London, 23 August 2018 - Because of the continued labour market shortages, companies are finding it increasingly difficult to find suitable employees.
That is one of the reasons why 95% of companies use freelancers, who can be deployed quickly and flexibly. Just over one in three (35.9%) UK companies
have adapted HR policies for freelancers and more than half (54.5%) provide specific company training courses for freelancers.
According to an international survey by SD Worx, a leading provider of global Payroll & HR services, and the Antwerp Management School , UK companies make more effort to integrate freelancers into the corporate culture compared with businesses in Germany, France, the Netherlands and Belgium.
Four in ten UK companies (41.9%) do not make a distinction between permanent employees and freelancers in their HR policy. This percentage is even higher in some European countries (see table). Over one in five UK organisations (22.2%) have an HR policy only for permanent employees, and 35.9% have developed a separate HR policy for freelancers.
The survey revealed that more than half of UK companies (54.5%) provide specific training courses for freelancers. This puts the United Kingdom in first
place, with numbers being significantly lower for the other countries surveyed: 49.3% in France, 47.8% in Germany, 34.4% in the Netherlands and 38.8%
Furthermore, the survey identified that many UK companies (70.1%) assess freelancers in the same way as their permanent personnel. The average is much lower in the other countries in the survey (55.1%) with Belgium having the lowest percentage (37.5%). The same applies to feedback on performance. Three quarters (74.9%) of UK companies make no distinction in the process between permanent employees and freelancers. In the other countries, this percentage is lower (Germany 72.3%, France 70.4%, the Netherlands 65.6% and Belgium 53.2%).
Traditionally, an HR Policy is associated with the conventional employer-employee relationship, whereas freelancers are usually not subject to the same rules as permanent employees. Generally speaking, freelancers have more freedom to organise their work and working hours than permanent employees. However, the context is changing: the boundaries between employees and self-employed are fading and more and more companies are using freelancers.
Seven in ten UK companies (70.1%) try to integrate freelancers in their own corporate culture and processes. This means that the United Kingdom has the second highest score of all the countries in the survey (65.6% on average), after France (70.4%). Freelancers are also very much involved in activities for permanent personnel, such as company parties (71.3%), and are kept informed of what is going on in the organisation (76.6%), particularly when it concerns their work.
Fiona McKee, Head of HR for SD Worx UK & Ireland: "Whilst the survey revealed a positive trend in terms of inclusiveness and encouraging a good cultural fit when engaging freelancers, there are risks attached to this approach; the desire of the employer to have a one team approach and inclusiveness, is to be commended. However, in practice this can be more difficult to implement and must be treated with some caution. The main risk of such an approach would be the freelancer's ability to make a future claim for employment status at an employment tribunal."
"A recent notable case was Gary Smith v Pimlico Plumbers, where Smith claimed he was an employee rather than a freelancer, as he was originally appointed. Employers may start to see more claims from individuals with regard to employment status as we move towards the gig economy, where more and more workers are engaged on short term assignments. As such we would always recommend that employers seek advice when developing HR policies which will be relevant for freelancers, to protect against future claims ," McKee continued.
SD Worx and AMS surveyed a representative sample of 1,074 employers with flexible talent in the following five countries: Belgium, France, Germany, the Netherlands and the United Kingdom. It is part of the research agenda of SD Worx and Antwerp Management School (AMS) for the SD Worx Chair on 'Next Generation Work: Creating Sustainable Careers'. As a result of this chair, research has been conducted since 2011 on the changing career context and what this means for organisations and their staff. The chair uses annual surveys and quality studies to keep track of the challenges people experience in this context of volatility, uncertainty, complexity and ambiguity, the changing career and talent policies of organisations in response to these challenges, and how individuals approach their careers.
Potential respondents were contacted via an online panel and the samples were based on size and industry. The full survey is available here.