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'20 percent.  65 percent. Maybe 70 percent. Not sure, maybe 30% but could be higher.'  These were some of the answers to a question posed to HR leaders of some of our biggest employers recently.  The question - 'in 5 years time, what percentage of your workforce will be contingent.'  

The employment landscape is undergoing significant change as businesses face headcount pressures and skills gaps, while digital engagement platforms connect them with globally mobile workers on shorter term contracts - this could be people working remotely, or companies using different resource options on overseas projects.Historically used in the oil & gas sector, gig workers are now found in technology, media and telecoms sectors, engineering and construction and many others.

For some, it is clear that complete workforce transformation will be occurring very quickly - a job for life will go, and in its place a very different relationship between worker and work is not just coming, but is already here.

As the contingent workforce in the global economy continues to grow, the giggers are getting global themselves.  Despite advances in technology that assist in curtailing the need for travel, business travel overseas continues to grow - in some large global organisations, over 200.000 international business trips a year are taking place.  The global gigger is on the rise. But who manages the risk of the global gigger?

Governments, not least the UK’s, have woken up to the changing labour market and the tax and legal risks that go hand in hand with these changes. Ensuring workers are not exploited is front and centre of Government policy makers all around the world. So a 'global gigger' strategy is slowly working its way up the 'to do' list of every global mobility function.