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為什么做零工的人想有一份規(guī)律的全職工作？讓你猜測(cè)的話，可能腦海里最先想到的會(huì)是財(cái)務(wù)問(wèn)題。畢竟，正式員工享有包括帶薪休假在內(nèi)的許多福利，這是做零工的和自由職業(yè)者無(wú)法得到的。此外，擁有可預(yù)見(jiàn)的薪水也是一件很棒的事情。

但是對(duì)于近一半的自由職業(yè)者，尤其是占美國(guó)自由職業(yè)者三分之一的千禧一代而言，沒(méi)有穩(wěn)定全職工作的主要缺點(diǎn)是完全不相干的另一個(gè)因素：感覺(jué)自己像一個(gè)外人。

近日，德勤咨詢公司對(duì)大約4000名美國(guó)員工進(jìn)行了一次問(wèn)卷調(diào)查，受訪者囊括全職員工、兼職人員和獨(dú)立合同工在內(nèi)的所有類型。正如你所料，60%的全職員工表示他們不愿意辭職發(fā)展自己的事業(yè)，原因在于“收入會(huì)有落差”，42%的人表示喪失公司提供的福利是主要原因之一。

孤獨(dú)的自由職業(yè)者

不過(guò)，那些曾經(jīng)或現(xiàn)在的自由職業(yè)者給出了不同的答案。近70%的人表示，如果有選擇，他們未來(lái)不會(huì)再自謀職業(yè)了。千禧一代的自由職業(yè)者中，有一半在受訪時(shí)表示“缺乏與公司內(nèi)部文化的聯(lián)系”，讓他們感到氣餒。這一比例比其他代際的人更高。曾經(jīng)或現(xiàn)在擔(dān)任自由職業(yè)者（所有年齡段）的人中，只有不到一半（48%）對(duì)這段經(jīng)歷“十分滿意”。孤立甚至孤獨(dú)感，也是造成這一結(jié)果的重要原因。

雇主可以做什么?

顯然，不和正式員工一起工作的合同工錯(cuò)過(guò)了非正式場(chǎng)合的日常交流，例如咖啡店的閑談、緊急時(shí)刻的午餐會(huì)議、即興的壘球賽等。這些活動(dòng)會(huì)讓人們產(chǎn)生歸屬感。德勤公司首席人才官麥克·普雷斯頓表示，所以，各大公司需要找到其他辦法來(lái)包容自由職業(yè)者，包括提供培訓(xùn)和指導(dǎo)，幫助他們發(fā)展職業(yè)生涯。

普雷斯頓稱：“我們正在努力營(yíng)造文化，吸引和挽留臨時(shí)員工。”他補(bǔ)充道，因?yàn)椤吧缛汉苤匾??！钡虑诮⒘艘粋€(gè)在線門(mén)戶，合同工可以在其中看到公司里開(kāi)放項(xiàng)目提供的機(jī)會(huì)，以及其他一些也給正式員工瀏覽的信息。

讓自由職業(yè)者感覺(jué)到他們是客戶公司文化的一部分，可能會(huì)在未來(lái)起到更加重要的作用。普雷斯頓指出，一份新的研究顯示，到2020年，美國(guó)的合同工人數(shù)將達(dá)到5400萬(wàn)（現(xiàn)在是4000萬(wàn)），這大約是私營(yíng)企業(yè)員工數(shù)的45%。其中許多人可能擁有“寶貴的獨(dú)特技能和豐富的經(jīng)驗(yàn)”。他認(rèn)為，那些能夠“營(yíng)造環(huán)境，與人們建立緊密聯(lián)系（無(wú)論這個(gè)人是為了某個(gè)項(xiàng)目與他們合作，還是一輩子在公司工作）”的雇主，將會(huì)在未來(lái)贏得競(jìng)爭(zhēng)優(yōu)勢(shì)。（財(cái)富中文網(wǎng)）

譯者：嚴(yán)匡正

審校：任文科

If you had to guess why people who work in the gig economy would prefer a regular full-time job, finances might come to mind first. Employees, after all, are usually entitled to lots of benefits, including paid time off, that gig economy workers, or freelancers, don’t get. A predictable paycheck is nice, too.

But for about half of independent workers — especially Millennials, who make up about one-third of freelancers in the U.S. — the main drawback is something else entirely: Feeling like an outsider.

Deloitte recently polled about 4,000 U.S. workers consisting, like the workforce overall, of a mix of full-time employees, part-timers, and independent contractors. As you might expect, about 60% of people with full-time jobs said they’d hesitate to strike out on their own because of “inconsistent cash flow,” and 42% cited losing company-paid benefits as a main concern.

The loneliness factor

But among those who were either past or current freelancers, a different pattern emerged. Almost 70% said that, given the choice, they wouldn’t opt for self-employment in the future. Half of the Millennial freelancers surveyed said that “a lack of connection to a company’s internal culture” discouraged them, a higher percentage than for any other generation. That feeling of isolation, even loneliness, was also a big reason why the survey found that fewer than half (48%) of past and present freelancers (of all ages) reported being “very satisfied” with the experience.

What employers can do

Clearly, contractors who don’t work side by side with regular employees miss out on the kind of informal day-to-day contact — coffeepot chitchat, last-minute lunch meetings, impromptu softball games — that makes people feel they belong. So, says Deloitte’s chief talent officer Mike Preston, companies need to find other ways of drawing freelancers into the fold, including offering training and coaching to help develop their careers.

“We’re working now to create a culture to attract and retain contingent workers,” he says. Because “community is important,” he adds, Deloitte has started an online portal where contractors can find postings on open project opportunities inside the firm, along with other information that’s also available to regular employees.

Making freelancers feel they’re a part of a client company’s culture may matter even more as time goes on. By 2020, according to new research, independent contractors will number 54 million in the U.S. (up from 40 million now), or some 45% of the private-sector workforce, and many have “unique skill sets and deep experience that can be valuable,” notes Preston. He sees a competitive advantage ahead for employers who can “shape an environment that creates an affinity — whether the person is working with them on one project or for a lifetime.”