Index
Please note that index links point to page beginnings from the print edition. Locations are approximate in e-readers, and you may need to page down one or more times after clicking a link to get to the indexed material.
Academia, 119
Adaptability, 73–74
Agile feedback, 133–134
Agile performance management, 133–134
Agile talent management, 130–136
agile feedback in, 133–134
for career progression, 134–135
classification of workers in, 85–86
project objectives and success measurement in, 130–132
sourcing in, 21
talent reviews and indicators in, 135–136
Agility, 220
CTMO’s accountability for, 43
reorganizing for, 41–42
shift to, 224
as today’s business currency, 73
transforming culture and operations for, 107
at Upwork, 81
AI (see Artificial intelligence)
The Alliance (Hoffman, Yeh, and Casnocha), 13
America, new contract for work in, 235–240
American Dream, xiv
Annual performance reviews, 108, 121–123, 133
Antidiscrimination protections, 186, 187
Artificial intelligence (AI), xi, 80, 95, 104–106, 163–164
Automated (repetitive) jobs, 163–164
as driver of talent mobility, 22, 214
jobs at risk from, 220–221
and jobs graphs creation, 80
in managing costs and budgets, 205
opportunities from, 73
as part of teams, 94–95
and talent mobility transformation, 193
upcoming risks from, 71–72
work disruption by, 5
workers displaced by, 71
Automattic:
compensation model of, 174
employment model of, 197
location movement policies of, 162
remote workers at, 17
unlimited vacation model at, 177
work-from-everywhere model at, 64–66
AXA, 147
Babbage, Charles, 5–6
Barton, Dominic, 32
Basic income payments, 236
and employment movement, 20
family leave, 181–182
fixed model for, 150–151
for freelance workers, 187–188
in geographic movement policy, 150–151
local expectations for, 168
for PEO workers, 196
points model for, 151
relocation, 143
retirement, 178–180
with traditional employee movement, 8
vacation and time-off, 176–178
wellness support, 184–185
Bersin, Josh, 72–73
Betterworks, 131
Boudreau, John, 46
Brain drain, 57
Budgets:
for employee movement, 34
managing (see Cost and budget management)
Building blocks of talent mobility, 9–22
bringing together the, 22–23, 40–42
geographic movement, 10–13
job movement, 13–16
location movement, 16–19
Building F3 Companies, 228–233
Burns, Brendan, 229
Business models, new, 83
Campus recruiting programs, 7–8
Cappelli, Peter, 119–120, 123, 133
Career ladders, 118–120
career zigzag replacing, 116
in current environment, 125
in traditional companies, 30
and traditional offices, 52
Career paths, 115–138
agile talent management of, 130–136
changing nature of, 124–129
nonlinear and dynamic, 124–126
recruiting for skills vs. for titles, 127–128
as series of job segments, 13
traditional, 117–123
Career progression, 134–135
Carey, Dennis, 32
Casnocha, Ben, 13
Catalant Technologies, 44
Champions, 226–227
Change, launching, 227–228
Change management, 222–224
Change management roadmap, 223
Change management roadshow, 227
Charan, Ram, 32
Chief Human Resource Officer (CHRO), 31–32
Chief Talent Mobility Officer (CTMO), 29, 41, 43–48, 142, 222
CHRO (Chief Human Resource Officer), 31–32, 45
City center office locations, 60–61
Classifying workers, 100
for dynamic jobs, 82–88
in employment movement, 19–20
in new contract for work, 235
by skills and preferences, 90
skills graph for, 85–87
Coaches, 133
and performance reviews, 133–134
Cohen, Jacky, 110, 121, 136, 167, 198
Collaboration, 17, 54–59, 62, 104–106
Collaboration software, 211–212
Collaboration systems, 211–213
Collective bargaining rights, 187
Community, 56–59
Community colleges, 237
Company norms, 230–231
Company values, 230
Compensation, 167–176
amid talent mobility, 171–174
benchmarking services for, 82
bonus methodologies, 175–176
differing local expectations for, 168
for freelance workers, 131–132
traditional models for, 169–171
Competencies, 127–128, 135–136
Competitive advantage, 9
Compliance management, 17, 200–203
