Findings released by academics at the University of Oxford revealed that aspects of Uber drivers’ jobs have “gotten worse” as they earn less money while passengers pay more.
Research found that the taxi firm is now claiming a cut of 29% of a fare, rising to more than 50% in some cases.
Meanwhile, the global beauty brand Avon is facing growing anger from its network of sellers after reducing commission rates. Some workers say that the change has slashed more than two-thirds of their earnings, The Independent reported last week (17 June 2025).
Changes to pay structure at Avon have been introduced alongside shifting targets and reduced incentives. Many reps reportedly feel misled, prompting some to walk away from the beauty company altogether.
HR and payroll professionals are in a unique position to influence how fairly gig workers are treated, Keystone Law’s employment partner Marie van der Zyl explained, particularly in shaping how pay systems are designed, communicated and implemented.
She told HR magazine: “Take surge pricing, for example: while it can increase earnings during high-demand periods, sudden algorithmic changes to how surge rates are applied, like those recently reported by Uber drivers, can leave workers confused and financially worse off, with no recourse or explanation.”
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She continued: “HR teams can help create systems where these changes are flagged in advance, clearly explained, and open to feedback. They can also ensure that gig workers have access to timely support, transparent earnings breakdowns and dispute resolution mechanisms, which are often missing in the gig economy. In doing so, they help restore a sense of trust and agency for workers whose livelihoods depend on fair treatment.”
Other benefits could be given to gig workers like Uber drivers or Avon sellers, such as sick pay, accident and injury insurance, mental health services or pension contributions.
“Training and development opportunities can further enhance economic mobility, especially for those looking to grow within or beyond the gig economy,” Zyl added.
Algorithmic pay becomes problematic when workers don’t understand how the system operates, and when changes are introduced without explanation.
Zyl said: “For algorithmic pay to be fair, it must be transparent, explainable and challengeable. Workers should be told what factors influence their pay, why earnings might fluctuate and how to raise concerns if they believe something is wrong.
“Without these safeguards, algorithmic systems risk becoming tools of control rather than enablers of flexibility, and the trust between platform and worker suffers as a result.”
Speaking to HR magazine for an article published on 3 September 2024, Neil Pickering, senior manager of HR innovation workforce management and HR company UKG, explained that employers could improve work for gig workers by helping them meet their desired workload.
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He said: “The reality today is that workers expect the organisation they work for to recognise and control workloads and job demands that exceed human limits. Employers need to help gig workers work smarter, not harder.
“HR needs to closely monitor workloads against demand while listening to its employees. Using AI to monitor trends and deliver real-time insights can help to improve working conditions and avoid issues like exhaustion, fatigue and burnout.”
Academics at the University of Oxford analysed data provided by 258 UK Uber drivers responsible for 1.5m trips through a participatory, longitudinal algorithmic audit.
Uber and Avon Products were contacted for comment.
