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That is the title of a front-page article that appeared in the Wall Street Journal on Friday, February 3rd. The article outlines the transition that many industry segments have made
from an employee-based model to outsourced model. It points to operating efficiency,
lower overhead and the ability to scale rapidly in either direction as among the reasons for
​its success. It offers examples such as Walmart, Federal Express, Virgin America and Google where the model is currently being used.
It appears that this model will be comprised of two main groups: generation X, along with a smattering of millennials for whom loyalty and job security are not career objectives, and boomers who have aged out and will accept lower-paying, project oriented assignments because they have no choice.
While there are large issues to be discussed and debated, the challenge for communicators
is: How do you communicate effectively and motivate a contract workforce that lacks the intrinsic motivation to go the extra mile for their “home team” – because there isn’t one?
Inherently, most people want to do good work. And, they want to be recognized. The contract model doesn’t surgically remove these motivations, but it certainly makes it more difficult. Currently, approximately 50-60% of all internal communication is ignored. While
there are multiple reasons for this, it’s going to be even harder to reach contract employees who have little incentive to engage with their quasi-temporary employer. The contract model is going to require new thinking about how you communicate, engage and motivate contract workers. We’ve been working on the problem and suggest that our colleagues give the question some thought, as we believe it is going to be a larger issue in the future.  

Author tridentcommunicationsllc_otbptx

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