The number of freelance professionals is growing at
high rate in recent years.
This trend will likely be accelerated even more striking in the coming years.
Many companies have decided to focus their activities towards a model based on project management, flexible organizational structures, avoiding unproductive fixed costs during idle times and going for the best professionals in their fields to perform very specific functions in response to goals and deadlines clearly settled beforehand.
The Great Challenge, from the Strategic point of view, is the master coordination of all functions regarding the type of contract that engages the relationship. This management Skill is what is being called, ORCHESTRATION.
There is a theory in the context of the HR which claims that the greater the talent of a professional, the stronger her bias to swing, once the objectives she was responsible for when she was hired, have been achieved and the business situation is stabilized. As a gifted child who is rapidly bored, she wants to play a new game.
Provide new fields for talented employees who become overqualified in their jobs, is not always an easy task. The firm is not often able to offer these new opportunities for growth.
In order to avoid having managers inside the organizational structure who may have lost part of their initiative, companies increasingly aim to create tailor made multidisciplinary teams of specialized professionals, according to the needs and challenges they face in every single moment.
However, this trend is still maturing. The main barrier to the development of this model remains as a cultural issue. There is still a widespread perception in companies to interpret the interim professional someone with little sense of loyalty, when the thin red line that separates any labor contract termination rarely exceed more than a 15 days’ notice.
On the part of individuals, many of them refuse this formula considering this option as insecure, unstable and so too risky.
From the Taxes point of view, professional contracts benefit both sides. Freelance have the option to deduct certain expenses and the firm saves Social Security cost, which exceeds 30% out of gross salary.
Anyway, the key to decide one way or the other, should not be based on security perceptions or even money.
This decision should be triggered from the deepest inner core of each one. In the field of Consulting, the professional must reflect on her principal strengths and motivations.
She must roughly think on what she wants to do and what she wants to be.
Although the role of Project Manager is sometimes hired on subcontracting basis, this is not an usual practice in general terms although it will change. Today, in the majority of cases, project management and Client interlocution relies on internal employees.
Nowadays most of freelance demanded are strongly skilled consultants in a specific area of domain. In other words, highly accomplished “hands on” professionals.
These consultants are very autonomous in their jobs. They usually prefer to manage systems instead of people. They address to go on specializing in what they are knowledgeable acceding to cutting edge technology projects in their field of expertise.
On the other hand, professionals driving a Consulting Career, are a totally different profiles in nature.
These consultants like coordinating and leading teams. They enjoy being a critical point of contact with the Customer and are constantly aware about new business opportunities for their company. They like to contribute to the talent development of teammates and peers.
These consultants visualize themselves progressing in the Consulting Business from senior consultant position to achieve growing responsibilities as manager, senior manager, director and why not, partner. They aspire to manage bigger teams, broadening international scope and to acquire higher challenges dealing with Key Accounts and Business Development Goals.
So, when you think on setting aside the line, think on who you are and what you really want.