Drawing from experts across a wide spectrum of disciplines, Workforce Wake-Up Call is an all-in-one guide for business leaders seeking to move into the future of talent management. It provides leaders with a holistic picture of the changing workforce and its implications for talent management, while providing effective action to minimize chaos and maximize the opportunities brought about through these changes. Organized into five basic sections covering all the major implications of workforce change, the book features an all-star list of contributors and a wealth of expert opinion that current…mehr
Drawing from experts across a wide spectrum of disciplines, Workforce Wake-Up Call is an all-in-one guide for business leaders seeking to move into the future of talent management. It provides leaders with a holistic picture of the changing workforce and its implications for talent management, while providing effective action to minimize chaos and maximize the opportunities brought about through these changes. Organized into five basic sections covering all the major implications of workforce change, the book features an all-star list of contributors and a wealth of expert opinion that current managers wont find anywhere else. Robert Gandossy (Norwalk, CT) is Global Leader for Hewitt AssociatesTalent and Organization Consulting practice. Elissa Tucker is a consultant in the research practice at Hewitt Associates and is a member of Hewitts Insights and Innovation Team. Nidhi Verma is a consultant on the Insights and Innovation Team at Hewitt Associates.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Workforce Wake-up Call will be edited by Robert Gandossy, Elissa Tucker, and Nidhi Verma of Hewitt Associates, LLC: Robert Gandossy is Global Leader for Hewitt Associates' Talent and Organization Consulting. Bob has been a speaker for a number of groups including Harvard Business School, Human Resources Planning Society, The Wharton School, Tom Peters Group, Yale Law School, Yale's School of Organization and Management, World at Work, American Management Association, and The Conference Board. He has spoken to audiences all over the world including Hong Kong, Singapore, Shanghai, New Delhi, Paris, London, and Brussels. Bob holds a bachelors degree from Harpur College and a Ph.D from Harvard University. Elissa Tucker is a consultant in the Research Practice at Hewitt Associates and is a member of Hewitt's Insights and Innovation Team, a thought leadership group dedicated to cutting-edge research and ideas on people and business issues.?Elissa?is also an expert on workforce trends. Nidhi Verma is a consultant on the Insights and Innovation Team at Hewitt Associates. In this position, she provides consulting and thought leadership in the area of talent management and strategic directions of the human resources function.
Inhaltsangabe
Preface xi Acknowledgments xxv Introduction Abundance,Asia, and Automation 1 Daniel H. Pink Part I Get the Talent Forecast and Workforce Strategy Right 15 Chapter 1 Some Half-Truths about Managing People: A Call for Evidence-Based Management 17 Jeffrey Pfeffer Chapter 2 Predictable Surprises: The Disasters You Should Have Seen Coming 24 Michael D.Watkins and Max H. Bazerman Chapter 3 Human Capital Investments for Pareto-Optimal Returns 38 Samir J. Raza and Mark C. Ubelhart Chapter 4 Using Workforce Analytics to Make Strategic Talent Decisions 49 Matt Schuyler Part II Revitalize the Talent Entry Processes 61 Chapter 5 Cutting Through the Fog: Navigating the Messy Wars for Talent 63 Helen Handfield-Jones Chapter 6 Staffing for the Future: Next Generation Workforce Management 74 Robert P. Gandossy and Tina Kao Chapter 7 How an Evolving Psychological Contract Is Changing Workforce Flexibility 87 David E. Guest Chapter 8 Leading the Knowledge Nomad: An Overlooked Segment of the Workforce Explodes the Myth That Worker Mobility Comes at the Expense ofWorker Engagement 95 Todd L. Pittinsky and Margaret J. Shih Chapter 9 What Happened to the "New Deal" with Employees? 