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Talent Tectonics
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Talent Tectonics
by Steven T. Hunt
Talent Tectonics
Cover
Title Page
Copyright
Dedication
Foreword
Introduction: How We Managed People in the Past Will Not Work in the FuturenotesSet
CHAPTER 1: Forces Reshaping Work and Workforces
CHAPTER 2: The Employee Experience and Workforce Adaptability
CHAPTER 3: Work Technology and Organizational Agility
CHAPTER 4: Designing Organizations to Provide Positive Employee Experiences
CHAPTER 5: Filling Positions and the Experience of Moving into New Roles
CHAPTER 6: Developing Capabilities and the Employee Experience of Learning
CHAPTER 7: Creating Engagement and Employee Experiences That Inspire Successful Performance
CHAPTER 8: Increasing Efficiency, Ensuring Compliance and Security,and Building Culture
CHAPTER 9: Using Employee Data to Guide Business Decisions
CHAPTER 10: Changing the Employee Experience
CHAPTER 11: The Employee Experience and the External Environment
CHAPTER 12: Where Do We Go from Here?
Appendix: The Peloton Model of Team Performance
References
Acknowledgments
About the Author
Index
End User License Agreement
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Prev
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Title Page
Table of Contents
Cover
Title Page
Copyright
Dedication
Foreword
Introduction: How We Managed People in the Past Will Not Work in the FuturenotesSet
Why Are We Still Using Management Methods Created During the Roman Empire?
Content Overview
The Vocabulary Used in This Book
Notes
CHAPTER 1: Forces Reshaping Work and Workforces
We Do Not Have to Sit Together to Work Together
The Impacts of Digitalization
The Impacts of Demographics
Notes
CHAPTER 2: The Employee Experience and Workforce Adaptability
Surviving a World of Volatility, Uncertainty, Complexity, Ambiguity, and Ice
People: A Constant Resource in a Changing World
The Employee Experience and Workforce Adaptability
Creating Effective Employee Experiences
Employee Experience Management and Business Performance
Understanding and Improving Employee Experiences
Addressing the Subjective Nature of the Employee Experience
The Employee Experience and Organizational Stakeholders
Note
CHAPTER 3: Work Technology and Organizational Agility
When Giants Fall
What It Means to Act Like a Small, Agile Entrepreneurial Company
What Needs to Be Automated and Augmented to Create More Agile Organizations
How Work Technology Is Transforming Workforce Management
Workforce Orchestration Technology Solutions
Workforce Collaboration Technology Solutions
General Workforce Technology Applications
Linking Work Technology to Business Operations Technology
Adaptability, Technology, and Culture
Notes
CHAPTER 4: Designing Organizations to Provide Positive Employee Experiences
Crafting Jobs to Fit Employees
Why People Join Organizations
How Job Design Affects the Employee Experience
How the Design of Groups, Teams, and Departments Affects the Employee Experience
How Management and Leadership Structures Affect the Employee Experience
Managing Restructurings and Downsizings with Experience in Mind
How Work Technology Is Influencing the Design of Organizations
Notes
CHAPTER 5: Filling Positions and the Experience of Moving into New Roles
A Wealth of Opportunity Without Any Potential
How Job Characteristics Affects Staffing
Selecting Candidates and Getting the Right Fit
Transitioning, Welcoming, and Departing
Dynamic and Temporary Staffing
How Work Technology Is Changing the Ways Organizations Fill Positions
Notes
CHAPTER 6: Developing Capabilities and the Employee Experience of Learning
How Do You Prepare Truck Drivers for a World of Self-Driving Trucks?
Context: Designing Jobs That Motivate and Enable People to Develop
Capabilities: Helping Employees Define Development Goals
Content: Giving Employees Access to Resources to Build New Capabilities
Culture: Creating an Organizational Environment That Supports Development
Notes
CHAPTER 7: Creating Engagement and Employee Experiences That Inspire Successful Performance
Engineering Employee Engagement
The Performance Management Dilemma
Aligning Performance Expectations
Increasing Awareness of Performance
Managing Differences in Performance
Compensation and Performance
Notes
CHAPTER 8: Increasing Efficiency, Ensuring Compliance and Security,and Building Culture
A Great Place to Work Even When You Aren't Working
What It Means for an Organization to Value Something
Increasing Efficiency: Valuing Employees' Time
Managing Risks: Valuing Employees' Security, Legal Rights, and Safety
Building Socially Responsible Cultures: Valuing the Well-being of Employees and Their Communities
Notes
CHAPTER 9: Using Employee Data to Guide Business Decisions
Talent Pipelines and Oil Refineries
Understanding the Value of Employee Data
Having Useful Employee Data
Being Aware of Employee Data
Interpreting Employee Data
Managing Employee Data Risks
Linking Employee Data to Business Results
CHAPTER 10: Changing the Employee Experience
Technology and the 12 Talent Reports
Knowing What to Change
Expertise and Influence
Understanding Available Technology
Gaining Support and Cooperation
Notes
CHAPTER 11: The Employee Experience and the External Environment
Manufacturing Cars and Shaping Societies
Blending Education and Work
Maximizing Labor Force Potential
Technological Accessibility
Corporate Social Advocacy
Notes
CHAPTER 12: Where Do We Go from Here?
We Do Not Want Another Employee Experience Revolution
Appendix: The Peloton Model of Team Performance
Notes
References
Introduction
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
Chapter 10
Chapter 11
Chapter 12
Appendix
Acknowledgments
About the Author
Index
End User License Agreement
List of Tables
Introduction
TABLE I.1 Perennial Workforce Challenges
Chapter 3
TABLE 3.1 Types of Work Technology
Chapter 9
TABLE 9.1 Using Technology to Collect Employee Data
List of Illustrations
Foreword
FIGURE F.1 Connecting environmental context and internal action.
Introduction
FIGURE I.1 Roman hierarchical organizational leadership structure.
1
Chapter 1
FIGURE 1.1 Talent tectonic forces and fault lines.
FIGURE 1.2 Age pyramids of the 10 largest economies in 2025.
FIGURE 1.3 Shifts in the nature of work since 1850.
Chapter 2
FIGURE 2.1 Elements that drive organizational performance.
FIGURE 2.2 Types of employee experience.
FIGURE 2.3 How employee experience influences business outcomes.
Chapter 3
FIGURE 3.1 Hierarchical versus relationship-based organizational charts.
FIGURE 3.2 Linking work technology to business outcomes.
Chapter 4
FIGURE 4.1 A three-way performance management partnership.
Chapter 5
FIGURE 5.1 The candidate experiences associated with filling positions
Chapter 6
FIGURE 6.1 Mapping job goals for development.
Chapter 7
FIGURE 7.1 The performance management dilemma.
FIGURE 7.2 The three parts of performance management.
FIGURE 7.3 Goal cascading versus goal dialogue.
FIGURE 7.4 Compensation from an employee experience perspective.
Chapter 8
FIGURE 8.1 Decisions and actions that influence diversity and inclusion.
Chapter 9
FIGURE 9.1 Relationship of employee data to business operations data.
Appendix
FIGURE A.1 The peloton model of performance differences.
Guide
Acknowledgments
Introduction: How We Managed People in the Past Will Not Work in the Future
Cover Page
Title Page
Copyright
Dedication
Foreword
Table of Contents
Begin Reading
Appendix: The Peloton Model of Team Performance
References
About the Author
Index
Wiley End User License Agreement
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