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Dick Grote

Dealing with miscreants snivelers and adversaries

 A few weeks ago, I wrote a short post, “Do the Right Thing.” For those who did not read the article, by right things I was not merely referring to ethical issues. Of course, acting ethical and appropriate are a given. I was also referring to being encouraging and helpful to others, as well as a great teammate and communicator. In essence (and in spirit), I am talking about being a servant leader and a source of positive energy—and only positive energy.Here’s some of the feedback I received for the post: “The message is inspirational—developing a positive and encouraging environment is planting seeds of success in our workplace, and for our team members, and can produce limitless benefits for our firm’s overall success.” “Fortunately, I am in a smaller company that is very leadership focused. In the past, though, I worked with managers with the attitude: “Just do what we tell you, just comply, adhere to our procedures.” They did not encourage creativity, finding new and better ways, collaboration, and even asking questions. It was just do it.” “We need people who know why they do what they do, are guided by proper values and purpose, versus so many managers who do what they do for money, power, attention, control, title, or corner office.” “We need leaders who have faith, a moral compass, and love to coach, mentor, and help others learn, grow, and succeed. We need leaders whose own satisfaction comes from the satisfaction and success of their people.” “It is true that doing the right thing helps others and helps us to feel good about ourselves. I also have found that doing the right thing is key to overall business success. A focus on personal gain can lead to short term success, but doing the right thing usually ensures the ultimate long term emotional (and financial) returns.” “I love the thought of doing the right thing as it improves morale and the spirit of an organization. Results will improve. Failure to do the right things has the opposite effects; it reduces drive, people won’t go the extra mile, and ultimately turnover, which is a huge hidden cost that management usually rationalizes—rather than taking responsibility to learn from and improve.”There is a saying that “kindness of words motivates others.” Having a sense of kindness in our work, leadership, and relationships in business, including our internal relationships, is definitely doing the right thing! Mara Vandlik of McGinn & Co., asked if women are expected to be more graceful, helpful, and encouraging than men? Granted, we could start a dialogue on that question, but my answer to her is that this is an area where men could learn from women and their natural leadership skills and competencies.Kerry Douglass, a spiritual director and counselor, thoughtfully noted that effective leadership comes through community, not authority.John Kelly of Hanover Stone Partners sent the Do the Right Thing post to two former leaders with whom he worked and respects and states that now when faced with a difficult decision or issue, he asks himself “What would Dick or Ed do?” Then the answer is clear, do what’s right. This is consistent with a recent conversation with Joe Bottari, a sophomore student athlete at Georgetown, whom I have the privilege of knowing and mentoring. When faced with what he considers a life decision, he takes the time to seek the counsel of those for whom he has great respect. Joe also believes in having great relationships with his teammates and focusing on team goals, as then work and football practice are easier to handle well.Andy Funt, CEO of Bio Films Innovations, makes an insightful suggestion that we should bear in mind to always doing the right thing—and also do the next right thing. By that Andy means the first right thing might well be an assessment or decision and the next right thing is our action. An example might be reaching out to someone to help them with their inner-confidence as we pursue our desired outcome.Aaron Spokaeski, a general manager at Billy Casper Golf, a company that definitely treasures its people and consciously tries to listen for their ideas, advice, and feedback, points out that doing the right thing means being “we-oriented” not “me-oriented.” It also means realizing that, as a manager and leader, we are a part of a team and every person is an important member of the team as well, and helping them believe that.We should live to help make lives better every day. That is living in our faith, and isn’t it the way we can be in our business lives?!Yes, surely it is. With that personal mission, we can be exemplary and highly effective leaders and team members—by doing our best work, by being positive, and by encouraging and helping others do their best work. As I finished drafting this paper, I happened to read a wonderful article about empathy. It encouraged me to go back and add this paragraph. Bottom line: Empathy helps us improve the lives of others, as well as our own. Here are just a few things we can do each day: See something at work that needs fixing? Just quietly fix it.Say thank you with eye contact and a smile and not being too hurried so the person feels your appreciation.Grab a coffee or tea with someone who could use a conversation. Conversations are a gift, if we listen to connect. A great way to lead our lives from a spiritual sense is to help make lives of others better every day, and we can have that be our personal mission in our work and leadership. We need to encourage and help our team members and other colleagues have better business lives every day. That is doing the right things and that is servant leadership!

