“Let’s take some time off.” That’s how Susan Corvino of Pasadena, Calif., remembers her husband’s reaction when her communications job was eliminated four years ago. At the time, her husband was working long hours, so they agreed she would stay home with their three young children.
But returning to work two years later when her youngest daughter began preschool wasn’t so easy. Interviews in her field led nowhere, particularly when she asked for a flexible schedule.
For many young companies, the pressing question is whether to commit precious resources to a full-time hire — or to outsource some tasks
It’s no secret that Colorado is an entrepreneurial mecca. The state was ranked fourth in startup activity nationwide, with 350 people out of every 100,000 adults becoming entrepreneurs every month, according to The Kauffman Index of Entrepreneurship.
Canopy Advisory Group’s “Third Way” Speaks to Top New Year’s Resolutions: More Meaningful Work, Reduce Stress
According to Forbes*, today’s professional hopes to welcome the New Year with new outcomes including more meaningful work, less stress, and better work-life balance. As these professionals search for career opportunities that are right for them, a third way – something between opting out and leaning in to the big firms – has begun to take hold. One such example of the third way is being coined the “highlancer,” a model proved lucrative for early entrant, Canopy Advisory Group.
The term refers to a new breed of freelance professionals who are highly qualified, having typically attended prestigious undergraduate or graduate schools and later honed their skills at a big firm. Their experience in the corporate world, however, has left them feeling disillusioned, dissatisfied and looking for an alternative.
Canopy Advisory Group is featured today in Confluence Denver, a publication that highlights Denver’s game changers with a specific focus on entrepreneurship, startups, place building and arts and culture. We are proud to be a leader helping ‘highlancers’ create fulfilling careers as independent consultants. There is a true third way between opting out and leaning in; we are at forefront of this evolving on-demand workforce and passionate about connecting our talent to the needs of the business and nonprofit communities.
Millennials are flocking to the Mile High City, but it isn’t the nearby ski slopes, microbreweries or urban hiking trails that are attracting them: It’s the jobs.
A shared office space called Industry, in the popular River North Art District, stands as an example of the entrepreneurial forces that are luring a flood of young professionals here.
If you want an income, or you’re an employer looking for help, it may be time to scrap the idea of the traditional 9-to-5 arrangement.
For workers, it has become easier and less risky to go solo. Affordable health-insurance plans, which kept many workers shackled to traditional jobs, are more accessible because of the Affordable Care Act. And companies are increasingly open to hiring freelancers and independent contractors. Many say independent workers bring fresh ideas without the long-term commitment.
In the early 20th century Henry Ford combined moving assembly lines with mass labour to make building cars much cheaper and quicker—thus turning the automobile from a rich man’s toy into transport for the masses. Today a growing group of entrepreneurs is striving to do the same to services, bringing together computer power with freelance workers to supply luxuries that were once reserved for the wealthy. Uber provides chauffeurs. Handy supplies cleaners. SpoonRocket delivers restaurant meals to your door. Instacart keeps your fridge stocked. In San Francisco a young computer programmer can already live like a princess.
As researchers who have spent more than 20 years studying professional women, we have watched with interest the recent surge in attention paid to women’s careers, work-family conflict, and the gender gap in leadership. Among the most visible contributions to this public conversation have been Anne-Marie Slaughter’s 2012 Atlantic article “Why Women Still Can’t Have it All” and Sheryl Sandberg’s book Lean In, both of which ignited fierce public debate.
Today’s businesses have a new secret weapon: Employees who are available at any time from anywhere in the world.
Do you need a blog post written, but don’t have the time to do it? What about a new logo? Freelancers are perfect for tasks that you can’t complete internally or those that would be cheaper to outsource.
Despite Advances, Women Still Lag Behind Men in Billing Rate, Management Roles
Despite notching significant gains in the legal world, female law-firm partners continue to lag behind their male counterparts when it comes to billing rates, commanding on average 10% less for their services, according to a new analysis of $3.4 billion in legal work.
Lawyer Patricia K. Gillette said some female rainmakers ‘are not getting the credit for what they do.’ Ramin Rahimian for The Wall Street Journal
Got a small project and a small budget? For some companies nowadays, the solution is simple: Rent an M.B.A. to do the work. Companies get trained talent to help with marketing, financial modeling and investor pitches for a fraction of what they would have to pay big firms like McKinsey & Co. or Boston Consulting Group Inc.
After years of debate and study, in 2007 McKinsey & Company initiated a series of business model innovations that could reshape the way the global consulting firm engages with clients.
One of the most intriguing of these is McKinsey Solutions, software and technology-based analytics and tools that can be embedded at a client, providing ongoing engagement outside the traditional project-based model. McKinsey Solutions marked the first time the consultancy unbundled its offerings and focused so heavily on hard knowledge assets.
Some 58 percent of companies plan to use temporary employees — at all levels — over the next few years, the Harvard Business Review reports. Authors Jody Greenstone Miller and Matt Miller say that temporary employment is no longer limited to administrative assistants, warehouse workers, or other low-level work. High-level people are choosing to work as temporary employees and earning money comparable to what they would have earned as an employee, or even as a partner, in a traditional company.