Are You Ready For The Gig Economy? Some Of Us Have Already Taken The Leap
Kishwar Rahman shares her thoughts on the upcoming shift to a gig economy, the need for digital transformation, and the importance of networks for women in procurement.
Thriving in the gig economy
Rahman, a digital transformation lawyer, has recently completed a project as policy lead for the digital marketplace in the Australian Federal Government’s Digital Transformation Agency. She has now progressed to a lead role working for the National Disability Insurance Agency (NDIA) to assist in setting up an e-Marketplace for the organisation.
“I’m a classic example of the gig-economy professional”, says Rahman. “I’ve moved from project to project, offering my professional skills. Businesses are increasingly looking to hire the right people at the right time for project-based employment.”
According to Rahman, the whole notion of the permanent role is becoming less appropriate as businesses transition towards a consultancy model where experts move between businesses or different projects within a large organisation. “It’s very different to the concept of the ‘job for life’ that existed in our parents’ generation, and still an expectation of employment in the public service.”
So, what can organisations and individuals do to prepare for the gig economy? From the organisational side, it pays to be prepared for an upcoming transformation. A gig-economy office, for example, will look very different to workplaces of the past. They will be structured around a fluid and ever-changing group of professionals coming into the business, working with others on specific projects, then departing for different roles when they have completed their projects. One obvious symptom of this is the disappearing concept of the employees work station which is now being replaced by lockers for personal belongings and individual desks in quiet areas and larger tables for collaborative work.
Businesses also need to future-proof their customer-facing policies that currently favour clients with permanent roles. “Take banks, for example” says Rahman. “If you’ve ever applied for a home loan, you’ll know that they prefer to lend money to people with permanent roles. Unless they reassess their lending criteria, they’ll soon find that they won’t have enough clients as permanent roles become a thing of the past.”
Individuals, on the other hand, can prepare themselves for the gig economy by examining which of their skills could be put to use across multiple businesses, honing their expertise in those areas and becoming a member of a multi-disciplinary and multi-forming teams that move from one project to the next once they have achieved their outcomes and completed their deliverables.
Digital transformation – getting stakeholders on board
Rahman’s experience in driving digital transformation has led her to pick up essential change-management and implementation skills. “Getting people on board with a technological or process transformation is always one of the biggest challenges”, she says. “The most effective means of persuasion is to show them the efficiency in terms of speed and cost benefits. We live in a culture that expects extreme responsiveness and near-instant results, so simply highlighting speed gains will always be more effective than going into detail about improved workflows and processes.” Similarly, organisation want to find cost savings by digitising manual processes.
Another effective way to win stakeholders over to your transformation improvement is to find some common language on the benefits of the change. “Look for a benefit that everyone can relate to. A digital transformation, for example, will almost always lead to the automation of administrative tasks, which will free people up to do more creative and meaningful work. Reskilling and retraining will also be critical to this gig-economy. Education and training will also have to change in form and shape of delivery with consumers demanding the option to shape a course and its mode of delivery and study at their own time and pace to fit it around paid work and personal commitments”.
Networking with women in procurement
One of the reasons Rahman is attending Women in Procurement 2017 is out of curiosity. “Before last year I didn’t know there was a separate forum for women in the profession. I’m interested in seeing who’s going to be there, who’s participating, and who are the female leaders in the field. Additionally, the procurement profession, just when it has started to be recognised as a profession, is also being reshaped by the gig-economy. What will procurement look like in the future and what are the skill set that young women will need to participate in this profession in the future”.
The networking opportunity is also crucial. “Historically, women have had a lack of access to networks. Events like this can connect you with a pool of expertise – peers who you can ring up and share ideas with and problem solve.”