What Does “Doing the Right Thing” Look Like in Business?

Empower Frontline Workers and You’ll Power Your BusinessFrontline employees are the backbone of every organization. They’re the grocery clerks, manufacturing workers, call center representatives, hotel housekeepers, and retail associates who keep the world running. Yet, despite making up 70 to 80 percent of the global workforce, they are often treated as an afterthought. The Frontline Enablement Playbook is here to change that.Written by JD Dillon, founder of LearnGeek and passionate advocate for the frontline, this book is a practical guide for HR, L&D, and operations professionals who want to do better by their deskless teams. Drawing on more than 25 years of experience and insights from over 100 global practitioners and actual frontline workers, Dillon delivers the first-ever playbook designed to help you build a frontline experience that’s resilient, adaptable, and human-centered. Inside, you'll dive deep into six parts that redefine frontline support: Understanding who frontline workers really are—and what they needArchitecting a modern enablement ecosystemEmpowering frontline managers to empower their employeesHelping frontline workers do a great job todayFostering future opportunities for developmentEvolving your entire strategy to get that all-important buy-inThis book is packed with tools and tactics that work—whether you’re looking to improve training, manage change more effectively, enhance communication, or support manager well-being. Modular by design, you can read the entire story or pick and choose specific sections to address timely needs. You’ll find frameworks like the Modern Learning Ecosystem, stories from the field, and letters from frontline workers themselves.Stop just saying your frontline is essential and start proving it. Because when your frontline thrives, your business does too.

The Frontline Enablement Playbook

Lisa Nabors is a partner with Strategic Performance Group and is recognized by the International Coach Federation as a Professional Certified Coach (PCC). Ms. Nabors is a talented speaker and often makes presentations on the topic of coaching to industry and professional groups. She began coaching during her 16 years of experience as a successful, senior-level HR and training and development professional in private industry. Her passion is in optimizing individual, team, and organization performance, and her coaching clients include managers, executives, and teams in organizations such as AOL, AARP, U.S. Department of Education, and the U.S. Environmental Protection Agency. Ms. Nabors' coaching expertise includes gathering and feeding back data, helping clients to generate alternatives, identifying key metrics and creating action plans designed to achieve specific, measurable results.Ms. Nabors is a certified user of all Center for Creative Leadership (CCL) 360-degree feedback instruments, the EQi-2.0 and EQ 360, LEI, APT 360 Instruments, Myers-Briggs Type Indicator (MBTI) assessment, and many customized instruments. She is an adjunct faculty member for Marymount University and the George Washington University, and she is the co-author of The Dialogue Deck, Leading From the Inside Out: A Coaching Model (Sage, 2002), and Organizational Coaching (ATD Press, 2008).

