ADP报告 —— 洞察商业中的零工劳动力（二）

简介

Introduction

“零工经济”这个新现象是当前的热门话题。这个词经常跟Uber、Fiverr和TaskRabbit等知名网络平台相关联，这些平台让有需求的客户和零工能够更容易找到对方，将双方联系起来。伴随着经济的转变和态度的转变，这些技术平台推动了零工劳动力的发展。

The "gig economy" is a popular topic that has the trappings of a new phenomenon. The phrase is often used in the context of prominent online platforms such as Uber, Fiverr and TaskRabbit, which make it easier for clients and gig workers to find each other. These new kinds of technology platforms readily connect individuals in need of personal services with those who will provide them. Accompanied by economic shifts and changing attitudes, these technology platforms have fueled the advancement of the gig workforce. 

然而，对于企业和非营利组织来说，聘请零工是一种由来已久的做法。在第二次世界大战期间，各组织机构通过雇佣临时劳动力来填补男性奔赴战场造成的劳动力缺口。在过去的几十年里，公司已经将这种做法扩展到雇佣包括各种各样的工人，比如项目承包商、季节性工人、兼职工等等。

However, for businesses and nonprofit organizations, gig work has long been a well-established practice. During World Wall II, organizations accelerated the use of gig-type workers by hiring temporary labor to fill the gaps in the workforce created when men went away to war. Companies have expanded this practice over the decades to include a wide range of workers, such as project-based contractors, seasonal workers, part-time employees and many more. 

然而，零工经济的增长正在改变组织内部的对话，并为人力资源实践提供了新的视角。零工通常不属于人力资源战略范畴——即推动绩效和影响预算，也没有以一致的方式进行管理或跟踪。同时，人们对零工工作的广泛接受正在改变着各类工作者对工作世界的看法。

Nevertheless, the growth of the gig economy is changing the conversation within the organization and shining a new light on human resource practices. Gig workers often fall outside of HR strategy —— driving performance and impacting budget, yet not being managed or tracked. Moreover, the broad acceptance of gig work is changing how all kinds of workers look at the world of work. 

>> 定义问题

本质上，“零工”一直都存在。几百年来，儿童照管、家政、驾驶、教学、护理等服务都是按需提供的，也就是我们今天所说的零工。任何关于现代零工劳动力的讨论都面临着对这个术语缺乏共同定义的挑战。一些研究使用了狭义的定义，并专注于基于互联网或平台的工作。其他一些研究对这一术语的定义更为宽泛，包括任何类型的替代工作安排、短期工作或补充性收入来源。

在调查中，工作者往往不能确定如何自我定义他们非传统的工作状态。零工有很多名字，包括:

顾问（consultant）；应急工（contingent worker）；灵活的工人（flexible worker）；自由职业者（free agent/freelancer）；兼差人（moonlighter）；随叫随到的工人（on-call worker）；兼职工（part-time worker）；平台工（platform worker）；项目工（project-based worker）；自雇者（slef-employed worker）；临时工（temporary worker）。

Essentially, there have always been "gigs." For hundreds of years, services such as childcare, housekeeping, driving, teaching, nursing and the like have been provided on an as-needed basis —— what we would today call gig work. Any discussion of modern gig workforce is challenged by the lack of a common definition of the term. Some studies use narrow definitions and focus on internet-based or platform jobs. Other studies define the term more broadly to include any type of alternative work arrangement, short-term job or source of supplemental income. 

In surveys, workers themselves are often unsure how to self-identify their nontraditional working status. A gig worker goes by many names, including:

>> 组织机构中的零工

虽然ADP研究机构的研究表明，这些零工对公司业绩的贡献可能超过16%，但目前还没有一种高水准的、全面的管理方法。例如，许多公司似乎只根据紧急情况、时间和预算，就决定是通过第三方派遣机构聘用零工员工，还是通过内部资源聘用。

There is no top-level, comprehensive approach to managing this segment of the workforce, although ADPRI research suggests these workers may be driving 16% or more of a company's performance. For example, many companies appear to decide whether to engage gig workers through a third-party staffing agency or through internal resources based simply on urgency, time and budget.

在本调查中，我们研究了对零工经济观念的转变对公司的影响，并密切研究了大公司中传统员工与零工的动态关系。他们的动机是什么？他们有相似的技能吗？他们的工作模式是什么？不同行业对零工的使用是否不同？

In this study, we examine how companies are impacted by shifting perceptions of the gig economy and closely examine the dynamics of traditional versus gig workers at large companies. What motivates them? Do they have similar skills? What are their work patterns? Does the use of gig workers vary across industries?

考虑到这些和其他相关问题，我们分析了1800万名工作者汇总匿名的工资数据。此外，还对传统员工和零工进行了在线调查，并对公司高管进行了电话采访。利用独特的专有数据，本研究旨在为雇主、决策者和其他商业领袖提供数据丰富的分析，从而推动做出明智的决策。有了对公司零工的更清晰的认识，组织机构就可以采取更有效的劳动力策略，有效应对法律法规方面的挑战，并更好地把握未来的机遇。

With these and other relevant questions in mind, we analyze aggregated, anonymized administrative payroll data for 18 million workers. This data is supplemented with an online survey of traditional and gig workers themselves and phone interviews with company executives. Drawing on unique access to proprietary data, this study is intended to provide employers, policymakers and other business leaders with data-rich analyses that lead to informed decision making. With a clearer picture of the gig workers In their company, organizations can adopt more effective workforce strategies, effectively address compliance challenges and position themselves to leverage the opportunities ahead.

（待续第三期，敬请关注）