Bicycle-sharing, car-sharing, umbrella-sharing… As a business model, sharing economy has been part of our daily life for years. Its core lies in creating values by connecting idle resources with those in need of them. To the surprise of many, "employee-sharing" recently emerged in China during the epidemic.
Though efficiently solving the problems for many enterprises during this crisis, employee-sharing inevitably brings about a series of challenges to the existing human resource management model. How to arrange the shifts for the employees and evaluate their performance when they work in two or more enterprises during the same period of time? How to redesign an incentive mechanism that applies to each of these enterprises? Besides, with the increased instability and blurred boundaries of the organizations, the employees tend to have weaker sense of belonging and lower loyalty. Whether the employee-sharing can keep going when the crisis is over is still hanging in the air. Let’s wait and see.
