A prevailing narrative around AI is that it will take care of the drudgery of life and free us up to do the things that make us uniquely human. In I, Human, UCL’s Tomas Chamorro-Premuzic questions whether this narrative is actually true, or whether we’re ultimately becoming slaves to the technology.
Nowhere is this more evident than in areas like the gig economy, where workers typically operate under an algorithmic “manager”. Research shows that while this can be extremely efficient, it’s generally dehumanizing for the workers themselves.
Alex Rosenblat shows how harmful this has been for Uber drivers, who are increasingly demotivated by the cajoling of their algorithmic bosses. Research from Penn State suggests that a lot of this unhappiness stems from the sense that there are no avenues by which to complain and change things, as the algorithms communicate in one direction only.
The invisible cage
Many studies have been conducted on gig workers on platforms like Uber and Lyft, but with an estimated 41 million gig workers in the United States, the reach of this form of working extends beyond task-based work and into white collar domains. In Inside the Invisible Cage: How Algorithms Control Workers, Hatim Rahman explores how workers at one of the gig economy work platforms feel about their lot.
Rahman argues that the algorithms that underpin these platforms form an “invisible cage” where high-skilled workers are controlled by opaque systems that are fundamental to their success but in which workers have little real understanding of how they work.
Given the huge growth in people finding work via these kinds of gig platforms, Rahman believes that the algorithms that underpin them are increasingly shaping the world of work as we know it today. Indeed, he highlights how these algorithms often prioritize certain behaviors and characteristics, while overlooking the inherent complexities that define so much of knowledge work.
What’s more, the kind of control exerted by these algorithms is not only pervasive but inherently opaque, leaving many workers struggling to either understand or to free themselves from the systems that are so important to their professional success.
Making gig work fairer
So, what can be done to make things fairer for the growing cohort of workers who live a gig lifestyle? It’s apparent that while platforms tout the freedom and autonomy that workers supposedly enjoy, the algorithms that govern them impose significant restraints on how they operate.
Rahman’s book outlines a number of clear pain points that platforms should be striving to solve if gig workers are to remain engaged and fulfilled. One obvious one is around payment. Things like assuming a prompt payment between client and worker is an obvious starting point and should hopefully be taken for granted, but the ability to manage the financial side of one’s business is something that few platforms assist with. You have third-party services, such as Xolo, but a more thorough integration of the payments stack would allow entrepreneurs to reconcile any work they conduct across a range of platforms.
This degree of financial support should extend beyond merely providing accounting tools. The informal sector is notorious for the challenges involved in accessing finance, and while this is especially the case for people like Uber drivers, it’s a challenge for gig workers of all stripes. Gig platforms often have a much better idea of the trading volume of workers so could provide a range of financial services, from micro-loans to car financing.
This could also extend to insurance-related products. Another major shortcoming of gig work is that it tends to sit outside of the social security systems of the countries gig workers operate from, with this especially so for digital nomads whose right to work and reside often comes with strings attached. Job insecurity is a constant bedfellow for gig workers, making things like illnesses or family emergencies a frequent source of stress. If platforms were able to provide a degree of insurance it would boost the stickiness of the platform and make it far more likely that workers would stick around for the long-term.
Supporting development
The skills of the workers are a key selling point of gig platforms, but whereas many will allow workers to take tests to show their skills, few will do anything meaningful to help workers develop their skills. Instead, all of the onus is placed on workers to take care of this themselves.
Most workers want to be able to grow their careers, and this means learning new skills. Some platforms have already implemented peer-to-peer learning, but for this to be truly effective will require credentials to be offered alongside the new skills, and for these credentials to be valuable in the marketplace.
It’s clear that gig-based work is something that’s here to stay, so it’s important that the platforms grow in a way in which workers get a fair share of the pie rather than scrabble around in a race to the bottom. The aim should be for the growth of platforms to be as good for workers as it is for businesses so that we don’t confine workers to the “invisible cage” they’re currently in.
