Finding your way through the New Gig Economy with Emotional Intelligence

Whenever you think of the gig economy, what comes to mind? Ride-sharing? Grocery delivery? The stark reality is, gig or freelance workers could be a tremendous asset to any organization in virtually any industry. The biggest thing is understanding how to control the requirements and effect of a brand new workforce.


Areas like healthcare, finance, and technology are viewing an increase today because of COVID-19 and are relying more on temporary, remote work to meet demands. Looking at current job postings indicates that organizations like Amazon, Slack, Babylon Health, Citi Group, and Ubisoft embrace freelance workers for positions like front-end and software engineers, telehealth therapists, data analysts, and talent coordinators. 


If built with the foundational skills of Emotional Intelligence, any organization can harness freelance talent in the post-pandemic workplace to enhance productivity, culture, and innovation. With Corso Intelligenza Emotiva Milano, you can learn emotional intelligence course that would help you in your organization.


What's the Gig Economy?


This workforce segment refers to freelance or independent workers, consumers, and the market or platforms by which transactions are made. The show economic opportunity to accept after the 2008 global recession. As full-time employment stalled, lots of people had to be determined by short-term contracts and self-employment.

What began as a stopgap solution for a lot of was considered a new Corso Intelligenza Emotiva Milano lifestyle that provided more flexibility, autonomy, and variety. Today, the show economy is not limited to Uber, Airbnb, and InstaCart. Knowledge-intensive tasks like IT designers, executive consultants, and project managers are increasingly separate workers.

So, as the whole world looks to perfect itself for reopening, can it function as the show economy positioned for an increase?


Emotional Intelligence in the New Normal

A study by LinkedIn shows 60% of executives are organizing to spend more on learning and development to boost versatility and capitalize on growth opportunities. Must we view a change in the office towards more freelancers? Emotional Intelligence would be the most important and flexible tool for organizations.


Here are three EI competencies organizations must spend money on for the new normal:




Why: With continually spinning clubs, successful cooperation may be challenging to coordinate and manage. Persons joining a company on a short-term basis have less time for you to become acquainted, use their friends, and understand crucial party make-up, which might stop success and innovation.


How: It indeed pays for freelancers to have the ability to demonstrate they can collaborate and remain agile irrespective of the circumstances. But, the onus to produce collaboration skills shouldn't sit entirely with the individual. Agencies must purchase instilling skills like relationship-building, delegating, and decision-making through the board.

That's where Human Resources may play a role, by:

focusing venture through the entire onboarding method by teaching freelancers on critical operations, resources, and norms

ensuring there is a discussed language to handle situations and reduce miscommunication, and

providing constant skill progress and team-building opportunities.

In doing so, persons could have the skills and teaching to possess the capability to leap into projects with various clubs, easily get aligned on objectives, and function effortlessly to generate synergies.




Why: Whenever new members join a group, there is likely an understanding curve and some disruption. For an organization to keep productive, existing and new team members must feel safe to ask questions, share ideas, and give feedback. However, an environment of psychological safety cannot be created without understanding and valuing others' emotions.


How: The essential thing to embedding factor in the culture is to start from the top. Leaders should have the readiness and abilities to talk with employees emotionally.  In particular, team managers have to have the ability to practice active listening, intentional curiosity, and suspension of judgment if they want to foster supportive relationships. By role modeling and then formally training for these behaviors, empathy is much more likely to be embraced as a shared value throughout the organization.


Consideration is generally believed to spark creativity, but workers must empathize with each other before applying it to client solutions. An identified and systematically performed control might select the tone for more intriguing daily interactions and promote more imagination and risk-taking among teams.

Teaching and Mentoring


Why: It's widespread for freelance employees to feel the same as outsiders inside an organization. If an increasing subset of employees feels alienated, overall team cohesion and engagement will decline. It is worthwhile for the corporation to concentrate on mentoring and personal growth to re-engage disconnected employees. This might be particularly appealing to freelance employees as they can diversify their portfolios.


How: Building an understanding culture that attracts, retains, and motivates talent requires everyone to have indeed a growth mindset and the ability to have open, constructive conversations. This implies skills like listening, setting goals, building rapport, and providing honest feedback need to be developed throughout the organization. As well as reinforcing these skills within performance management, Human Sources may allow room for freelance employees to be involved in instruction programs, cross-functional knowledge-sharing, and networking.


Not only does a setting centered on coaching and mentoring energize and retain talent, but it might also open the possibility of more imaginative answers – this can be essential to success in the facial skin of adversity.

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