Work becomes a kit
Strikes of the railroad and the shortly before Christmas - this danger is now banished. Yesterday, the railway and transport union (EVG) and Deutsche Bahn agreed on a new tariff package. What is special about this is that the employees are not only given more money, but can also choose on top themselves whether they want a further pay increase or a reduction in their weekly hours.
What we have long been accustomed to when shopping online is also increasingly coming to work: You can configure your own employment relationship as you wish. One element of this new “modular system” is so-called “crowdworking”.
Networked thinking at all levels
Write about platforms Company various tasks - from modest micro-tasks like testing apps, typing addresses or creating product descriptions to research, development or design tasks.
Employers and employees network via digital platforms that handle all processes from task to remuneration. "Today there are about 100 platforms with different focuses and perspectives," says Christoph Sieciechowicz, board member of the German Crowdsourcing Association
End with rigid structures!
For the crowds, this form of work offers many advantages: They benefit from varied tasks and flexible time division, which makes it possible to reconcile work and family life.
"Today we no longer want to do without freedom, flexibility and self-determination at work," says Bastian Unterberg, who founded jovoto for precisely these reasons, a global creative platform for collaborative brainstorming that works with international companies, non-profit organizations and Advertising agencies working together. "People who don't feel like the rigid structures of a group and want to decide freely about their working hours and tasks have the chance to work with thousands of other talents on creative solutions," describes Unterberg his platform.
Flexibility at the expense of self-exploitation?
But there are also disadvantages: partly immoral terms and conditions, wages below the minimum wage level, lack of social security, liability and protection against arbitrariness are problems that need to be solved, says Vanessa Barth, who oversees the topic on the board of IG Metall. “We need certain standards, such as social insurance, which could be based on the artists' social security fund, the right of co-determination and transparency, data protection and privacy, and appropriate remuneration. A minimum wage is also not excluded, ”said Barth. With the platform offered by IG Metall http://www.faircrowdwork.org at least a tool had already been developed that supports and advises crowdsmen.
From the point of view of the company, light and shade are also changing. They benefit from crowdworking by considerable cost savings, new impulses for innovations and flexible employment opportunities for employees. Christoph Sieciechowic, however, identifies potential risks as a legal uncertainty and the risk that know-how will leave the company. The pressure to innovate is, however, currently so high that these potential disadvantages are in the background.
Example 1: Innovation radar of Deutsche Bank
Crowd ideas are increasingly used by large companies to generate innovations. For example, Deutsche Bank used crowdstorming to design the branch of the future: First, crowdworkers of the jovoto platform were asked what service they would like a bank to offer, how artificial intelligence could be used for the products, and how they deal with them Expect data. “The results were excellent: the crowd confirmed the megatrends and assumptions from Deutsche Bank's future team.
In addition, this has opened up new perspectives for people who do not deal with banking every day, ”reports Mirjam Pütz, Head of Disruptive and Strategic Programs at Deutsche Bank. The ideas are now to flow into Deutsche Bank's product and service development, in constant communication with the customer in the so-called “co-creation” process. Another crowdstorming project by the banking group was about nothing less than the future of leadership. “We have a traditional, classic branch organization and an agile 'digital factory'. That is why digital leaders have to be bridge builders from the old to the new world, ”said Pütz, one of the challenges. The suggestions of the crowdworkers on jovoto, who already work predominantly digitally, went in the same direction: digital leaders should therefore be able to endure ambiguity, gently push the collaboration and drive the transformation forward.
Example 2: Wheelmap - Crowdsourcing is not a self-running
People with limited mobility encounter many obstacles - in everyday life, while traveling or on vacation. Raúl Aguayo-Krauthausen, founder of social heroes, has therefore launched the Wheelmap: An online map to search and find wheelchair accessible places. Like Wikipedia, anyone can join in and mark public places according to their wheelchair accessibility - worldwide and in 25 languages.
At the Zukunft Personal trade fair, the activist, who has Osteogenesis imperfecta (colloquially “glass bones”), not only relentlessly and humorously tells about his experiences as a wheelchair user and the use of crowdstorming in his projects. In a discussion, he expressed the view that crowdworking is helpful for innovations, but is nevertheless not a sure-fire success. “The companies themselves can and must create ideas. The crowd is no guarantee of successful innovation! ”Says Krauthausen.
Example 3: adidas - everything is network
adidas recently launched the new “Create the New” strategy based on four pillars: Speed, Cities, Open Source and People. “For me, open source is the most interesting pillar,” comments Christian Kuhna, future thinker of the adidas Group HR Strategy. It's about becoming the first open source sports brand without knowing exactly what that means. “This is a bold step that illustrates a new way of thinking: the time of the five-year plans is over.
Open source is a fluid, adaptive process, ”says Kuhna, who is active as a kind of free radical in the company. He researches trends in the world of work and interprets them for the future of leadership and personnel management in his own organization. Kuhna's motto is based on a statement by Jon Husband: “We are experiencing the shift from hierarchies to wirearchies. Everything is network. ” His way of working illustrates how many employees could soon work: beyond hierarchies and across company boundaries. In this way, the Director Think Tank Future meets trends and innovation internally in future projects with various departments and acts as an initiator, sparring partner or opponent.
Externally, he works not only with agencies, but also with colleagues in other companies, such as at Henkel, Telekom, Vitra or BASF. Adidas will soon open a design factory in Brooklyn in a creative building, in which various communities are to participate. “We want to try things outside the company structure, break rules and bring impulses back into the company. For this we need networks that are constantly on the move. ” Collaborating with crowdworkers is probably part of this network thinking, even if Kuhna did not want to reveal anything concrete to future staff.
Crowdworking is a good method for many employees to work independently and flexibly. Companies are particularly interested in innovative management.
But only when employers, trade unions, politics, platforms as well as the users themselves pull together and shape the future of crowdsworking together will they be able to raise the potential as best as possible and reduce the risks for all sides. At the same time, the principle of wisdom is also widespread in the company itself; internal and external networks can become the organizational structure of the future.
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