111 Peter Cappelli and Rocio Bonet Chapter 10 Human Capital Relationship Management: Using Customer Relationship Management to Customize Employee Relationships 132 Caryn Rowe and Elissa Tucker Chapter 11 Getting the "New" Newcomer Connected and Productive Quickly 144 Rob Cross, Salvatore Parise, and Keith Rollag Part III Treat Talent Well 153 Chapter 12 Creating a Virtuous Spiral Organization 155 Edward E. Lawler III Chapter 13 Managing Workforce Challenges in India's IT Industry 164 N. R. Narayana Murthy Chapter 14 Unleashing the Power of a High Performance Workforce 172 Bob Campbell, Betsy Scheffel, and Nidhi Verma Chapter 15 Out of This World: Doing Things the Semco Way 187 Ricardo Semler Chapter 16 Diversity's Next Frontier: Hard-Core Inclusion: The Hard Stuff of a Soft Concept 200 Andrés Tapia Chapter 17 The Democratic Enterprise 212 Lynda Gratton Part IV Embrace New Age Leadership 219 Chapter 18 Building Tomorrow's Leadership Pipeline 221 Noel M.Tichy and Christopher M. DeRose Chapter 19 The Future of Work: From "Command and Control" to "Coordinate and Cultivate" 234 Thomas W. Malone Chapter 20 Women in Business Leadership: What Companies Ought to Do 243 Sheila Wellington Chapter 21 Leadership in the Internet Age: Managing a Diverse and Dispersed Workforce 248 Patricia Wallace Chapter 22 Workforce Diversity: A Global HR Topic That Has Arrived 255 Ted Childs Chapter 23 Organization as Nature Intended: Human Universals and the Employment Experience 263 Nigel Nicholson Notes 273 About the Contributors 293 Index 317
Preface xi Acknowledgments xxv Introduction Abundance,Asia, and Automation 1 Daniel H. Pink Part I Get the Talent Forecast and Workforce Strategy Right 15 Chapter 1 Some Half-Truths about Managing People: A Call for Evidence-Based Management 17 Jeffrey Pfeffer Chapter 2 Predictable Surprises: The Disasters You Should Have Seen Coming 24 Michael D.Watkins and Max H. Bazerman Chapter 3 Human Capital Investments for Pareto-Optimal Returns 38 Samir J. Raza and Mark C. Ubelhart Chapter 4 Using Workforce Analytics to Make Strategic Talent Decisions 49 Matt Schuyler Part II Revitalize the Talent Entry Processes 61 Chapter 5 Cutting Through the Fog: Navigating the Messy Wars for Talent 63 Helen Handfield-Jones Chapter 6 Staffing for the Future: Next Generation Workforce Management 74 Robert P. Gandossy and Tina Kao Chapter 7 How an Evolving Psychological Contract Is Changing Workforce Flexibility 87 David E. Guest Chapter 8 Leading the Knowledge Nomad: An Overlooked Segment of the Workforce Explodes the Myth That Worker Mobility Comes at the Expense ofWorker Engagement 95 Todd L. Pittinsky and Margaret J. Shih Chapter 9 What Happened to the "New Deal" with Employees? 111 Peter Cappelli and Rocio Bonet Chapter 10 Human Capital Relationship Management: Using Customer Relationship Management to Customize Employee Relationships 132 Caryn Rowe and Elissa Tucker Chapter 11 Getting the "New" Newcomer Connected and Productive Quickly 144 Rob Cross, Salvatore Parise, and Keith Rollag Part III Treat Talent Well 153 Chapter 12 Creating a Virtuous Spiral Organization 155 Edward E. Lawler III Chapter 13 Managing Workforce Challenges in India's IT Industry 164 N. R. Narayana Murthy Chapter 14 Unleashing the Power of a High Performance Workforce 172 Bob Campbell, Betsy Scheffel, and Nidhi Verma Chapter 15 Out of This World: Doing Things the Semco Way 187 Ricardo Semler Chapter 16 Diversity's Next Frontier: Hard-Core Inclusion: The Hard Stuff of a Soft Concept 200 Andrés Tapia Chapter 17 The Democratic Enterprise 212 Lynda Gratton Part IV Embrace New Age Leadership 219 Chapter 18 Building Tomorrow's Leadership Pipeline 221 Noel M.Tichy and Christopher M. DeRose Chapter 19 The Future of Work: From "Command and Control" to "Coordinate and Cultivate" 234 Thomas W. Malone Chapter 20 Women in Business Leadership: What Companies Ought to Do 243 Sheila Wellington Chapter 21 Leadership in the Internet Age: Managing a Diverse and Dispersed Workforce 248 Patricia Wallace Chapter 22 Workforce Diversity: A Global HR Topic That Has Arrived 255 Ted Childs Chapter 23 Organization as Nature Intended: Human Universals and the Employment Experience 263 Nigel Nicholson Notes 273 About the Contributors 293 Index 317
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