Confluence, 212
Consulting firms, 87
Continuous feedback, 130
Contract for work in America, 235–240
on extended teams, 100–101
in multitiered entity and employment model, 195–196
pay models for, 195
payroll system for, 198–199
as 1099 workers, 195
in traditional companies, 34, 82
(See also Employment movement)
Core talent mobility systems map, 209–211
Corporate mobility drivers, 152
Corporate relocation, 8–9
at innovative technology companies, 220
talent mobility defined as, 4
talent mobility vs., 23
traditional policies for, 143–146
transforming, 142
(See also Geographic movement)
Cost and budget management, 205–209
Creelman, David, 46
Critical context, 223
CTMO (see Chief Talent Mobility Officer)
Culture:
defining, 230
distributed vs. office, 50–51
need for transformation in, 57
shift in, 231
to support agile work, 107
virtual, 64
work-from-everywhere, 64
work-from-home, 62–63
Daugherty, Paul, 106
Deconstructing work, 77–81, 106
DeFelice, Manon, 57
Deloitte, 157
disruption and opportunities from, 73
as driver of talent mobility, 22, 72, 214
and office/workplace environments, 56
and value of autonomy and flexibility, 124
work disruption by, 5
Design:
of F3 Company offices, 58–60
of organizations (see Organizational design)
of traditional offices, 54–55
of work around jobs, 89
Detractors, in transformation, 226–227
Development mobility drivers, 152
agility in dealing with, 73
geopolitical, 204
of income, 236
increasing pace of, 72
in jobs, 13–14
from technology advances, 104
in traditional roles, 76
Disruption tours of duty, 14, 33
Distributed hiring, 238
Distributed teams, 197–198, 229
Distributed work, 17, 50, 51, 63–65
incentives for, 238–239
policies for, 160–161
at Schneider Electric, 191
(See also Location movement)
Distributed work culture, 50–51
DLF, 34
Dropbox, 212
Dynamic career paths, 124–126
Dynamic jobs, 77–88
deconstructing work for creating jobs graph, 79–81
moving from traditional roles to, 77–79
reclassifying workers for, 82–88
Dynamic projects, 77, 100, 135
Dynamic teams, 95, 100, 106–108
Early education, 237–238
Education, 237–238
Elance, 81
Emotional quotient (EQ), 45
Employee engagement, 51, 122, 211–213, 233
Employee engagement and collaboration systems, 211–213
collaboration software, 211–212
messaging applications, 212
virtual meeting technology, 212–213
Employee movement, 10–22
employment movement, 19–22
geographic movement, 10–13
job movement, 13–16
location movement, 16–19
organizing for, 90–91
policies for, 142
in traditional companies, 33–34, 170
by traditional human resources departments, 8–9
(See also individual types of movement)
Employee protections, 20, 168, 185–188
Employee value proposition, 17
Employee wellness support, 184–185
Employees:
career progression for, 109, 133–134
critical skills of, 83
on extended teams, 100–101
full-time, 19–22
management of, 84
payroll system for, 199
talent reviews for, 135–136
team as sense of identity for, 96, 97
traditional compensation model for, 169–171
traditional job movement policies for, 153
traditional management of, 6–10
on traditional teams, 96
use of term, 100
as W2 workers, 195
Employment by entity model, 196
Employment models, 193–200
changes in, 73
for talent mobility, 194–198
traditional, 193–194
workers’ dictating of, 126
Employment movement:
challenges with, 169
in F3 Companies, 19–22
growth of, 83
as part of geographic movement, 146
policies for, 163–164
talent mobility function for, 37
types of, 19–20
Engagement Managers, 111
Engagement tours of duty, 14, 33
Entity and employment model, 194–198
Entrepreneur incentives, 239
EQ (emotional quotient), 45
Expatriate assignments, 10
compensation adjustment with, 170
defined, 8
employing entity in, 193–194
equalized taxes and benefits for, 143
at Lehman Brothers, 144–145
pay model for, 194
in traditional companies, 33, 170, 171
as type of corporate relocation, 143
as type of geographic movement, 146
Extended teams/workforce, 100–103