Lisa Nabors

What is the last game you played? Did it have anything to do with work? Do you perceive games merely as a diversion from work? What about performance appraisals at work? Are they working for you and your organization? Are you fully engaged with your current approach to performance management? How did one company in India subtract 28,000 hours of work from the old performance management system?A recent Modern Survey study found that only 10 percent of employees in the United States are fully engaged at work. Yet, they or their teenage son or daughter can spend all evening and the early hours of the morning fully engaged in an online game. Teresa Amabile from Harvard in a study involving 12,000 daily diaries of knowledge workers found that the greatest contributor of engagement and motivation for knowledge workers was progress and the single greatest source of that progress was collaboration. Progress and collaboration are inherent in most game design and are vital in effective performance management.Games are inherently engaging and a powerful tool to use in building more engagement within organizations. Gamification is the use of game elements in work scenarios in order to drive engagement and make work more interesting and productive.In the beginning, gamification was largely about implementing a points-based economy, coupled with leaderboards and badges in order to drive motivation or engagement. The new wave of gamification involves taking business problems and mapping them to game play and thereby improving trainability, and increasing effectiveness and results of core business-related actions and workflows.For example, one area of pervasive consternation for most organizations is the performance appraisal system. Edward E. Lawler III in a Forbes blog post on Performance Appraisals are Dead, Long Live Performance Management wrote:"Performance appraisals are one of the most frequently criticized talent management practices. The criticisms range from their being an enormous waste of time to their having a destructive impact on the relationship between managers and their subordinates. Criticizing performance appraisals has a long history. For decades, the literature on talent management has pointed out the flaws in most performance management systems and in some cases recommended completely abandoning them. The problem with abandoning them is that they are vital to effective talent management."In India, eMee, a company that develops comprehensive social gamification platforms enabling engagement for business, implemented a game based visualization approach for the 7000 employees of Persistent to combine social collaboration, performance management, learning and rewards and recognition.The system addressed the challenges in performance management. The system has been in operation at Persistent for three years and employee attrition has been reduced by over 350 basis points year on year. The company saved, by a conservative estimate, over 28,000 person hours in 2013 by eliminating the need for an arduous and time consuming end-of-year appraisal process.The continuous performance management system residing in a gamified system provides employees with a platform to showcase their skills, achievements, and contributions. Powered by big data analysis, the system recommends actions that can help employees earn appropriate recognition, while reminding them of actions due, and guiding employees towards target behaviors.Appraisals, which were an end of year function taking two to four weeks to complete, are now primarily conducted by looking at each employee’s game profile, their game position, and their activity in the game.Although many companies are still in their infancy in adopting internal social media, gamification will take the adoption of internal social media and raise engagement to new levels while being fused to key business results and metrics.How about you and your organization? Are you game?

Employee Engagement Gamification Trumps Tick Boxes for Performance Management

When Apple released the first iPhone in 2007, it turned the mobile world on its head. It eliminated the physical keyboard, untethered the internet, democratized photography, and let you pick the apps. Why was this so genius? Because they didn’t just iterate on the mobile device concept; they gave you an “everything machine.” They weren’t selling functions; they were providing possibilities. The iPhone wasn’t a contented improvement over existing technology; it was a reimagining of what’s possible. Before the iPhone hit the market, the device-du-jour was arguably the Motorola Razr. Its slim, dark lines screamed coolness when opened one-handed. But you simply had a Razr. Just like everyone else. And 4-4-3-3-5-5-5-5-5-5-6-6-6 just spelled "hello." The iPhone destroyed that overnight. You made the iPhone what you wanted it to be. You took your own photos and made them backgrounds. You installed and used the apps of your choice. You defined the device instead of it defining you. So, why this trip into digital nostalgia? Because we are again at a time when the scales are about to tip and the world shifts. Artificial intelligence (AI)—call them bots, enhancements, or features—is showing up in nearly every piece of software. Even my browser now tries to predict and write for me. (Don’t fret; a real-breathing human wrote this piece.) Likewise, the learning and development space is seeing a rising tide of features like content generation, tone analysis, writing improvements, question creation, and more. While these remarkable functions make designers’ work easier and more efficient, I would argue they are the “default apps” of our day. Put another way, they are akin to the “Snake” game on my original Razr. Before your hackles flare, let me clarify. I loved that Snake game. I spent more hours chasing apples than I care to confess because the app was simple and fun and provided exactly what it was designed to do—just like the AI features showing up in our software. There is unquestionably a desire and necessity for features and functions like these. Sometimes you just need an easy button; sometimes generating 10 questions is the perfect starting place. But what happens when information technology approves a different LLM than the one leveraged in your software? What happens when the generated content is only marginally helpful? What happens when your security team questions the data privacy behind the provided features? These questions drive me to beg for possibilities instead of just features. Because we deal in proprietary content in the corporate learning space, and the need for security, governance, and accountability are paramount, we cannot be satisfied with only single-function, pre-defined solutions. Nor can we continue with right-conscious to secretly copy/paste into the LLM of our preference before the cobra-like questions above rear their heads. So, what is the solution? A rethinking. A reimagining. By no means am I calling for a replacement of single-function solutions. I love the default apps on my phone. What I’m asking for is that software companies also start thinking about possibilities. I appreciate easy buttons, but as an organization, I want to be able to choose and define which AI features show up. I want to bring the services most useful to my team into their workflow. I want to fine tune the results from these tools for a better fit. And I want to choose the LLM that empowers these features. Essentially, I want to determine the best solutions instead of having the software determine them for me. For an example of this type of forward-thinking, look at Xyleme’s Sidekick implementation. It is all about empowering organizations through possibilities. L&D recognizes the value behind personalized learning, and that the best way for someone to improve is to meet their learning needs. That’s all I’m asking for in how we continue the rush of AI implementation. Don’t let your vision be clouded by where we’ve been. Be brave enough to offer possibilities—because the software solution that allows me to choose the AI, determine and meet the needs of my employees, and leverage the services we need, just iterated on the same type of magic that made the iPhone so revolutionary.Now, please excuse me. I must go beat my high score on Snake.

