The defibration of working models
In addition to a core workforce in traditional employment relationships, there are many Company increasingly a collaboration without a classic employment contract: in projects, with freelancers, with temporary employment agencies, with interim managers. There are more fixed-term contracts and a larger number of contributing specialists, suppliers and business partners.
This weakening of working models brings benefits and disadvantages to both employers and employees. From a sociological point of view, something like a new multi-class society is emerging: on the one hand the core workforce with a "fixed" employment contract, on the other hand the troupe of external employees who are either paid very well or very badly.
The Shamrock organization
The Irish economic and social philosopher Charles Handy described this development years ago. He used as a symbol the Irish national emblem, a three-leaf clover leaf (shamrock). The Shamrock organization is based on the following elements:
- the core team around the management,
- external experts and outsourced areas,
- if necessary purchased "simple" employees.
If you look closely today, there is even a fourth "leaf": the circle of collaborating clients who, through their commitment, help companies to become better. For providers who actively use this workforce, this results in a variety of value-added advantages. In my book "Touchpoints" I have reported in detail.
The thing with the social prestige
"If you are not permanent, it's second class," someone told me, who needs to know. He lost his job and returned to his old job via a temporary employment agency. Not only the lower salary hurt him. He noticed many small signs that he did not really belong anymore. The loss of identification and social prestige made him more worried than the end of the month.
But in manufacturing companies, this is quite normal: A permanent employee with an over-tariff payment works hand in hand with a work contractor at the lowest compensation level.
External: None of us
And it's a paradox: the one who carries the highest risk of termination and gives the company the greatest flexibility, is paid the worst. Worse, the festival has access to all the business amenities, not the outside. Even with his differently designed work clothes, he is recognized as "none of us".
Nevertheless, more and more routine work, as far as they are not automatable, outsourced to service providers and cheaply bought back. What executives - apart from the issue of fairness - have to ask in such "human chess": How do you integrate and motivate such employees? And how do you ensure that the team does not have a bad pecking order?
Primer: the internal "caste system"
"With increasing volatility in the work society, the proportion of people at risk of falling, the marginalized and the underprivileged - in one word precarious - is growing," analyzes the Zukunftsinstitut. "Although they strive to be diligent employees, they are the first to be on the kill list for restructuring and rationalization."
And the precarious situation reaches into the middle management. Everything that computers can do is systematically eliminated. Only the difficult, the individual, the tailor-made and the special remain in the work area of man. Even former experts, whose knowledge everyone now on the Internet finds, are degraded to handlings.
Thus, the gap between professionally well and poorly placed people is growing ever further. And while a pseudo-controlled cost-savings program can be celebrated at the top, a new caste system is emerging at the very bottom. If, however, the social gap between people becomes too great, tumors are a foreseeable consequence.
A constant coming and going
A second caste is the one with the fixed-term employment contracts, which will be temporarily discontinued and released again. There is a constant coming and going in such places. This fluctuation soon burdens everyone in the department. Every time new people have to be trained. Of course, all kinds of mistakes are made by the long-term ones.
Customers are being scared off because of the lack of expertise or because of their reliability. A transfer between those who leave after a short time and each new does not take place. At some point nobody feels like explaining the same things again and again. And increasingly frustrated customers are finally turning their backs - not to mention a deteriorating market reputation.
When viewed in the light, the short-term cost savings from fixed-term employment contracts usually do not outweigh the long-term cost of the opportunity. Is your organization clearly and unambiguously required by the responsible parties that these costs be duly included in the calculation? And how do you ensure that temporary employees can become productive as quickly as possible without frustrating the core workforce?
Integrate external knowledge workers
A third caste is the external specialists who work in projects. The added value they bring is sometimes enormous. Many employees have also had bad experiences with such people. Consultant horsemen whirred around the company like a hornet's swarm, checking everything for process streamlining and cost efficiency. Afterwards, twice as much work had to be done with half as many people. This was called work compaction.
The learnings from the employee's view: You can not deal with external ones cautiously enough. The best way to get the most needed price is to keep track of information. Requested work is second-rate and third-grade done, time lines are disregarded. They only cooperate with each other and hope that the spook will soon be over. Such prior experience can severely burden the cooperation between the internal and the external. The upper ones often do not have much thought about this.
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