EY People Advisory and Consulting service, 12
F3 Companies (see Flat, Fluid, and Fast Companies)
F3 Company offices, 56–61
design of, 58–60
hubs and spokes model for, 232
location of, 60–61
purpose of, 56–58
F3 Economy (see Flat, Fluid, and Fast Economy)
F3 principles, 88–91, 228–229, 234
Family and Medical Leave Act (FMLA), 181
Family leave benefits, 181–182
Fast Retailing, 104–105
Feedback:
agile, 133–134
continuous, 130
for employee development, 109, 111
OKRs as, 135
and performance reviews, 122, 133
Fine Foods of Virginia, 74
Fixed vacation model, 176–177
Fixed-role jobs, 74–79
Flat, Fluid, and Fast Companies (F3 Companies), 5, 36–40
agility as core strategy of, 29
building, 228–233
career paths in, 117
Chief Talent Mobility Officer in, 43–48
compensation structure at, 175
employee movement in, 19–22
geographic movement in, 10–13
job movement in, 13–16
jobs in (see Dynamic jobs)
location movement in, 16–19
offices for (see F3 Company offices)
organizational design of, 31–32
remote work in, 62
talent mobility function in, 36–42
talent mobility in, 9–22
technology companies as, 219
Flat, Fluid, and Fast Economy (F3 Economy), 221–240
building F3 Companies for, 228–233
designing policies for, 233–240
transforming traditional companies for, 222–228
Flexibility:
of geographic movement policies, 150–151
of office spaces, 58–60
of work arrangements, 16–17, 21, 124
for work-life balance, 188
Floating vacation model, 167, 177
FMLA (Family and Medical Leave Act), 181
Forced ranking performance systems, 122
Forum for Expatriate Management, 3–4
“Four Reasons Resumes No Longer Work” (Fast Company), 128
“4 Concerns That Keep CEOs Awake at Night” (Moritz), 103
Freelance economy, 163, 169, 186, 188, 221
Freelance workers, 19–21
benefits for, 187–188
career progression for, 133
compensation of, 131–132, 172–174
employee protections for, 187–188
on extended teams, 100–101
extending employee protections to, 186–187
first platforms for, 81
growth of demand for, 185–186
healthcare for, 183, 184, 187–188
hiring, 164
incentivizing companies to hire, 186
innovating in benefits for, 187–188
in multitiered entity and employment model, 195–196
in new workforce, 83
payroll structures for, 195
payroll system for, 198–199
retirement benefits for, 187–188
in traditional companies, 34
Upwork platform for, 18
(See also Employment movement)
Frequent travel, 10, 33, 49, 146, 238
Full-time employees (FTEs), 19–22 (See also Employees)
Future of work, 35, 44, 234–235 (See also Contract for work in America)
GECs (see Global employment companies)
Geographic movement:
compensation structures for, 172–173
configurations of, 10–11
designing policies for, 143–153
employee demand for, 146
in F3 Companies, 10–13
and healthcare benefits, 183
new policies for, 146–149
in scenario planning, 206
steps for success with, 149–152
talent mobility function for, 36–37
in traditional companies, 8–9 (See also Corporate relocation)
Geographic tours of duty, 14
Geopolitical risk, 203–204
benefits and protections for, 184
on extended teams, 101
in new workforce, 83
in traditional companies, 34
Global benchmark compensation model, 173, 174
Global employment companies (GECs), 180, 183, 196–197, 199
Global healthcare plans, 183
Global kickoff for transformation, 223–224
Global mobility management (GMM) systems, 192
approving and initiating talent mobility with, 208
compliance management with, 202–203
cost and budget management with, 205–207
risk management with, 203–204
in talent mobility systems map, 209–211
Global retirement model, 178–180
Global workforce skills graph, 86
disruption and opportunities from, 73
as driver of talent mobility, 22, 214
geopolitical disruptions with, 204
and organizational design, 99
and talent mobility transformation, 193
work disruption by, 5
workers displaced by, 71
Globalization tours of duty, 33
GMM systems (see Global mobility management systems)
Goals, 131
Google, 131
Gratton, Lynda, 118
Growth management, 232–233
Happiness, 61
