HR Trends 2025: How to navigate the evolving gig economy 

Interview with Lorenzo Andolfi, Senior Researcher, SD Worx  

The gig economy is no longer a side story in the world of work. From food delivery drivers to freelance consultants, gig workers are playing an increasingly visible role in how organisations get things done. But what does this mean for HR? And how should businesses respond to a workforce trend that’s growing fast, but still full of complexity?  

We spoke to Lorenzo Andolfi, Senior Researcher here at SD Worx, to find out how the gig economy is evolving across Europe, and what employers should be thinking about in 2025 and beyond.  

Lorenzo Andolfi: The pandemic accelerated a shift that was already underway. More people began exploring flexible work, and more companies realised they could tap into talent on a short-term or project basis.  

What’s also changed is the range of roles. While platform-based work like delivery and ride-hailing is still common, we’re seeing strong growth in digital freelance work, IT, marketing, design, consultancy, and finance—even in highly specialised fields like law and healthcare. This is especially true in countries like the Netherlands and parts of Eastern Europe, where growing numbers of professionals are using gig platforms to work cross-border.  

According to the European Commission, over 28 million people in the EU engaged in platform work in 2022. That figure is expected to reach 43 million by 2025. It’s clear that gig work is no longer a niche, but rather a major segment of the workforce.  

LA: As talent shortages and skill gaps rise in parallel with demands for agility, we’re seeing a few key forces come together to make gig work a more appealing option for organisations and workers alike:  

1. Technology has made it easier than ever to connect organisations with independent workers. Online platforms are faster, more scalable, and easier to access across borders.  
2. Economic uncertainty has led many employers to favour flexible resourcing models, while workers are also exploring new ways to generate income. That might include juggling multiple gig-work platforms to stabilise their income or developing a “side-hustle” to support their day job.   
3. Shifting work expectations mean more people are choosing autonomy and flexibility over traditional full-time roles. For many, gig work simply fits better with their lifestyle.  

LA: Most HR systems were designed for permanent employees, not gig workers. When you’re managing onboarding, payroll, and performance tracking it becomes a lot more complex when dealing with temporary or freelance roles, irregular shift patterns, and a wider range of contract types.  

There’s also the issue of team integration. Gig workers can feel disconnected from the organisation, which affects collaboration and knowledge sharing. Meanwhile, regulatory differences across Europe make compliance a moving target. With employment classifications under review in many countries, staying ahead of legal obligations is becoming even more of a challenge.  

LA: Some are adapting, but many still have a way to go. We’re seeing more organisations invest in freelancer management systems (FMS) or configure existing tools to handle non-payroll contributors. FMS generally operates separately from core HR systems, however. Right now, we’re still heading towards a future where freelancer management is seamlessly integrated into a total workforce ecosystem that enables employers to nurture every kind of talent.  

But this isn’t just about systems, it’s also a mindset shift. HR needs to see gig workers as part of the overall talent strategy. That means clearer processes, better visibility, and a proactive plan for where gig talent adds value.  

LA: Yes, with the right approach. The most effective teams treat gig workers as valuable contributors, not outsiders. That might mean offering a simple onboarding flow, providing access to collaboration tools, or setting up regular project check-ins.  

Even small gestures, like giving credit in team updates or including freelancers in key meetings, can help create a sense of connection. People do their best work when they feel included, no matter how long they’re with you.  

LA: The most immediate is regulation. The EU’s proposed directive on platform work will likely introduce clearer rules on employment status and algorithmic transparency. That will directly affect how gig workers are classified and managed, with a focus on strengthening workplace protections.  

We’re also seeing a shift in who gig workers are. More highly skilled professionals are choosing this model, not because they have to, but because they want more autonomy.  

And finally, some companies are starting to apply the gig model internally, offering short-term projects or secondments to permanent employees. Some call it the ‘gig-ification’ of internal teams. It’s a smart way to encourage flexibility and build new skills without going outside the organisation.  

LA: There are a few ways HR teams can get ahead:  

1. Identify where gig work fits into your business. Which roles or projects benefit from flexibility, and where could external expertise make a difference—not only in terms of cost efficiency, but also for added value?  
2. Review your processes. Make sure gig workers can be onboarded smoothly and feel included in the work processes of internal teams. And of course, check that you’re staying compliant across different jurisdictions.  
3. Support your HR team. Equip them with the right tools, updated policies, and a mindset that embraces a more blended workforce. The more deliberate your approach, the more effective and sustainable it will be.  

As the gig economy evolves ever-more rapidly, the time has come for HR itself to evolve from reacting to planning. When gig workers are treated as part of the wider workforce ecosystem, with clear processes, fair treatment, and mutual expectations, they can become a real strategic advantage.   

In the future of work, ‘employee’ and ‘gig worker’ will no longer be either/or propositions. For employers, the focus is on building a world of world built on sustainable HR practices, where every individual worker becomes a valued, protected and empowered partner, regardless of their contract type.