Abstract
The article discusses the changing nature of careers today, and how organisations ought best to respond to this scenario. The advantages of participating in the gig economy and the ways it impacts both employees and organisations are discussed against a backdrop of signalling theory. Organisational practices addressing work-life balance issues, inclusion and diversity, job autonomy, flexibility, attractive compensation packages, and the fostering of an employability culture are all highlighted as sending out positive signals. Conversely, negative signals, such as in extreme cases appearing to have a hire-to-fire policy, should be avoided. The article concludes by highlighting the need for further research into the factors influencing talented individuals' decisions to return to full-time work, as well as the strategies organisations can use to attract them.
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