Health and safety protections, 186, 187
Healthcare benefits, 183–184, 236
Hiring:
applying for jobs, 156
distributed, 238
for fixed-role jobs, 75–76
of freelancers, 164
in future of work, 234
implied stability in, 82
reactive, 84
selecting workers, 156–157
skills testing in, 129
for talent mobility leadership, 44
by traditional companies, 7–8, 76
to transform traditional companies, 222
Hoffman, Reid, 13
Holiday benefits, 167–168, 177
Home offices, 62–63
Horsley, Robert, 16, 39–40, 42
Hot desking, 58–59
HR (human resources), 5–10, 31–32
“HR Goes Agile” (Cappelli and Tavis), 133
Hubs and spokes office model, 232
Human + Machine (Daugherty and Wilson), 106
Human resources (HR), 5–10, 31–32
Human–machine collaboration, 104–106
Income disruptions, 236
Industrial Revolution, 98
Information hub, 227
Inkwell, 57
In-person time policies, 161
Internal mobility, 76, 153, 154, 157
Jezard, Adam, 60
Job(s), 71–92
applying for, 156
defined, 73
designing work around, 89
dynamic (see Dynamic jobs)
F3 principles for, 88–91
matching workers to, 83, 86–88, 90
new, since 2008 recession, 220–221
rethinking concept of, xiii
scenario planning to fill, 205–207
selecting workers for, 156–157
traditional fixed roles, 74–76
Job matching, 83
Job movement:
in F3 Companies, 13–16
new policies for, 155–158
as part of geographic movement, 146
talent mobility function for, 37
traditional policies for, 153–155
types of, 14
“Jobs World” principles, 88–91
JP Morgan, 125
Kasriel, Stephane:
on hiring freelancers, 164
on remote work, 18
on rethinking talent models, 21
on total talent management, 84
on transformation to dynamic jobs, 80–81
on work-from-anywhere model, 66
King, Rachael, 6–7
on challenges to mobility, 155
on compensation and bonuses, 175–176
on employee development, 123
on evolution of organizational design, 99–100
on evolution of teams, 97–98
on HR leadership, 32
on job benchmarking and recruiting, 127–128
OKRs implemented by, 131–132
and organizational design, 27–28
and performance reviews, 130
on résumés, 121
on traditional company structures, 31
Knowledge work, 98, 186, 228, 239
LafargeHolcim, 147
Leadership:
and complexity of work-from-everywhere models, 195
job movement support from, 157
meritocratic and patriarchal, 110
(See also Managers; Project leaders)
Lehman Brothers:
author’s career at, 8–9
collaboration system at, 213
employee movement management at, 34–35
expatriate assignments at, 144–145
managers at, 99
office work culture at, 51
organizational design of, 31
pay model of, 194
performance reviews and ranking at, 122–123
teams at, 96–97
traditional office environment of, 53, 54
Leonardo da Vinci, 120
Liao, Jing, 18
Local benchmark compensation model, 172–173
Local entities, 196
Local retirement model, 178, 179
Location:
of F3 Company offices, 60–61
of traditional offices, 55–56
type of, in scenario planning, 206
Location movement, 16–19
in F3 Companies, 16–19
new policies for, 160–163
as part of geographic movement, 146
talent mobility function for, 37
traditional policies for, 158–160
transforming policies/spaces for, 51
types of, 17
Long-distance commutes, 10, 33, 49, 146
Lyft, 61
Management, 93–95
of dynamic, extended teams, 108–112
evolution of, 98–99
and internal mobility, 76
by project leader, 109–112
as skill, 109
by traditional human resources departments, 6–7
(See also specific types of management)
“Management’s Three Eras” (McGrath), 98
Manager coaches, 95, 99, 109–110
Managers:
for dynamic, agile teams, 107
purpose of, 95
Matching workers to jobs, 87–88
Maternity leave, 181
Matrix structures, 99
Mayer, Marissa, 232
McGrath, Rita Gunther, 98
Mead Paper Company, 74, 117–118
Mellon Bank, 55–56
Meritocratic leadership, 110
Messaging applications, 212
Microentrepreneurs, 19, 21, 83, 102
Microsoft, 81
Millennials, xi, 5, 56, 61, 73
Mobile workforce mindset, 39–40
Mobility:
as an expectation, 157
drivers of, 152
(See also Talent mobility)
Modularization of the workforce, 16
