To: -
From: -
Data: -
Subject: Improving flexicurity at Lance Free
Introduction
The world of employment is changing. Studies have shown that a pattern of agency employment has
been starting to grow in the past couple of years and is likely to continue in the future (Fahlbeck,
1998). So, what does this mean? Is any of this important to Lance Free? This article is relevant to us
as an organization because our staff mostly consists of freelancers and agency workers. The labour
market is becoming more flexible by the day, and so is Lance Free. That’s why we need to keep our
flexicurity up to date.
We read the article of Zhang, Bartram, McNeil, and Dowling (2014), and it is mostly about a
flexicurity model. Flexicurity means finding a good balance between flexibility and security. Both
employees and employers want to keep a good balance between the two. In this memo, we found
ways to make sure both sides stay satisfied. Some possibilities that are given will look familiar to the
ones we received from our HR students. Therefore, some content matched with our present way of
operating/dealing with flexicurity. We made sure to name these similarities to make these
possibilities even more clear. Next, we found new theories we thought might be interesting for our
organization. Those will be discussed at the end of this memo.
Employee relations
According to the article of Zhang et al., (2014), there are multiple challenges regarding the relations
between the temporary employees and the employers. This is caused by the triangular and
temporary nature of the relationships between the agency worker (or freelancer) and the temporary
employer (Zhang et al., 2014). The first challenge according to Drucker (2002) is the difficulty for an
agency employee to develop a commitment to the ‘end-user’ (for example companies like Nexton).
This challenge is also apparent at Lance Free. According to the research provided by Snoek, Bakker
Schut, Scholts, Van Moppes and Groen (2021) our freelancers are not focused on building a lasting
relationship with the companies they temporarily work for. As regards to managing agency
employment, Lee and Frenkel (2004) discuss the issues such as low tolerance for perceived inequity
and difficulties in integration amongst agency workers. According to Lee and Frenkel (2004) this can
cause tensions between the ‘regular’ employees and the agency workers. This tension between the
employees is something that Lance Free is aware of and willing to change. Some issues concerning
management of the agency workers are high turnover rates and high anxiety, according to Lee and
Frenkel (2004). This shows the importance of having a good relationship between the temporary
employer (end-user), the ‘regular’ employees and the agency workers (in this case freelancers).
Because having a good relationship will limit the issues highlighted above.
1
From: -
Data: -
Subject: Improving flexicurity at Lance Free
Introduction
The world of employment is changing. Studies have shown that a pattern of agency employment has
been starting to grow in the past couple of years and is likely to continue in the future (Fahlbeck,
1998). So, what does this mean? Is any of this important to Lance Free? This article is relevant to us
as an organization because our staff mostly consists of freelancers and agency workers. The labour
market is becoming more flexible by the day, and so is Lance Free. That’s why we need to keep our
flexicurity up to date.
We read the article of Zhang, Bartram, McNeil, and Dowling (2014), and it is mostly about a
flexicurity model. Flexicurity means finding a good balance between flexibility and security. Both
employees and employers want to keep a good balance between the two. In this memo, we found
ways to make sure both sides stay satisfied. Some possibilities that are given will look familiar to the
ones we received from our HR students. Therefore, some content matched with our present way of
operating/dealing with flexicurity. We made sure to name these similarities to make these
possibilities even more clear. Next, we found new theories we thought might be interesting for our
organization. Those will be discussed at the end of this memo.
Employee relations
According to the article of Zhang et al., (2014), there are multiple challenges regarding the relations
between the temporary employees and the employers. This is caused by the triangular and
temporary nature of the relationships between the agency worker (or freelancer) and the temporary
employer (Zhang et al., 2014). The first challenge according to Drucker (2002) is the difficulty for an
agency employee to develop a commitment to the ‘end-user’ (for example companies like Nexton).
This challenge is also apparent at Lance Free. According to the research provided by Snoek, Bakker
Schut, Scholts, Van Moppes and Groen (2021) our freelancers are not focused on building a lasting
relationship with the companies they temporarily work for. As regards to managing agency
employment, Lee and Frenkel (2004) discuss the issues such as low tolerance for perceived inequity
and difficulties in integration amongst agency workers. According to Lee and Frenkel (2004) this can
cause tensions between the ‘regular’ employees and the agency workers. This tension between the
employees is something that Lance Free is aware of and willing to change. Some issues concerning
management of the agency workers are high turnover rates and high anxiety, according to Lee and
Frenkel (2004). This shows the importance of having a good relationship between the temporary
employer (end-user), the ‘regular’ employees and the agency workers (in this case freelancers).
Because having a good relationship will limit the issues highlighted above.
1
