Talent Tectonics
Description
Shifting demographics combined with the digitalization of all aspects of life are transforming the nature of work. This is forcing companies to rethink how they design jobs and recruit, develop, and engage employees.
In Talent Tectonics: Navigating Global Workforce Shifts, Building Resilient Organizations, and Reimagining the Employee Experience, Dr. Steven Hunt explains how technology is changing the purpose of work and why creating effective employee experiences is critical to building organizations that can thrive in a world of accelerating change and growing skill shortages.
In the book, you'll find insights from the perspective of a person who has worked with thousands of companies around the globe using technology to build effective workforces. The book explores how business strategy, organizational psychology, and work technology interact to create nimble companies. The book discusses the future, but its focus is on the present, identifying things companies can do now to attract critical talent and create resilient organizations including:
* How to manage different types of employee experiences to create engaged and adaptable workforces
* How technology can enable large organizations to act more like small, agile, entrepreneurial companies.
* Rethinking employee recruitment, development, and engagement to create supportive, inclusive, and resilient organizational cultures
Perfect for human resources professionals, employee experience managers, and business leaders responsible for building effective workforces, Talent Tectonics belongs in the libraries of every leader, employee, and professional invested in ensuring that their organization can attract, retain, and develop the talent needed to achieve its strategic goals.
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Person
STEVEN T. HUNT, PHD, is the Chief Expert of Work & Technology at SAP. His work focuses on the design and use of technology-enabled processes to improve workforce agility, productivity, experience, engagement, and well-being. He is an internationally renowned industrial-organizational psychologist.
Content
Acknowledgments 7
Foreword by Dave Ulrich 9
Introduction: How We Managed People in the Past Will Not Work in the Future 11
Content Overview 14
The Vocabulary Used in This Book 20
Applying These Concepts to the World You Live and Work In 22
Chapter 1: Talent Tectonics: Forces Reshaping Work and Workforces 23
The Impacts of Digitalization 26
The Impacts of Demographics 33
Applying These Concepts to the World You Live In 41
Chapter 2: Employee Experience and Workforce Adaptability 42
People: A Constant Resource in a Changing World 44
Employee Experience and Workforce Adaptability 47
Creating Effective Employee Experiences 49
Employee Experience Management and Business Performance 51
Understanding and Improving Employee Experiences 52
Addressing the Subjective Nature of Employee Experience 55
Employee Experience and Organizational Stakeholders 57
Applying the Concepts in This Chapter to Your Organization and Work Environment 60
Chapter 3: Work Technology and Organizational Agility 62
What It Means to Act like a Small, Agile Entrepreneurial Company 65
What Needs to Be Automated and Augmented to Create More Agile Organizations 68
How Work Technology Is Transforming Workforce Management 72
Workforce Orchestration Technology Solutions 75
Workforce Collaboration Technology Solutions 78
General Workforce Technology Applications 80
Linking Work Technology to Business Operations Technology 84
Adaptability, Technology, and Culture 86
Applying These Concepts to the World You Live In 88
Chapter 4: Designing Organizations to Provide Positive Employee Experiences 90
Why People Join Organizations 93
How Job Design Affects Employee Experience 95
How the Design of Groups, Teams, and Departments Affects Employee Experience 102
How Management and Leadership Structures Affect Employee Experience 105
Managing Restructurings and Downsizings with Experience in Mind 108
How Work Technology Is Influencing the Design of Organizations 111
Applying These Concepts to the World You Live In 113
Chapter 5: Filling Positions and the Experience of Moving into New Roles 114
How Job Design Affects Staffing 117
Selecting Candidates and Getting the Right Fit 125
Transitioning, Welcoming, and Departing 126
Dynamic and Temporary Staffing 129
How Work Technology Is Changing the Ways Organizations Fill Positions 131
Applying These Concepts to the World You Live In 133
Chapter 6: Developing Capabilities and the Employee Experience of Learning 135
Context: Designing Jobs That Motivate and Enable People to Develop 138
Capabilities: Helping Employees Define Development Goals 142
Content: Giving Employees Access to Resources to Build New Capabilities 148
Culture: Creating an Organizational Environment That Supports Development 150
Applying These Concepts to the World You Live In 152
Chapter 7: Creating Engagement and Employee Experiences That Inspire Successful Performance 153
The Performance Management Dilemma 156
Aligning Performance Expectations 159
Increasing Awareness of Performance 161
Managing Differences in Performance 166
Compensation and Performance 173
Applying These Concepts to the World You Live In 179
Chapter 8: Increasing Efficiency, Ensuring Compliance and Security, and Building Culture 181
What It Means for an Organization to Value Something 183
Increasing Efficiency: Valuing Employees' Time 185
Managing Risks: Valuing Employees' Security, Legal Rights, and Safety 188
Employee Experience and Organizational Safety Climate 192
Employee Experience and Corporate Ethics 193
Building Socially Responsible Cultures: Valuing the Wellbeing of Employees and Their Communities 193
Applying These Concepts to the World You Live In 200
Chapter 9: Using Employee Data to Guide Business Decisions 202
Understanding the Value of Employee Data 204
Having Useful Employee Data 206
Being Aware of Employee Data 208
Knowing How to Interpret Employee Data 211
Managing Employee Data Risks 214
Linking Employee Data to Business Results 216
Applying Concepts in This Chapter to the World You Live In 217
Chapter 10: Changing Employee Experience 220
Knowing What to Change 222
Expertise and Influence 225
Understanding Available Technology 228
Gaining Support and Cooperation 231
Applying Concepts in This Chapter to the World You Live In 235
Chapter 11: Employee Experience and the External Environment 237
Blending Education and Work 240
Maximizing Labor Force Potential 244
Technological Accessibility 247
Corporate Social Advocacy 248
Applying Concepts in This Chapter to the World You Live In 249
Chapter 12: Where Do We Go from Here? Shaping the Future of Employee Experience 251
Applying Concepts in This Chapter to the World You Live In 254
Appendix: The Peloton Model of Team Performance 259
References 263
About the Author 8
Index
