By whatever name you call it: the gig economy, shared economy, or contingent economy, the same shift that has led to the growth of on-demand services like Uber and Airbnb is increasingly impacting the global workforce.
“Gig” workers are those who work on a contingent basis: meaning consulting, freelance or temporary. Their number has risen dramatically in the past decade. The increase ramped up around 2007 during the global economic downturn, and by many accounts, gig workers now represent a third of the workforce.
According to Peter Miscovich, Managing Director, Strategy + Innovation, JLL Consulting in New York, by 2020 gig workers will comprise half the workforce, and as much as 80% by 2030.
JLL in support of the Accenture Tech Vision has defined what they term the “Liquid Workforce” that promises to significantly impact CRE strategy.
In the very near future, says Miscovich, enterprise “Liquid Workforce” platforms will be based upon the emerging “Hollywood Model” of working where agile and “liquid” knowledge workers will be intelligently organized via the Internet on a project basis much like Hollywood movies are made today. The future Liquid Workforce will be organized via crowdsourced “uber-like” cloud based work platforms providing greater workforce and workplace efficiency.
The rise of the Liquid Workforce and the gig economy makes one thing clear: the nature of work is changing, and corporate workplaces must be prepared to support that change.