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What kind of employment management experience will the epidemic bring to companies in different industries? After more and more skills can be “labeled”, is the trend behind the gig economy boom or a temporary measure?

“After gradually returning to work, to be precise, after February 3, some of our front-line employees and drivers are in their hometowns, and it is difficult to return to the city. So we urgently recruited externally, and also tried to share employees, through labor dispatch agencies and other channels Contact the ‘idle’ company fleet and large trucks and talk to them if they can provide us with the appropriate personnel, including processing in the warehouse. “Said Liu Jun, chief human resources officer of Meicai.com.

He told Tou.com that during the epidemic, the household business volume of American cuisine increased sharply, but it was short of manpower to pick and deliver. At that time, “shared employees” prevailed, and American cuisine also joined the trend, seeking services from various cities for “idle” and accessible health drivers and restaurant employees through labor dispatch agencies.

In early February, Hema launched a “shared employee”, which is in stark contrast to 20,000 employees such as Xibei who “idle” in dormitories. The former uses a flexible labor model to solve the shortage of manpower, while the latter has a large number of long-term employment relationships in offline stores and is overabundant in the epidemic.

Different from the traditional long-term employment of employees, the gig economy that has emerged in the new economy, using the Internet and mobile technology to quickly match the supply and demand side, has formed a “temporary” new work model. To some extent, this model, also known as “hiring contractors,” can save a lot of labor costs for technology companies operating in debt: they don’t need to pay social security, benefits, or even equity. Moreover, for Silicon Valley’s technology companies, it also avoids scrutiny by the relevant agencies on the proportion of recruitment and layoffs.

Take Google as an example. According to the Washington Post, as of March 2019, it had approximately 121,000 temporary workers, suppliers, and contractors, compared with only 102,000 full-time employees. In this outbreak, after Silicon Valley technology companies, including Google, closed their offices, they may hire more contractors and temporary workers because their medical security and benefits are lower than full-time employees.

“The epidemic is like a test of risk,” Tian Min, a partner of Yuanzhang Capital, told China Investment Network. Many problems of enterprises were exposed in this outbreak. One of the most discussed topics in this epidemic was that companies started to think about how to use workers flexibly. Behind it, it is actually a matching game of labor costs and human resources.

Chen Hongfei, assistant president and director of product development department of Jinyou.com, also told China Investment Network that the outbreak was an issue for enterprises.The risk of uncertainty will be encountered in the exhibition, and the reasonable matching of human resources is one of the manifestations of the ability to resist this risk of uncertainty. “The richer the employment structure, the higher the management level must be,” said Chen Hongfei.

So, what kind of employment management experience will the outbreak bring to companies in different industries? With the development of Internet technology, as more and more skills can be “labeled”, is the general trend or temporary means behind the prosperity of the gig economy? What are the pros and cons of being extremely flexible and extremely stable?

With more employees, the company ’s first response is optimization, not “shared employees”

The development of enterprises has been highlighted in the epidemic, including the size and methods of employment.

“In normal production and operation, most companies are in a state of recruiting people. Once there are more employees, the first response is to optimize, rather than seconded to other companies.” Chen Hongfei told Investment Network, this time There are special scenarios of the epidemic, which involve whether the company can start or operate, so that employees have “excess wealth”.

Because of his professional habits, Chen Hongfei focuses on how to realize “shared employees”. He said that “shared employees” is not a labor dispatch from a legal level, but an outsourcing service, and the dispatched employees still maintain contractual relationships with the sending company. “Taking Hema as an example, it can be understood that Hema purchased a service from Yunhai Cuisine, and the latter charged an outsourcing service fee.” Chen Hongfei explained.

Under the meaning, “shared staff” is the same as the original service outsourcing or job outsourcing model. These services were originally provided by human resources companies or third-party platforms. “But because of special times, the shared employees were completed by the two companies themselves. And because of the popularity of companies such as Hema, everyone would think It is a new form. “Chen Hongfei said.

In general, companies and labor are not always in balance. There are always enterprises with rich labor and surplus, and some enterprises need to add new labor at some stage. At this time, it is necessary to restore the imbalance between the two types of labor by using a certain type of model or platform.

After Hema, Jinyou.net, where Chen Hongfei is located, also provides “shared staff” services to companies such as hotels that have “excess” and “shortage” of employees during the epidemic, but the service cycle is only from January to March. Inside. Many entrepreneurs or human resources experts he has contacted with China Investment Network believe that “shared employees” are not replicable.

Take Meicai as an example. Liu Jun told China Investment Network that the “shared employee” model is not suitable for American cuisine. After a period of trial, the company finally decided to recruit drivers and sorters with some experience.

“Shared employees may be applicable to industries with relatively simple and standardized operations. For example, takeaway, a takeaway goes from a restaurant to a parcel, puts it in the trunk of his car, and then delivers it to your place to complete a pickup and delivery. Task. As a professional supply chain company, this is not the case, it is a bit more complicated. The driver is generallyIt is a truck with a gold cup or above. You must know how to arrange so many dishes purchased by merchants and families without being crushed. At the same time, it can be efficient and save space in the process of placing, so that he will run more and more efficiently. Sorters also have the same requirements, at least know how to judge the quality and weight of ingredients. “Liu Jun said that all of this requires some time and experience to accumulate. That is, instead of training” shared employees “, it is better to recruit experienced personnel to solve the surge in demand.