Morgan Stanley, 106
Moritz, Bob, 103
Multitiered entity and employment model, 195–198
National Cash Register Company, 6
National Labor Relations Act (NLRA), 6
Navin, Peter, 46
Netflix, 177–178
NetSuite, 212
Neutrals, in transformation, 226, 227
“The New Rules of Talent Management” (Cappelli and Tavis), 119–120
Niagara Maid, 74
NLRA (National Labor Relations Act), 6
Nonlinear career paths, 124–126
Objectives and key results (OKRs), 130–132, 135, 175
oDesk, 81
The Office (sitcom), 55
Office parks, 55–56
Office work culture, 50–51
Offices, 49–68
historical evolution of, 51–52
for new talent mobility, 56–61
for remote work, 62–66
traditional, 51–56
OKRs (see Objectives and key results)
Okulicz-Kozaryn, Adam, 61
Onboarding, 231
The 100 Year Life (Gratton and Scott), 118
Operational human resources, 6–7
Operations (see Systems and operations)
Organizational design, 27–48
evolution of, 99–100
in F3 Companies, 31–32
project-based, 99–100
of Topia, 27–28
of traditional companies, 29–35, 97–98
Outcomes, 127
Owen, Robert, 5–6
Paid family leave, 182
Paid parental leave, 181, 182, 236
Paternity leave, 181
Patriarchal leadership, 110
Patriarchal model of funding moves, 146
Pay models, 193–200
entity and employment strategies, 194–198
setup for talent mobility, 198–200
traditional, 193–194
PayScale, 128
“People Before Strategy” (Charan, Barton, and Carey), 32
PEOs (see Professional employer organizations)
“The Performance Management Revolution” (Cappelli and Tavis), 123
Performance reviews, 108, 121–123, 133
Personal relationships, 56, 58
Personal time-off (PTO), 158
P&G (Procter & Gamble), 81, 102
Pinterest, 61
Policy(-ies), 141–166
for employment movement, 20, 163–164
as framework for talent mobility, 142
for geographic movement, 143–153
for job movement, 153–158
for location movement, 158–163
in scenario planning, 206
to unleash Flat, Fluid, and Fast economy, 233–240
“Post-title world,” 88
Procter & Gamble (P&G), 81, 102
Professional employer organizations (PEOs), 196, 198, 199
Project goals, 131
Project leaders, 79, 99, 109–112, 135
Project mobility drivers, 152
Project objectives, 130–132
Projects:
deconstructing work into, 84, 106
in jobs graphs, 79–81
PTO (personal time-off), 158
Public-private technology partnerships, 237
Purpose:
of F3 Company offices, 56–58
of managers, 95
of traditional offices, 52–54
Ramakrishnan, Krish, 53–54, 160
Reclassifying workers, 82–88
Recruiting:
communicating values and norms in, 231
long-distance, 11
for skills vs. for titles, 125, 127–128
by traditional companies, 7–8, 75–76, 101
Redefining workforce, 82–85
Reflektive, 133–134
“Reimagining Work 2020” (Catalant Technologies), 44
Relocations:
as building block of talent mobility, 33
compensation adjustment with, 170
employing entity in, 193–194
pay model for, 194
as type of corporate relocation, 143
as type of geographic movement, 10, 146
Remote work:
BlueJeans platform for, 160
embracing, 51
growing amount of, 16–17
home offices for, 62–63
policies for, 160–161
swapping offices for, 62–66
work-from-everywhere models for, 63–66
Repetitive (automated) jobs, 156, 163–164
Restructuring (see Organizational design)
Retention mobility drivers, 152
Retirement benefits, 178–180, 187–188
Retirement savings program, 236
Risks:
from automation, 71–72
geopolitical and security, 203–204
Road warriors, 10
Role(s), 73
of Chief Talent Mobility Officers, 43–45
of CHRO in Talent Mobility Revolution, 32
disruptions to, 76
fixed, 74–76
traditional organization/definition of, 74–75
on traditional teams, 96
(See also Fixed-role jobs)
Rotation programs, 11, 33, 146
Salary (see Compensation)
Samsung, 81
Scenario planning, to fill open jobs, 205–207
Schema for talent mobility function, 41–42
Schneider Electric, 147–148, 155, 174, 191–192
Scott, Andrew, 118
Security risks, 203–204
SeeMe, 229–230
Segmenting organizations, 224–225
Sexual harassment protections, 187
“Shaping the Agile Workforce” (Accenture), 101
“Shared responsibility” model of funding moves, 146
