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.
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-BasedManagement 17 Jeffrey Pfeffer
Chapter 2 Predictable Surprises: The Disasters You Should Have Seen Coming24 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 Decisions49 Matt Schuyler
Part II Revitalize the Talent Entry Processes 61
Chapter 5 Cutting Through the Fog: Navigating the Messy Wars for Talent63 Helen Handfield-Jones
Chapter 6 Staffing for the Future: Next Generation Workforce Management74 Robert P. Gandossy and Tina Kao
Chapter 7 How an Evolving Psychological Contract Is Changing WorkforceFlexibility 87 David E. Guest
Chapter 8 Leading the Knowledge Nomad: An Overlooked Segment of the WorkforceExplodes the Myth That Worker Mobility Comes at the ExpenseofWorker 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 RelationshipManagement to Customize Employee Relationships 132 Caryn Rowe and Elissa Tucker
Chapter 11 Getting the "New" Newcomer Connected and ProductiveQuickly 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 Industry164 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 HardStuff 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 DispersedWorkforce 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 theEmployment Experience 263 Nigel Nicholson
Part I Get the Talent Forecast and Workforce Strategy Right 15
Chapter 1 Some Half-Truths about Managing People: A Call for Evidence-BasedManagement 17 Jeffrey Pfeffer
Chapter 2 Predictable Surprises: The Disasters You Should Have Seen Coming24 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 Decisions49 Matt Schuyler
Part II Revitalize the Talent Entry Processes 61
Chapter 5 Cutting Through the Fog: Navigating the Messy Wars for Talent63 Helen Handfield-Jones
Chapter 6 Staffing for the Future: Next Generation Workforce Management74 Robert P. Gandossy and Tina Kao
Chapter 7 How an Evolving Psychological Contract Is Changing WorkforceFlexibility 87 David E. Guest
Chapter 8 Leading the Knowledge Nomad: An Overlooked Segment of the WorkforceExplodes the Myth That Worker Mobility Comes at the ExpenseofWorker 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 RelationshipManagement to Customize Employee Relationships 132 Caryn Rowe and Elissa Tucker
Chapter 11 Getting the "New" Newcomer Connected and ProductiveQuickly 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 Industry164 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 HardStuff 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 DispersedWorkforce 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 theEmployment Experience 263 Nigel Nicholson
Notes 273
About the Contributors 293
Index 317
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