• Gig Economy
• Labour Platforms
• Online Freelancing

The use of online freelancers is no longer a marginal practice – it is becoming a core part of how organisations operate in today’s global economy. While these platforms offer flexibility and instant access to talent, they also present new management and leaderships challenges. Recent research highlights both the difficulties and the solutions organisations can adopt to make the most of this trend.

The nature of work has changed much in recent years. Traditional full-time jobs are no longer the only option for many professionals. Instead, more people are choosing online freelancing – short-term, project-based work often mediated through digital platforms. This shift, known as the gig economy, allows organisations to access global talent on demand and tap into specialised expertise. Online freelancers can work across borders, connecting with clients anywhere in the world without leaving their homes, thanks to high-speed internet, remote communication tools, and platform technologies. (Sánchez-Gardey et al. 2021, 167-168; Marr 2022.)

This article draws on the results of research conducted through email interviews, exploring how organisations manage online freelancers. The findings reveal both opportunities and challenges in this growing sector, highlighting the need for new approaches to management, collaboration, and organisational culture. By understanding these dynamics, organisations can develop strategies to maximise the benefits of online freelance work while addressing the obstacles inherent in this emerging form of labour.

Why Organisations Turn to Online Freelancers

The interviews revealed several reasons why organisations turn to online freelancers. A major advantage lies in access to a global pool of talent, which allows organisations to find specialised skills that may be difficult to source locally. Hiring online freelancers also improves cost efficiency, as organisations can reduce fixed expenses such as salaries, benefits, and office space while still obtaining high-quality expertise when needed. Flexibility is another important factor: organisations can scale their workforce up or down according to project demands without committing to long-term contracts.

Also speed and responsiveness play a central role as well, since digital platforms make it possible to identify and contract freelancers within hours, which is especially valuable for urgent or short-term assignments. Online freelancers bring niche expertise that strengthens project outcomes without requiring permanent hires, and their diverse cultural and professional backgrounds often introduce fresh ideas and innovative perspectives. Altogether, these factors explain why online freelancing has become such an attractive option for organisations seeking agility and specialised knowledge in today’s competitive environment.

Key Management and Leadership Challenges

Several recurring themes emerged from the responses, highlighting the paradox of online freelancing: while platforms offer flexibility and cost savings, they also shift risks onto organisations and freelancers alike.

• Quality and reliability: Organisations reported difficulties in ensuring consistent work quality. Some freelancers delivered excellent results, while others failed to meet expectations.
• Communication gaps: Working across time zones and cultures can make collaboration slow or confusing. Without face-to-face contact, misunderstandings are more likely.
• Integration into teams: Freelancers often remain “outsiders,” which makes it harder to build trust and align them with company goals.
• Limited control and supervision: Employers may struggle to monitor progress, provide feedback, or ensure alignment without traditional managerial structures.
• Commitment and loyalty: Freelancers often juggle multiple clients at once, making it harder for organisations to secure long-term commitment.
• Legal and ethical concerns: Employers were worried about compliance with labour laws, data security, and the risk of hidden exploitation in global supply chains.

What Organisations Can Do Differently

The interviews also pointed to a range of practical strategies that can help organisations address the challenges of managing online freelancers more effectively. These approaches emphasise not only improving communication and work processes, but also building stronger, more sustainable relationships with freelancers to ensure long-term success and stability.

• Stronger onboarding: Providing freelancers with clear guidelines, expectations, and access to the right tools helps reduce misunderstandings and improves work quality.
• Hybrid workforce models: Combining core employees with a flexible freelancer network allows organisations to scale while maintaining stability.
• Transparent communication: Using structured communication channels and regular check-ins fosters trust and ensures alignment.
• Recognition and inclusion: Even though freelancers are temporary, acknowledging their contribution and treating them as part of the team boosts motivation.
• Robust performance monitoring: Using milestone reviews, progress updates, and transparent rating systems ensures accountability and maintains quality.
• Ethical and legal safeguards: Establishing clear contracts, protecting confidentiality, and ensuring fair pay practices help address compliance and reputational risks.
• Skill-building opportunities: While freelancers are often responsible for their own development, organisations that offer optional training or knowledge-sharing gain stronger, future-ready collaborators.

Why This Matters

The interview results underline an important shift: online freelancing is not just a temporary fix, but a long-term feature of the modern economy. The gig economy is expanding globally and reshaping the nature of employment, with millions of people now working for multiple organizations over the course of their careers, rather than remaining tied to a single employer. For organisations, the challenge is no longer whether to use online freelancers, but how to use them and integrate them strategically into the organisation.

The gig economy is often framed as either empowering or exploitative. The reality is more complex. For many workers, online freelancing offers flexibility allowing them to control their schedules and pursue projects that match their skills and interests. At the same time, organisations benefit from rapid access to specialised expertise and the ability to scale their workforce quickly. However, without thoughtful management and leadership, the downsides can easily outweigh the benefits.

By adopting transparent, fair, and inclusive practices, organisations can strike a balance that works for both sides. The future of work is already here, shaped by digital platforms and global connections, but its success will depend on how organisations choose to manage this evolving workforce.

Image: Firmbee (Pixabay License).

References

Köpsi, K., 2025. Managing Work Beyond Borders – Organisational Opportunities and Challenges in the Gig Economy, Master’s Thesis, Turku University of Applied Sciences

Marr, B. 2022. Future Skills: The 20 Skills and Competencies Everyone Needs to Succeed in a Digital World. Hoboken: John Wiley & Sons.

Sánchez-Gardey, G.; Martín-Alcázar, F. & García-Carbonell, N. 2021. Beyond Human Resources: Research Paths Towards a New Understanding of Workforce Management Within Organizations. London: IntechOpen.