Handling HR requirements for even a small team is a boatload of work. Whether it be managing paid time off and maternity and paternity leave to payroll and benefits, for many small companies with limited resources HR is an intimidating task.
Open models are an exciting part of the future of work and innovation. Every year, more and more companies are choosing open models for innovation, blending freelance with in-house talent. But that transition can be tricky for traditional employees.
The ins and outs of how California’s landmark Assembly Bill 5 may impact worker classification.
Developing and implementing an open talent strategy—one that engages contract freelancers in a structured way within your company—is an exciting step that puts organizations out front of innovation. But it can feel like shaky territory for some parts of businesses, notably IP, legal, and other key stakeholders whose job it is to uphold the business’s integrity while pursuing innovation and growth.
A couple of weeks ago the Staffing Industry Analysts ran the 4th annual Collaborating in the Gig Economy Conference. While I was able to steal away for a surf session at the end of the conference, the real highlight of the week was the healthy dialogue about the future of the staffing industry.
Conversation about the future of work is everywhere, but who really knows what that means, and who can help guide us into that future? This is the work I’ve been doing at Open Assembly and also in my role as Executive in Residence at the Laboratory for Innovation Science at Harvard (LISH).
One year ago, 100 people gathered at the Crowd Academy held by the Laboratory for Innovation Science at Harvard (LISH) in the halls of Harvard Business School. At that meeting, there was a feeling that we had all discovered our long-lost tribe.
In my experience working with companies that want to embed open talent models into their work streams, I’ve rarely seen a success rate as effective as the program at the energy company Anadarko.