SharePoint, 212
Short-term project relocations, 11, 33, 146
Sinek, Simon, 14
Skills:
competency benchmarks for, 127–128
of CTMO, 45–47
deconstructing jobs into, 77
indicator ratings for, 135–136
in jobs graphs, 79–81
leveraging, 78
management as, 109
matching people with, 15
as measures of worker fit, 128–129
in new business models, 83
of project leaders, 111
and traditional job movement policies, 154
and traditional résumés, 120
Skills graph, 85–87
Smith, Peggy:
on career paths, 125–126
on changes in nature of work, 214
on corporate relocation, 9
on employment models, 21–22
on expatriate assignments, 171
on HR function, 7
on investing in transformation for talent mobility, 47
on talent mobility transformation, 23
SoFi, 18
Solutions ConsultantsReworking the Revolution, 78
Specialization, 95–97
Square, 61
Staffing:
for dynamic projects, 107
reactive, 84
scenario planning to fill open jobs, 205–207
of teams, 110
Stakeholders, 225–226
Standard Chartered Bank, 158–159
Start with Why (Sinek), 14
Stella and Dot, 20–21, 102–103, 162–163
Stewart, Catherine, 64–66, 174, 197
Stripe, 61
Structure of work, 169, 220–221, 235–236
Success, 5
in change management, 222–224
with geographic movement, 149–152
in meeting project objectives, 130–132
and notion of work, 51
reorganization for, 29
Support for transformation, 225–227
Supporters, in transformation, 226, 227
Systems and operations, 191–215
employment and pay models, 193–200
to enable talent mobility and engage workers, 209–213
location movement policies for, 161–162
managing compliance and risk, 200–204
managing costs and budgets, 205–209
policies as core part of, 142
to support agile work, 107
Talent gap, 101
Talent indicators, 135–136, 175
Talent management systems, 131, 151
Talent marketplaces:
building, 87–88
categorizing of skills in, 127
investing in, 80
for managing costs and budgets, 205–206
in talent mobility systems map, 209–211
Talent mobility, 3–26
approving and initiating, 208–209
building blocks of (see Building blocks of talent mobility)
Chief Talent Mobility Officer, 43–48
as competitive advantage, 9
core talent mobility systems map, 209–211
creating single function for, 36–40
employment models for, 194–198
in F3 Companies, 9–22
fragmentation of, 28–29, 33–35
horizontal activities of, 37–38
new lexicon of, 22–25
offices for, 56–61
pay models for, 198–200
at technology companies, 219–220
in traditional companies, 5–9
varying understandings of, 4
Talent Mobility Revolution, xi–xv, 25, 240
acceleration of, 47
CHRO role in, 32
tapping into, 9–10
Talent mobility systems, 209–211
global mobility management systems, 209–211
talent marketplaces, 209–211
Talent mobility systems roadmap, 209–211, 231
“Talent on the Move!” (Deloitte), 157
Tamkivi, Sten, 50
on building culture, 231
on change management, 232
on collaboration systems, 213
on location movement, 159, 162
on offices, 55
operating norms of, 230
at Skype, 59
teams created by, 107–108
on traditional managers, 57
TaskRabbit, 129
Tavis, Anna, 119–120, 123, 133
Tax issues:
classifying workers by tax status, 82, 195
compliance, 202–203
more efficient tax policy, 239
with multitiered entity and employment model, 196
requirements for employee movement, 34
tax treatment and employee movement, 20
Teams, 93–113
in dynamic jobs, 77–79
extended, 100–103
F3 Company principles for, 234
measuring success and performance of, 130–132
OKRs for, 131
project leaders’ role on, 109–112
redesigning, 100–108
selecting workers for, 156–157
traditional, 95–98
vertical, 97–98
worker and machine collaboration on, 95, 104–106
in work-from-everywhere model, 64–65
in work-from-home model, 62
Teleport:
culture of, 231
founding of, 220–221
systems setup for, 213
work-from-everywhere at, 50, 64, 197
Termination, 75–76
Time zones, with work-from-everywhere model, 65–66
Time-off, 176–178
acquisitions of, 50, 54–55, 197
collaboration systems at, 213
continuous feedback at, 130
Customer Advisory Board, 11
