解读零工经济中的千禧一代_替代性工作的6大趋势（英文版）_11页_4mb

报告摘要

Deloitte Insights: Decoding Millennials in the Gig Economy

Core Content

This document explores the evolving landscape of the alternative workforce, particularly focusing on millennials, and identifies six key trends that organizations should be aware of as they seek to engage and leverage this demographic in the gig economy.

Main Trends

Trend 1: The Proportion of Women in the Millennial Alternative Workforce is Shrinking

Gender Disparity: There is a higher proportion of men than women in the millennial alternative workforce, with the gap widening over time.
Education Pursuit: Millennial women are more likely to pursue secondary education, which may lead to them leaving the workforce temporarily or permanently.
Degree Completion: Women in the alternative workforce are more likely to hold a bachelor's degree than men.
Implications: The gender imbalance may be influenced by factors beyond education, such as access to networks, financial capital, and representation in incubators.

Trend 2: The Proportion of Individual Income from Alternative Work is Increasing

Income Growth: Despite a slight decline in participation, the amount of income millennials earn from alternative work is increasing.
Reasons: The 2007-2008 recession may have created barriers to traditional employment, prompting more millennials to rely on alternative income sources.
Trend Line: More millennials are committing to alternative work arrangements, indicating a shift in their career priorities.

Trend 3: Most Alternative Millennial Workers Earn Less Than Traditional Full-Time Employees

Income Gap: Alternative workers generally earn less than their traditional counterparts, but there has been a notable increase in earnings from 2013 to 2015.
Cost Consideration: Organizations may save up to 30% on labor costs by using contract workers, but this can lead to lower perceived quality of work.
Recommendation: Leaders should focus on fair market pay and long-term incentives to attract and retain high-quality workers.

Trend 4: Millennial Gig Workers Often Rely on Household Support

Household Contributions: Alternative workers contribute less to household income compared to traditional full-time workers, especially at younger ages.
Living Arrangements: Most gig workers live with a spouse or roommate rather than alone or with a parent.
Support Network: These workers often rely on household support as they build their businesses, indicating a need for organizations to understand their financial context.

Trend 5: Alternative Millennial Workers are More Likely to Work in Certain Sectors and Occupations

Occupational Trends: Alternative workers are concentrated in the arts, maintenance, and administrative professions, as well as in professional services and manufacturing.
Decline in Support Roles: There is a decline in alternative workers in administrative support roles due to technological advancements.
Specialization: These workers are likely to specialize in their chosen fields, suggesting opportunities for organizations to provide project-based learning and development.

Trend 6: Millennial Gig Workers Exhibit Distinct Personality Traits

Personality Traits: Gig workers tend to score higher in emotional agility, being hard workers, and willingness to break rules compared to traditional workers.
Self-Perception: They often rate themselves as dependable, self-disciplined, and open to new experiences.
Implications: These traits may make gig work appealing to millennials, especially in entrepreneurial roles.

Key Information

Alternative Workforce Growth: The alternative workforce is expected to grow significantly, with self-employment potentially tripling by 2020.
Millennial Leadership: Millennials are leading the shift towards alternative work, with a predicted 42% of self-employed individuals in the US being millennials by 2020.
Income and Earnings: Alternative workers generally earn less than traditional employees, but there is a trend of increasing earnings and income from alternative sources.
Workforce Ecosystem: Organizations are increasingly looking to build a workforce ecosystem that includes alternative workers, suggesting a need for more flexible and inclusive hiring practices.
Financial and Development Needs: Alternative workers seek fair market pay, financial support, and opportunities for learning and development.

Conclusion

As the alternative workforce continues to grow, organizations must rethink traditional hiring and employment models. They should focus on creating inclusive environments, offering fair compensation, and providing opportunities for skill development to attract and retain talent from this segment.

Endnotes

References to studies and data sources provide credibility to the findings.
The NLYS97 data is a key source for the analysis.
Further reading is suggested for deeper insights into the alternative workforce.

Authors

Dr. Kelly Monahan: Manager and subject matter specialist at Deloitte's Center for Integrated Research, focusing on behavioral economics and talent issues.
Jeff Schwartz: Principal at Deloitte Consulting LLP, global leader for Human Capital Marketing, and US leader for the Future of Work.
Tiffany Schleeter: PhD in statistics, member of the US Data Science team, and principal investigator on the Deloitte Patent Universe project.

Acknowledgements

The authors thank several contributors for their assistance in preparing the report.

Center for Integrated Research

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