From Features to Possibilities: Why AI in Learning & Development Needs an iPhone Moment

While the instructional design field has been around for a long time, it is only within the last 30 years that it has emerged more as a discipline with educational courses, resources, and methodologies. Introduction to Instructional Systems Design by ID expert Chuck Hodell offers a comprehensive textbook that provides the prerequisites every instructional designer needs to get started in the profession.What made you realize that the ISD or instructional design field needed a textbook?The idea came to me when I started teaching this almost 30 years ago. There were many resources that addressed instructional systems design but no one book that an instructor or professor could use to teach a course from. There were a lot of really great books—Gagne’s, Merrill’s, and Kemp’s. But if you wanted to teach this, especially at the graduate level or for folks who hadn’t had a lot of experience in ISD, one had to amalgamate and review many different books and resources to create a reading list and curriculum from which to teach—one that would give students a solid background in instructional design.When I wrote ISD From the Ground Up, I did not intend it to be a primary or even supplemental classroom textbook, although it turns out that it is often used for that. Over the years, I contemplated what instructors really need to teach ISD and thought we could create an even better book. We can take a more traditional textbook approach with real case studies and real discussion questions and things to think about. A textbook coupled with an instructor’s guide would make a difference for instructors, making their lives much easier by providing a comprehensive resource.How has the instructional design field changed since you started teaching, and why is this the right time for this book?Whether you’re teaching one course as a one-off or putting together a program for millions of people worldwide, instructional design has not changed that much over the years. The basic processes and philosophy behind instructional design remains pretty much the same.But what has changed and what I think everybody has noticed is that the level of interest in ISD—its popularity and use—has increased. Proven ISD knowledge and expertise is almost a calling card if you want to be a professional. People are looking for certification. People are looking for degrees. There are all kinds of documentation organizations want to see before they hire an instructional designer.What is needed today to practice as an instructional designer from what was needed 30 years ago is the difference. The field has elevated such that instructional design is now considered a science, with instructional designers as scientists. We do approach ISD with scientific methods. It is important for students to learn not only where instructional systems design came from and but how it can be and is applied directly in their daily work.How will this textbook benefit instructional design professors?I designed this book as both a professor and a practitioner in the field. What I have created is a package for anyone who teaches a course in instructional design. A professor or instructor will be able to pull out the elements that they want to use. When instructors are doing assignments, whether online or in the classroom or using a blended approach, they can take the different elements between the case studies, discussion questions and reflections that are in there, and build their own course. Everything they need is in the book.If they want to branch out from that, using content from the instructor’s guide, they can certainly do that too. The beauty of this volume is that it is really 17 books in a textbook. Each of these chapters stand on their own: they each address different aspects of this field from basic eight generations of learning transfer where this all started and where it ended up, to advanced content like criticality and other parts of it.From a professor standpoint or from the standpoint of anyone who is teaching this—whether for noncredit environments, one-off courses in four hours, or courses at a doctoral level—an instructor will find that the content addresses and will work for many levels. This volume is going to make your life easier.An instructor can find what works for the situation and pick out the relevant pieces. If you want to add something else, certainly do that. But this is one of those books where you