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Contingent workers make up 38% of the U.S. workforce today. That share is projected to reach 50% by the end of the decade.
Yet most companies do not measure how these workers feel. Contingent and gig workers are routinely excluded from engagement surveys and listening tools. Many feel invisible. That leads to higher turnover risk and lower wellbeing. They have no clear path to speak up about burnout or retention concerns. While 65% of organizations plan to increase their use of contingent labor, few have a plan to engage them.
The result is a two‑tier workforce. Full‑time employees get support, training, and feedback loops. Contingent workers get none of that. They are expected to perform without connection to the company culture. This creates real retention problems. Many contingent workers leave at the first sign of a better offer. Workforce planning fails when you cannot see half of your people.
Contingent workers are 38% of the U.S. workforce today.
That share is projected to reach 50% by the end of this decade.
65% of organizations plan to increase their use of contingent labor.
Contingent workers are routinely excluded from engagement listening.
Most companies do not track engagement, retention risk, or burnout for gig and contingent workers.
Every report is human‑checked and delivered in one business day. You get the latest numbers, not last quarter’s.
Contingent workers make up 38% of the U.S. workforce today. That share is projected to reach 50% by the end of the decade.
Yet most companies do not measure how these workers feel. Contingent and gig workers are routinely excluded from engagement surveys and listening tools. Many feel invisible. That leads to higher turnover risk and lower wellbeing. They have no clear path to speak up about burnout or retention concerns. While 65% of organizations plan to increase their use of contingent labor, few have a plan to engage them.
The result is a two‑tier workforce. Full‑time employees get support, training, and feedback loops. Contingent workers get none of that. They are expected to perform without connection to the company culture. This creates real retention problems. Many contingent workers leave at the first sign of a better offer. Workforce planning fails when you cannot see half of your people.
Contingent workers are 38% of the U.S. workforce today.
That share is projected to reach 50% by the end of this decade.
65% of organizations plan to increase their use of contingent labor.
Contingent workers are routinely excluded from engagement listening.
Most companies do not track engagement, retention risk, or burnout for gig and contingent workers.
Every report is human‑checked and delivered in one business day. You get the latest numbers, not last quarter’s.