This is not another horrid example of mixed metaphors but what sprung to mind when I read a recent contribution to the 100-Year Life website, which we created for Lynda Gratton and Andrew Scott’s book The 100-Year Life: Living and Working in an Age of Longevity. We ask website visitors to submit their stories about either how their longer lives are panning out or how they expect to see them pan out.
The contribution that sparked my Dinosaur in the HR Room reaction was as follows:
“I am an IT Consultant. I have just been asked to go back to a client I worked for last year doing the same job with the same people. It took me four hours to complete the HR pre-employment questions and evidences.
I have worked for almost 40 years and have three degrees, completing my last one over five years ago.
I can now afford to retire and do not need to work just for the money. As well as taking time for holidays and family life I do some voluntary work.
For any gaps in my employment record of more than 2 weeks they want me to provide details of a friend that I have known for more than five years who can explain these gaps.
They also make it mandatory to provide at least one lecturer reference and one academic qualification from the last five years.
I am afraid they the corporate world in the UK certainly has no understanding of a flexible life so far.”
I thought this was a painfully clear illustration of why as organisations we need to do more than talk about engaging easily with new ways of working, from contractors to freelance workers. We would be wise to appreciate that it’s no longer ‘the future’ – it’s happening now, and by making engaging with our organisations cumbersome for freelance talent, we stand to lose out on great individuals, or at the very least, appear like dinosaurs and as such send the wrong signals.
Here at Hot Spots Movement we call these cumbersome approaches ‘sunset processes’ – that is, processes that were established possibly many years ago when the nature of work and workers was different, or perhaps came with an acquired company and were deemed too complicated to discontinue it at the time. These ‘sunset processes’ have reached the end of their valuable life and the challenge for HR is to remove them so that they do not end up constraining the business.
In short, people processes can be illustrated by showing an excavation site where you can see the different archaeological ages, layer by layer.
Removing sunset processes is just the start. As HR professionals we need to decide rather urgently if we want to lead how our organisations engage with freelance talent. If the answer is yes, then we need to design the engagement journey for freelancers with two important outcomes in mind: (1) ensure that freelancers want to work with our company (yes, you will want to be a freelance ‘employer’ of choice) and (2) ensure that the company benefits in all respects from engaging with freelance talent.
If HR doesn’t take the lead, line management will procure freelance talent directly, and our organisations won’t benefit from a signature ‘Freelance Experience’. Over the past years, HR functions have spent much time designing their Employee Experience, with the smartest companies appreciating that this experience begins well before the first working day and all the way through to how their people leave the company. I can’t think of any reason why you wouldn’t put as much effort into designing the Freelance Experience as you do for the Employee Experience. The reward – and the risk – is no less substantial.
Maybe now is the time to let the dinosaur move to the museum and say goodbye to processes that are not fit for purpose, or plainly unnecessary, for the age of agile working and longer careers.