The American workforce has changed drastically over the past decade due to the emergence and crystallization of the so-called gig economy. An estimated 15.5 million US residents maintain alternative employment arrangements wherein they work as independent third-party service providers or bounce between a number of regular temporary assignments, according to research from the Bureau of Labor Statistics. These floating professionals operate within numerous industries, from the peer-to-peer service arena populated by companies such as Uber and TaskRabbit to traditional spaces like construction and mining.
In all, the development of the gig economy has opened up new opportunities to both workers and employers. However, this phenomenon can create complications for companies, most notably within the area of personnel management. How can enterprises effectively embrace the gig economy while facilitating employee experiences that meet the often divergent needs of third-party service providers and full-time workers?
Field service businesses that have integrated third-party service providers into their operations are not immune to this obstacle. In fact, solving this uniquely modern stumbling block is among the most crucial concerns of the organizations navigating the space, Field Service News reported. Luckily, there is an equally bleeding-edge solution to the problem: mixed workforce management. This approach allows field service businesses to cultivate and maintain diverse workforces that not only facilitate the operational benefits associated with accepting contingent workers - increased operational scalability and lower overhead expenses - but also keep proven customer service paradigms in place.