What portfolio careers workers need for event marketing

by Barrie Hopson on August 8, 2016 · 2 comments

in Marketing,New Technology,Social Media

We have used infographics from our creative friends at http://www.maximillion.co.uk/event-management/social-superheroes-present-event-marketing before and this was one I really liked as it emphasises all the options you should be thinking through for marketing an event or anything else for that matter. Hope you enjoy it and thanks to Clare Maximillion for sending it to us.



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{ 2 comments… read them below or add one }

1 mintlysocial December 19, 2016 at 10:23 am

Not your nine-to-five job

Instead of working a single full-time job, a portfolio career is about working multiple jobs – dividing your time between several paid activities.

These activities are often, though not always, complementary. For example, someone who enjoys painting, writing, and graphic design may make a living through each of these interests combined.

A portfolio career can take a variety of structures. For instance, you can be fully independent (freelance, self-employed) or have a combination of self-employment and part-time or temporary jobs.

A portfolio career is definitely not about doing several less-than-attractive jobs to make ends meet.

Entrepreneurship – turning a bright idea into a successful business
The Telegraph website – what is portfolio working and why is it growing?

2 mintlysocial December 22, 2016 at 4:53 am

The rise of the portfolio workforce
The numbers of part-time, contingent, and contract workers are increasing more than 35% of the U.S. labour force, nearly 50% in Europe (Rapoport)

It seems to me that we are moving towards the emergence of a workplace where “jobs” are less clearly defined. This isn’t because there’s a smaller volume of work (quite the opposite!) but because the VUCA environment in which we operate necessitates a less rigid way of employing people. Flexibility increases efficiency and the ability to adapt is key to survival. Employing portfolio, or contract workers, gives employers the ability to tap into skills as and when needed – employing workers on a project-by-project basis rather than on permanent contract. This flexibility can be vital to business sustainability.

Successful portfolio workers have spotted this trend for less clearly defined, permanent roles, and have adopted an approach where they view (and market) themselves as a unique collection of skills, qualities and experience, rather than as a specific job title. They assume the role of CEO of their own career, pro-actively organising and flexing their portfolio of income streams, according to the employment market. This entrepreneurial approach can bring benefit to employers, providing a stream of employees who, in our experience, nearly always produce high quality work with minimal complacency. Portfolio workers – who often run their own businesses and care for their own clients – view you as a customer rather than an employer and will provide you with the best service they can to ensure repeat work.

Portfolio workers also bring a new scale of diversity – both through the variety of their backgrounds (those we employ cover a huge range of profiles) but also in the widely diverse skills they bring to your organisation. In addition to the attributes and skills you directly hire them for, they often have many other gifts, which you can easily access. In my recent experience I know Impact’s services, marketing, innovations and indeed culture have benefited from such additional skills as photography, polar exploration, tree surgery, teaching, drama and more all brought by members of our team who also work professionally in these areas. Our talent pool is all the deeper for their presence in our team.

Of course where there are opportunities there are often challenges to overcome. For those organisations and industries that traditionally employ full time, permanent staff, the thought of moving to a workforce with a higher proportion of entrepreneurial freelancers may cause some concerns. If someone you employ also runs their own initiatives, how can you be sure they are focussed on your interests when they are working for you? At times of such high connectivity, can you be sure they are working on the project set, or are they checking their own emails and responding to other enquiries?

I believe the answer lies in creating a great place to work. As with engaging any talent, you need a strong employer brand – one that encourages them to be as passionate about the work they do for you as the work they do for themselves. At Impact we make every effort to develop our independent folk in the same way that we develop our internal team, involving part time workers and associates in development and social activities as if they were full time and permanent. Extending opportunities to them makes us one cohesive, highly effective team.

Having such confidence in your culture should also allay any fears you may have about having to “share” portfolio workers with your competitors. Yes, they may freelance for them too, and this can be a scary prospect, but forging a trusting relationship with them, and doing all you can to be their employer of choice seems to work well for us.

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