can just pick it up and use it as a professor or instructor.Why do you think no one else wrote this book?The study of instructional design has largely been focused on the two somewhat mutually exclusive areas of theory and practice. There are a number of excellent books on theory and the different foundational aspects of ISD, and there are also a number of incredibly well-written books on the practice of ISD. What has not existed, from my experience, is a text that combines theory and practice in a way that allow for a learner to move from ISD theory and the evolution of the field to then producing portfolio and work products that instructional designers use in their work every day.How does this book help newcomers to ISD?Most new designers come to the field from other areas of work and study. They have been teachers, trainers, subject matter experts, or they manage one or more of these areas. If you have lots of practical experience but limited ISD background, this text takes a learner from the basics of where instructional design came from to the everyday work products that designer use like population studies, design plans, lesson plans, and working with learning management stems in digital design scenarios. And, more importantly, it links the theory to the practice to instill confidence in designers that their work is based on research and proven research into learning and related fields.How does this book help people who are advanced in ISD but want to learn more?One bonus afforded more advanced instructional designers are practical tools like criticality and a dive into learning management systems, social media and digital design. The text also works as a reference for the theoretical and basic practical skill sets that designers sometimes need to revisit when working on new projects.If someone is not an instructor but simply wants to learn about ISD, how can they use this book?This text is a wonderful place to start for anyone who is curious about ISD and just wants to have a casual introduction to what instructional design is really all about. It is not so theoretical that a reader is required to have a solid foundation in the field. This text starts at the beginning and works its way slowly through the basic into the practical tools a designer needs on every project. If a reader is intrigued and wants to learn more, the later chapters dig pretty deep into the work that designers routinely perform. It is also a great place to start with more generalizable topics like systems, populations, workflow and other areas that are not just applicable in ISD.About the AuthorChuck Hodell has been writing, speaking, practicing, and teaching ISD for many years. His books and articles have earned him the title of The Man Who Wrote the Book on ISD. His bestselling four editions of ISD From the Ground Up and his SMEs From the Ground Up books are used internationally in academic settings and in the practice of instructional design. Chuck has designed thousands of training programs for clients including the White House, major corporations, nonprofits, numerous apprenticeship programs, and international organizations. He presently serves as affiliate professor at the University of Maryland School of Pharmacy, associate director and faculty of the learning and performance technology master’s program at the University of Maryland Baltimore County, and as the academic advisor for the instructor certification program at the International Masonry Training and Education Foundation. Chuck holds a PhD in language, literacy, and culture from University of Maryland, Baltimore County (UMBC), a master’s degree in ISD from UMBC, and a bachelor’s degree from Antioch University.About ATD and ATD PressThe Association for Talent Development (ATD) is the world’s largest association dedicated to those who develop talent in organizations. ATD’s members come from more than 120 countries and work in public and private organizations in every industry sector. ATD Press publications are written by industry thought leaders and offer anyone who works with adult learners the best practices, academic theory, and guidance necessary to move the profession forward. For more information, visit td.org/books.Introduction to Instructional Systems DesignISBN: 9781952157127 | 448 Pages | PaperbackTo order books from ATD Press, call 800.628.2783.To schedule an interview with Chuck Hodell, please contact Kay Hechler, ATD Press senior marketing manager, at khechler@td.org or 703.683.8178.