Tian Min, a partner of Yuanzheng Capital, said that “shared employees” is a typical crisis solution, but it is not applicable to all enterprises. Moreover, “After this incident has passed, is it true that everyone will continue to use this model, it is difficult to say.” She told CIC that many businesses have strong seasonality, which requires the use of flexible labor, which is not possible in troughs. There is also a person with a body mass during the peak period.

The ability to “share” lies in the ability to be “tagged”

Shared Employee mode may not be copied. However, the thinking brought about by the epidemic may still surround the same question: How can the flexibility of the company stand out when the unexpected risks come? How good or bad are the employees?

Aiming at the employment situation of this epidemic, Jinyou.com ’s “Economic Impact Observation Report Based on Human Resources Perspective” believes that in the future, the labor force may no longer be tied to a production contract owned by a paper labor contract Element, but a kind of operating capital used by enterprises for flexibility.

In fact, flexible employment in the form of contractors has long been popular among Internet companies. With the continuous penetration and deepening of technology, more and more different forms of Internet companies have appeared. Most of these companies’ business models, business forms or positions can be digitized through technical means and managed online.

58 Duo Dong, the chief talent officer of Daojia, said in an interview with “Southwindow”, “In the past, companies divided posts by responsibilities, and people were placed in different positions according to organizational responsibilities. But now, all positions are It is centering on the skills of people. Whatever skills people have, they can take up any post. Now our management is to “tag” people. “And this” tagging “model has just promoted the development of the gig economy. That is, more and more freelancers or slash youth appear.

Understanding from this level can also explain why in this epidemic, offline restaurants in the catering industry were the first to bear the brunt. Due to fierce competition in the service industry, service quality has become the key. The quality of service emphasizes people and day and night training, so offline stores will have a large number of long-term employees. Therefore, in this outbreak, the advantages of the catering service industry have also become “weak points”, because the quality of services cannot be “labeled” for the time being.

Tian Min told Investment Network that “labeled” management may not be possible in the original industrial structure, because there is no Internet tool as a judgment standard and a means of supervision and management.

She exemplified a typical “labeled” management case for CIC—— Wechat. In the WeChat ecosystem, flexible employment, sales staff became part-time, they promoted online through a circle of friends, effectively supplementing the sales scope.

In the past two years, we can see that multi-category brands including education, cosmetics, and health products are adopting this method, and many Baoma have become micro-businesses. The way to manage Baoma is also very data-based. The WeChat group is managed uniformly, and the sales results can also be data-based and given a corresponding commission. And this digital management method can also be seen in this epidemic, which is well applied to sales channel providers in other fields, such as real estate companies gradually “micro-commercialization” by launching their own sales applications.

New challenges for enterprises?

This epidemic has expanded the “tagging” of human skills-it can be “shared” with one more choice. Will the epidemic change the gig economy? Also as employers, how will companies face the “gig economy group” that may change.

Tian Min does not believe that the epidemic will change the trend of the gig economy, including flexible employment. Because the gig economy already exists in various industries.

She told China Investment Network that this was related to changes in China’s labor structure. “China has gradually changed from a production-oriented big country to a service-oriented country. The original blue-collar workers or workers with a lower level of knowledge structure have gradually shifted to become more skilled and knowledgeable. Slightly higher-level white-collar workers. We will lack more high-end jobs in terms of price. “

Chen Hongfei also said that during the epidemic, a lot of attention was paid to the life service industry, but in fact, more jobs in the gig economy were delivered with professional skills. What is missing from Chinese Internet companies is Anchor, design talent, writer, etc. “

“In the future, startups and large companies will definitely need to flexibly use their work to complement some functional departments,” Tian Min said. However, she also said that the company’s balanced and flexible employment and long-term employment relationship mainly depends on the company’s business model, development stage and business attributes. For example, Didi Travel, the early drivers adopted the “crowdsourcing” model, but entering the growth period to ensure business development, there are also full-time drivers.

Liu Jun also believes that at what stage of development a company has specific employment needs, whether to hire a gig economy (outsourcing), provided that it is more efficient and effective. “If the interior can be completed, why choose the outside? If the interior can’t, then you should consider whether the internal mechanism is not innovative enough and why it can’t reach the external market level.” Liu Jun said.

In other words, whether to hire temporary workers and adopt outsourcing is related to the management mechanism of a company. As Chen Hongfei said, “The richer the employment structure within an enterprise, the higher the management level must be. Because it can flexibly match its needs in different ways, it will also be more detailed in the management dimension. The ability to resist sexual risks must also be stronger than ordinary enterprises. “

Behind this, in fact, it also emphasizes the challenge of the gig economy to manpower cost management—the upgrading of corporate organization deployment mechanism. Chen Hongfei said that after this epidemic, many companies will rethink this question: If there is less flexible employment, will it be troublesome?

In this regard, Liu Jun believes, “(Enterprises) don’t go to extremes all at once. In fact, the best way is to have corresponding competitors outside to do it together. See who runs fast and see who runs well. Around With efficiency, with effect. “