the Midwest’s high-tech renaissance. Over the weekend, VentureBeat reporter Anna Hensel took a look at the growing community of AI and machine learning startups in the heartland:
“The real benefit of artificial intelligence is the application to traditional problems and products that the world needs, and the really successful companies have that domain knowledge that they can understand how to apply this technology,” [Chris Olsen, a partner at Columbus, Ohio VC firm Drive Capital,] told VentureBeat in a phone interview. “We see more of those domain experts in these industries [with] massive chunks of GDP that exist here in the Midwest.”
Nearly 20 million people of working age live with a disability in the US, according to Census data, while the unemployment rate among this demographic is about three times the national average. Recent research suggests that a lack of adaptive clothing suited to a professional environment may play a role in the underemployment of persons with disabilities. Kerri McBee-Black and Jung Ha-Brookshire, from the University of Missouri’s department of textile and apparel management, analyzed the professional experiences of 12 people with either physical or psychological disabilities to see what impact workplace dress codes had on their experiences in the job market. As they discovered, these rules can seriously limit their employability.
Just a few retailers, such as Izzy Camilleri or Silvert’s, specialize in adaptive clothing, which might include snaps or magnets instead of buttons, for example, or accommodate the specific needs of wheelchair users. Even fewer mainstream apparel brands, such as Target and Tommy Hilfiger, produce lines of adaptive clothing. Professional attire for people with disabilities is particularly limited, expensive, and hard to find. This lack of availability creates obstacles when trying to fit into a corporate work environment, of which people without disabilities may not be cognizant. These obstacles keep some people with disabilities out of the workforce entirely, or discourage them from pursuing careers for which they are highly qualified, McBee-Black said in an interview last month with Nadra Nittle at Racked:
One particular young woman who used a wheelchair and has a college degree and experience in the banking industry did not feel comfortable applying for a job in the bank when she graduated. She said, “I knew they had a specific dress code and that dress code would make it hard to use the restroom without assistance from others.” She was independent in every other aspect of her life but that, so she never once considered applying for a job at the bank.
It is imperative, McBee-Black argues, that more clothing retailers market adaptive clothing appropriate for the professional environment. Employers also have an important role, however, in ensuring that they are not inadvertently creating unwelcoming work environments for people with disabilities. Here are a few steps organizations can take to make their workplaces more disability-friendly: