Industry-focused job board, iHire, released a new research report, “The Freelance Revolution: Insights Into the 2026 U.S. Workforce,” which takes a deep dive into the state of the freelance economy. We spoke with iHire’s Principal of Outsourced HR Services, Vickie Krolak, SPHR, SHRM-CP, to learn more about the report’s findings and the implications for HR professionals.
1. iHire’s research shows that freelance work is no longer niche but mainstream. What key forces are driving this shift, and how should HR leaders rethink workforce planning as a result?
Continued interest in freelance work and the gig economy is driven by a combination of evolving worker preferences and changing business needs. Our survey of 2,250 U.S. candidates showed that 61% of professionals find freelancing appealing, while 41% already have some freelancing experience. These stats reflect a major shift in how people want to build their careers, as they prioritize opportunities that offer greater flexibility, autonomy, and the ability to pursue meaningful projects that interest them.
For HR leaders, the increased interest in independent contracting means rethinking workforce planning as a blended model. Instead of relying solely on full-time employees, organizations should be building flexible talent strategies that incorporate freelancers alongside traditional hires. Those that embrace this shift will be better positioned to scale quickly, access specialized skills on demand, and stay agile.
2. Your report highlights that flexibility, remote work, and work-life balance outweigh pay as top motivators for freelancers. How should employers lean into these motivators to attract this talent pool?
One of the most interesting findings from our report is that freelancers consistently rank flexibility, remote work, and work-life balance above compensation as reasons why they’re drawn to freelancing. That doesn’t mean pay isn’t important – it absolutely is – but it’s no longer the sole differentiator.
To attract freelancers, HR teams should highlight the flexibility afforded to independent contractors in their job postings and recruitment marketing materials such as career sites. For example, they should clearly call out the ability to work remotely or asynchronously and set their own hours. And, when collaborating with freelancers, employers should respect agreed-upon expectations, avoid micromanaging, and hone relationships rooted in trust.
3. With nearly 73 million independent workers now in the U.S., what opportunities and risks does this growing workforce present for organizations trying to stay competitive?
With such a large and growing talent pool, companies can tap into highly specialized skills exactly when they’re needed, whether that’s for a one-time project or longer-term engagement. This can significantly improve speed, innovation, and cost efficiency.
At the same time, risks can arise if a workforce isn’t managed well. Our report highlights common challenges like miscommunication, unclear expectations, and inconsistent workflows. There are also legal and compliance considerations, like proper classification of workers. Organizations that are strategic about how they engage with freelancers will get the most value from this talent pool.
4. One of the biggest challenges freelancers cited was unclear expectations and poor communication. What practical steps can employers take to build trust and improve collaboration with contract talent?
Clear communication is one of the simplest – and most impactful – ways to strengthen relationships with independent workers. When expectations are explicitly defined upfront, including project scope, timelines, deliverables, and pay structure, freelancers are set up for success.
Employers can also build trust by treating freelancers as true partners. Regular check-ins, timely feedback, and prompt payment all make a big difference. Even small actions, like providing context on how their work fits into the bigger picture and recognizing them for their contributions, help freelancers feel more engaged and aligned.
5. The report suggests many freelancers prefer medium- to long-term engagements over one-off gigs. How does this trend shape how companies should structure freelance roles and projects?
Freelancers in our survey expressed a preference for stable, ongoing engagements. Longer-term projects offer them predictability and a steadier source of income while maintaining their independence.
For employers, this is a great opportunity to build deeper relationships with trusted talent. Structuring projects as phased or ongoing engagements (that don’t blur the lines of employment versus independent contracting) rather than one-off tasks can improve continuity, reduce onboarding time, and ultimately lead to better outcomes on both sides.
6. Cost of living and financial stability are still major drivers of freelance interest. How can organizations balance competitive pay with the flexibility that freelancers prioritize?
Balance is the keyword here. While flexibility is a top motivator, freelancers still need a reliable source of income, especially in today’s economy. In fact, our report showed that 53.1% of freelancers pursue independent work to earn supplemental income, and 46.0% are employed full-time while freelancing.
Employers don’t necessarily have to outbid the market, but they do need to be fair and transparent about compensation. HR teams should provide an agreement with terms spelled out about invoicing, payments, and ending engagement. Along with clear terms, , consistent work opportunities and a smooth engagement process can make an opportunity attractive, even beyond the pay rate.
7. Looking ahead, what will differentiate companies that successfully integrate freelance talent into their workforce strategy from those that struggle to adapt?
The companies that succeed will be those that treat freelance talent as a strategic advantage, not simply a stopgap solution. That means investing in processes, tools, and practices that make it easy to find, onboard, and collaborate with independent consultants.
Our report underscores how fast the gig economy is evolving. HR leaders who embrace a more flexible, skills-based approach to hiring their workforce – and that prioritize a positive experience for freelancers – will be much better equipped to compete. Nevertheless, traditional, full-time employees aren’t going anywhere. Companies that move toward a blended workforce comprising FTEs, independent contractors, and freelancers will come out on top.
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Author Bio: Vickie Krolak, SHRM-CP, SPHR, is Principal of Outsourced HR Services at iHire. She is a highly knowledgeable and results-driven professional with over two decades of experience in HR, accounting, and office administration, working mostly for SaaS businesses. Vickie has full life cycle HR experience and a strong passion for employee engagement, recruitment, training, and development. In addition to being a member of National SHRM, she’s also the Mid-FL SHRM Chapter’s President.
