Supercharge your organization with freedom

Efficient collaboration for your custom talent cloud via private marketplace

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It helps to organize the team collaboration in a market fashion by splitting the work into small bits (microjobs) and delegating them to the most suitable team members, while giving people full freedom in all other aspects of their work life.

Microcontracts is a better way to work powered by freedom!

Build custom network of trusted vendors 5

Build your talent network of trusted vendors

Gather the team of independent professionals or turn your employees into “intrapreneurs” by giving them freedom in what work they do, how they do it, when and where and how much they work.

Identify microjobs with your vendors 3

Identify microjobs
with your vendors

Split the workload into pieces (microjobs) which should to be done in order for business function or project completion. Receive the ideas from your team as well. Prioritize and budget microjobs.

Choose the best proposals from your vendors 3

Receive proposals from the vendors and choose the best

Ask your team members about which microjobs the can do, and on which conditions - price and deadline. Choose the most suitable offers based on your objectives.

Make your team happier through the work freedom

Make your team happier through the work freedom

With microcontracts you can stop controlling irrelevant aspects of work, and focus on what is really important. When you give people a choice in the work they do, and let them decide when, where and how much they work, it makes an enormous impact on their happiness, wellbeing and consequently - engagement.

Learn more about the aspects of work freedom

Increase the efficiency with market mechanisms 2

Increase efficiency with market mechanisms

In microcontracts a team collaborates on its private marketplace where the leader (acting as a client) asks his team members (acting as vendors) to do certain bits of work. The client can also receive offers about what should be done from his vendors. Finally, from the range of different options leader chooses microcontracts which he expests will bring the most value for achieving project goals.

Boost motivation by giving the choice of what to work on 1

Boost motivation by giving the choice of what to work on

Microcontracts platform uses market mechanism to find the most suitable people for different kinds of work bits - from “boring” to “exciting”. More boring and less popular microjobs can attract vendors by offering better money compensation. On the other side of the spectrum there are the most interesting microjobs that attract many proposals, allowing the leader to choose the most beneficial for the company.

Lower the costs

Lower the costs and grow on-demand capabilities

There is no place for busywork in microcontracts. Market approach to choosing the bits of work to be done means doing only the work which justifies its cost for the company. Instead of thinking about how to keep employees fully occupied within their working time, the focus is shifted to having a wide range of professionals that can be engaged when there’s a real need.

This new thinking in the press

Large firms have begun to appreciate more “permeable borders” and to see freelance workers as a source of fresh ideas and “knowledge transfer” from the wider world (better yet, their broader industry).
Many big companies are realizing that they can move faster on new opportunities not by structuring people’s jobs around broadly defined roles like marketing or operations, but by thinking in terms of tasks and results — whether evaluating new strategies, launching new products, or transforming IT infrastructure to scale with long-term needs.
“Uberization of Work” [...] people will work when they have the will for it and for whom they want to work. We will choose these activities based on the balance of head, heart and pocket. In other words, I will work for money (my pocket), or because it stimulates me (my head), or because it’s my passion (my heart), or for a combination of the three reasons.
Corporations are looking for more flexible and low-cost ways to hire, which freelancing platforms make possible.
Labor is the most expensive and valuable resource at most firms. Managing this resource by time and place is a crude, empirically unproven, inefficient, and costly approach. The biggest lessons that companies can learn from the gig economy are to separate work from the office, and to measure employees based on what they produce, deliver and solve, not the hours they spend in the office. Put simply, companies need to stop measuring what doesn’t matter, and start measuring what does.
By 2020, many predict that freelancers will make up 50% of the labor force.

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