early jobs and resources at, 93–94
employment model of, 197–198
expatriate experience of employees at, 170–171
first relocation pilot at, 219
first VP People at, 6–7
freelancers at, 101–102
hiring for skills at, 116
holiday benefits at, 167–168
managers at, 109–110
oDesk used at, 81
organizational design of, 27–28
paid parental leave at, 182
product development teams at, 107–108
recruiting for skills and values at, 121
scenario planning at, 206–207
Solutions Consultants role at, 78
spaghetti challenge at, 63
values of, 230
working from office at, 232
Topia Plan, 206–208
Total talent management, 84, 164
Tours of duty, 13–15
aligned to nine-box talent grid, 151
benefits of, 146
positioning for, 116
in traditional companies, 33
(See also Job movement)
Traditional career paths, 117–123
Traditional companies:
Chief Human Resource Officer in, 31–32
corporate relocation in, 8–9
employment and pay models in, 193–194
fragmentation of talent mobility in, 33–35
hiring in, 7–8
human resources operations in, 6–9
jobs in (see Fixed-role jobs)
offices in (see Traditional offices)
organizational design of, 29–35
recruiting by, 7–8, 75–76, 101
rethinking talent models of, 21
talent mobility activities in, 40
talent mobility in, 5–9, 33–35 (See also Employee movement)
technology companies as, 219
transforming, 222–228
Traditional compensation models, 169–171
Traditional employee protections, 185–187
Traditional managers, 95–100, 108, 109
“The Traditional Office is Dead. Here’s Why” (Jezard), 60
Traditional offices, 51–56
design of, 54–55
location of, 55–56
purpose of, 52–54
Traditional policies:
for geographic movement, 143–146
for job movement, 153–155
for location movement, 158–160
Traditional résumés, 120–121, 128
Traditional teams, 95–98
Training programs, 11, 33, 80, 146
Transformation team, 222–223, 227
Transforming traditional companies, 191–193, 222–228
building support for, 225–227
launching change in, 227–228
pilot populations for, 224, 225
segmenting organization for, 224–225
for single talent mobility function, 40–42
successful change management in, 222–224
talent mobility as key to, 4
Workday’s vision for, 77
Transparency, 131
Trump, Donald, 204
Uber, 61
Uniqlo, 104
Unlimited vacation model, 177
city offices of, 61
deconstructed work and dynamic jobs at, 80–81
highest paid freelancer at, 234
P&G’s leveraging of, 102
skills and reviews on, 129
types of work framework of, 164
uses of, 84
work-from-anywhere model at, 66
Urban employment markets, 186
Vacation time, 176–178
Valente, Rubia, 61
Vermont Remote Worker Grant Program, 239
Vertical teams, 97–98
Videoconferencing market, 160
Virgin, 177
Virtual collaboration, 62
Virtual culture, 64
Virtual meeting technology, 212–213
Vocational education, 237
VP HR, 31
Warner, Susanna, 145–148, 155, 191–192
WebEx, 213
Welch, Jack, 122
Wellness support, 184–185
Wharton School, 98
“Why More Business Executives Should Consider Becoming a CHRO” (Boudreau, Navin, and Creelman), 46
Wilson, Jim, 106
Work:
across sectors, 124
agile model of, 95
expanded view of, 101–103
human and machine skills for, 104
new contract for work in America, 235–240
rethinking structure of, 169, 220–221, 235–236
types of, 77
(See also Distributed work)
Worker value proposition, 169
Worker–machine collaboration, 104–106
Workers:
classifications of (see Classifying workers)
on extended teams, 100–101
perspective on careers among, 117
in scenario planning, 206
use of term, 100
worker–machine collaboration, 104–106
Workforce, xiv
erosion of social contract for, 13
extended view of, 100–103
freelance/gig, 19
global, skills graph for, 86
modularization of, 16
traditional and new, 20–21, 100–101
and traditional offices, 52–53
traditional setup of, 75
Work-from-anywhere, 17, 33, 63–66
Work-from-everywhere models, 49, 63–66, 101, 195
Working hours overlap policies, 161
Work-life balance, 16–17, 182, 188
Work-life integration, 181, 187
W2 workers, 195
Yahoo, 232
Yeh, Chris, 13
Zoom, 64