Intro to Instructional Systems Design: Q&A With Chuck Hodell

They're creating computer code, carting food and passengers around in their own cars, and popping in monthly for a project meeting. What's their story? Are these occasional workers underemployed, unable to secure a salaried job? Are they Millennials and Generation Z-ers sampling different occupations before they commit to a career? Or Baby Boomers making some extra cash to supplement their retirement savings?They could be any of those―or none of them. Meet the gig workers, a burgeoning population in the labor force that is changing the way company leaders look at workforce planning and the way people view work."As individuals have entered the workforce and evolved, they are asking for more flexibility," says Kurt Heikkinen, president and CEO of staffing company Montage. And, as access to health insurance has become increasingly separate from full-time employment, "workers have really gained a sense of freedom. They look at [their careers] as a series of gigs, a series of projects and experiences, as opposed to a long-term career at a given employer."Figure 1: Gig Workers Look Like the Broader WorkforceThe following charts illustrate the demographics of self-identified gig workers compared with those of the entire U.S. workforce. Source: Morning Consult.But these aren't the typical temp staffers of yore―the "Kelly Girl" secretaries and Manpower workers who filled in for office staff when an employer had a hole in the schedule. Nor are they limited to the classic freelancers in creative fields―writers, editors, musicians, and graphic artists. Nowadays, gig workers run the gamut, from Uber drivers to IT technicians to travel nurses. And they are an integral and growing part of the knowledge economy.Many businesses have embraced this pipeline of on-demand talent. Yet, despite all the promise of the gig economy, it is a work in progress. The rules are still being written as companies and workers alike adjust to new ways of getting work done.Two Types of Gig WorkersGig work itself is not new. "People have always worked this way," but the prevalence and types of gig jobs have changed over the years, says Diane Mulcahy, author of The Gig Economy: The Complete Guide to Getting Better Work, Taking More Time Off, and Financing the Life You Want (Amacom, 2016). "This kind of work is growing at a rapid rate," she says, particularly in white-collar jobs and the tech economy.There are two types of gig workers, Mulcahy says: first, those who are searching for full-time work and need to make some cash and contacts while they job-hunt and, second, those who simply don't want or need full-time employment.The latter group includes a lot of younger people, for whom the idea of a 40-years-and-you-get-a-gold-watch kind of job is something their grandparents did. They aren't attracted to what they see as an outdated model of sticking with one company―or even one profession―for an extended time. But this group also includes retired or semi-retired people who may or may not need the money but who want to stay engaged and active regardless. And there are also mid-career folks who want the flexibility and freedom of doing what they want more or less when they want, drawing on years of experience to cherry-pick appealing projects.In the United States, more than 40 percent of workers are employed in "alternative work arrangements," such as contingent, part-time, or gig work, according to Deloitte's 2018 Global Human Capital Trends study. In a 2016 Adobe survey, 56 percent of office workers predicted that everyone will do some gig work in the future. Asked to look ahead to 2020, 28 percent of business leaders and chief human resource officers said they anticipated an increase in gig workers, the Deloitte study found."The vast majority [of gig workers] are folks who easily could go get [traditional full-time] jobs somewhere," says Lori Williams, vice president of fulfillment at Gigster, a software developer that has 80 employees on staff and works with 1,000 gig workers. "They've chosen this lifestyle."The top benefit of the arrangement for them is autonomy. They have greater control over their schedule and they can avoid routine annoyances such as bad managers, office politics, and interminable staff meetings. They also might learn new skills and gain valuable experience at a temporary stint, ultimately giving them the tools to advance in other gigs or in staff jobs.Employers, too, enjoy the perks of an open relationship, gaining access to skills and talent without having to commit to a full-time hire. And managers can supplement staff with gigsters who have the talent and knowledge not only to advance a project, but to teach regular employees new skills."It's really [about] how can we continue to scale as an organization?" says Vlasta Dusil, senior vice president of HR for computer technology company SAP's Cloud Business Group. "We talk about diversity, with gender, with different generations. In our view, this is another way of looking at diversity."Growing PainsStill, there are some drawbacks―for both sides. The "flexible schedule" so many people crave can lead to them being underemployed. The gig worker might also miss out on the advantages that come from committing to one employer. Among those advantages is professional development."How are these people going to train and develop and grow?" says Jennifer Graham-Johnson, SHRM-SCP, recently retired chief HR officer at WestRock Co., a paper and packaging products manufacturer."I do worry we are going to have a group of people who are . . . unable to advance" if they ever decide they want full-time employment because they haven't had the opportunity to develop their skills and knowledge through training and classes.Then there's the issue of employee benefits.Gig workers don't get health insurance, paid time off, or 401(k) contributions from employers. Offering them the same perks that staff members get could set an employer up for legal challenges and negate savings typically associated with hiring gig workers.It could also harm recruiting efforts. After all, good benefits are one of the selling points companies use to attract