Persol Career Publishes 'Side Job & Freelance Talent White Paper 2026': Corporate Utilization Shifts from 'Consideration' to 'Active Utilization'

Persol Career Co., Ltd.'s comprehensive professional talent utilization support service 'HiPro' has published the 'Side Job and Freelance Talent White Paper 2026'. This white paper investigates the current state and challenges of utilizing side job and freelance talent from the perspectives of both companies and individuals. The survey results reveal that the utilization of side job and freelance talent is transitioning to a phase where companies are specifically designing 'for which tasks and how' to use them. As securing human resources through full-time hiring becomes increasingly difficult, utilizing side job and freelance talent is beginning to be positioned as a means to supplement necessary skills from the outside for only the required period. In this white paper, talent is divided into the 'High-class tier' (*1) and the 'Member-class tier' (*2), analyzing trends in utilization and changes in challenges through a year-on-year comparison. *1: Defined in this white paper as the talent tier with the experience and skills to solve complex business challenges. *2: Defined in this white paper as the talent tier engaged in routine daily tasks. Summary of 'Side Job and Freelance Talent White Paper 2026' (Companies) The current utilization rate of side job and freelance talent is around 20%, on par with the previous year. Utilization objectives have become clearer, with a growing trend seeking immediate effectiveness. While the number of requested tasks is on an upward trend, the utilization cost per person per month has decreased. Task segmentation and spot utilization are advancing. In response to growing talent needs from departments, cost adjustments such as budget allocation and securing funds have emerged as a new challenge. Understanding is progressing even among non-utilizing companies, with the percentage of companies showing intent or interest in utilization reaching about 80%, an increase from the previous year. (Individuals) The current side job activity rate among company employees slightly decreased from the previous year. Activity objectives have become clearer for both the high-class and member-class tiers. The number of side job activities and remuneration have decreased. The structure is shifting from a state where requests are concentrated on a few individuals to one where more people handle tasks. Competition for tasks has intensified due to the improvement of individuals' experience and skills. Challenges in securing desired projects and during actual task execution have become apparent. Overview of 'Side Job and Freelance Talent White Paper 2026' Stronger Focus on Immediate Effectiveness, Clarified Roles for Side Job/Freelance Talent The current utilization rate of side job and freelance talent is around 20% for both the high-class and member-class tiers, remaining on par with the previous year (*3). On the other hand, utilization objectives such as 'enhancing the diversity of experience and skills' and 'securing talent and skills that provide immediate effectiveness' show rising expectations for acquiring skills and know-how. Additionally, 'fast execution speed' also increased for the high-class tier of side job talent. As proficiency in utilization increases, the roles required are becoming clearer, indicating a growing need for talent that can be immediately effective on-site. This shows that amid severe labor shortages, an increasing number of companies are positioning the use of side job and freelance talent as a way to supplement necessary experience and skills externally, rather than relying solely on full-time hiring. The overall satisfaction rate remained high, similar to the previous year, with over 70% of utilizing companies answering 'satisfied'. *3: Regarding the comparison with the previous year: Although there are differences in scores, there is no significant difference in the Z-test for significance, so it is considered 'on par with the previous year'. Increase in Tasks Requested to External Talent, Expansion of Short-Term Spot Utilization 'Two or more' tasks requested accounted for about 80%, and the median increased from 3 tasks in the previous year to 5 tasks for both the high-class and member-class tiers. Meanwhile, the median utilization cost decreased by 100,000 yen from the previous year to 200,000 yen for the high-class tier. This is believed to be the result of more companies meticulously designing tasks—such as organizing work in advance and requesting only specific tasks for a period of weeks to months—leading to the advancement of task segmentation and short-term spot utilization. Cost Adjustment Becomes a New Challenge with the Expanding Needs for External Talent Items related to 'Setting talent requirements,' such as 'Difficulty in defining talent requirements and segmenting tasks,' which were cited as challenges when using external talent, decreased from the previous year. On the other hand, items like 'Receiving requests for more personnel/tasks than necessary from departments' and 'High outsourcing costs' have increased. While the reception system is being put in place, adjusting costs within a limited budget to meet the growing talent needs of departments has become a new challenge. Understanding Progresses, Intent to Utilize Increases Even Among Non-Utilizing Companies