full-time talent. Why would people want to join your team as full-time employees if they can enjoy the freedom and flexibility of gig work and get the same benefits as regular employees?The bigger issue may be that offering the same benefits to contractors and regular staff could get the company in trouble with the IRS, which has a 20-point test to determine whether workers are independent contractors or employees entitled to the employer-paid share of FICA taxes. Microsoft and other employers have had to pay millions of dollars in back taxes and damages after being sued by workers who said they were paid like independent contractors but treated like employees.Figure 2: What Motivates Gig Workers? Source: Shiftgig, Profile of a Gig Worker, 2018.Playing Catch-UpGovernment and businesses are lagging on other fronts related to the gig economy, too. Banks, for example, might be skittish about lending money to a potential homeowner who doesn't hold a permanent job. And gig workers don't get unemployment benefits, COBRA, or worker’s compensation.Companies can help fill the gaps. One way is to offer voluntary benefits that are fully paid for by the worker but administered by the employer. E-commerce website Etsy, for example, has partnered with Stride Health to act as a health insurance broker for the people who create the art, jewelry, and other items sold on Etsy.Still, the gig economy is clearly moving faster than the institutions that deal with these workers."I don't think we've caught up to this type of worker," says Arthur Tacchino, chief innovation officer at the compliance technology company SyncStream Solutions. "The workforce is changing. So how are the coverage, insurance, and benefits going to evolve to fit the newer kind of workforce we are seeing?" There's no clear to answer that, Tacchino says."Regulators and courts are trying to apply 20th-century law onto a 21st-century problem," says Richard Meneghello, an employment attorney and partner at Fisher Phillips. "Our hope is that once people realize it's not just a passing fad, regulators and legislators will get more serious."One agency trying to change with the times is the Securities and Exchange Commission, which is taking a fresh look at compensation for gig workers. The agency is considering revising its rules to make it easier for people who are classified as independent contractors to receive stock awards from the companies that employ them, the New York Times reported.While governments and financial institutions adjust, the market for gig workers is maturing, fueled by technology platforms that help both sides of the work arrangement find each other. Online labor platforms such as Upwork, Gigster, TaskRabbit, and Freelancer are not only empowering the gig economy, but revolutionizing the way workers and companies connect."The technology is making the whole market more efficient," says Marion McGovern, author of Thriving in the Gig Economy (Career Press, 2017) and co-founder and former CEO of M Squared Consulting.Upwork, for example, connects computer-industry freelancers in 170 countries to employers who need their services, charging the worker a fee of 5 percent to 20 percent of the job's pay. ShiftPixy and others hire workers (paying the employer share of payroll taxes and taking care of other compliance issues), then "lend" them to clients in the hospitality and restaurant industries. The company has an app that allows people to broadcast their availability and apply for certain shifts in their communities.As Uber was creating its digital platform for drivers, the job market for gig work was exploding, says Scott Absher, ShiftPixy's CEO. "People are looking for ways to recobble their income," and these platforms make that more efficient, he says.Managing the GigSo how do today's people managers handle gig workers, follow the law, and head off potential tensions with full-time staff? Some tips:Decide who will drive the decision-making on hiring. A simple procurement process may be enough to fill an open gig for an IT techie, while a speechwriter for a CEO will likely require input from the chief executive.Pay people promptly. "I can't tell you how many companies are on 60- to 90-day schedules" for contracts, McGovern says. But individuals expect to be paid faster and more often.Know the law—and do not treat gigsters like employees. In fact, don't even use the word "hire" to describe the working arrangement, advised Rebecca Cenni-Leventhal, founder and CEO of staffing and recruitment firm Atrium. People who work gigs are "engaged," not hired, she cautioned.Protect confidential company information. This is especially important when using outside contractors for a business dealing with sensitive client information, such as health data and Social Security numbers.Let your own staffers gig―even at your company. Since many workers crave the opportunity to learn something new, offer full-time staffers the chance to develop by giving them a gig in-house.Keep staffers and gigsters separate, when warranted. "Having [gig workers] participate in regular team meetings or asking them for regular updates and reporting is not wise," says Cenni-Leventhal, as that may cause them to be viewed as employees rather than independent contractors. "Inviting them to one holiday party isn't too much of a risk, but when you start having them participate in team-building activities and attending company functions, it can get tricky."Make your gig workers feel welcome and valued. "Make sure you afford them the correct level of respect," McGovern says. "This is someone who is going to add to the team, bringing in skills or knowledge and experience to help the effort."On top of that, she adds, it's important to recognize the dignity of their career choice. After all, it's a work arrangement more business leaders can expect to manage in the coming years.Copyright 2019, SHRM. This article is reprinted from www.shrm.org with permission from SHRM. All rights reserved.

Gig Workers Challenge Old Order

Encouraging mindsets that promote knowledge sharing, protect institutional knowledge, and honor the legacy of experts.

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