Index

  • 360 surveys, usage, 161
  • A
  • Ability, awareness, attitudes (work environment aspects), 184
  • Accountability (cultural value support), 80
  • Active communication, usage, 104–105
  • Adaptability, technology/culture (relationship), 79–81
  • Affiliation, need, 43
  • Ageism, 30
  • Agile entrepreneurial company, actions (meaning), 58–61
  • Agile methodology, 71
  • Agile organizations (creation), automation/augmentation (usage), 61–65
  • Applicant evaluation, need, 121
  • Applicant tracking systems (ATS), 76
  • Artificial intelligence (AI), usage, 24, 76, 224
  • Autonomy (cultural value support), 80
  • B
  • Belonging, 146
    • sense, organizational design (usage), 98–99
  • Belongingness, 43
  • Biometrics, usage, 75
  • Birth rates, decline (impact), 31
  • Breakaway performance, 255–256
  • Business
    • decisions (guiding), employee data (usage), 10, 197
    • function, company staffing, 180
    • goals, requirements, 220
    • operations data, employee data (relationship), 211f
    • operations technology, work technology (linking), 77–79
    • performance, 44–45
  • Business-driven development goals, 134–135
  • Business outcomes
    • achievement, 88
    • employee experience, impact, 45
    • work technology, linking, 77f
  • C
  • Candidates, 11
    • engagement, 119
    • location, 115
    • positions, matching, 126
    • selection/fit, 119–121
  • Capabilities, development, 9, 131, 178, 217
    • goals (defining), employee assistance, 138–143
  • Capabilities (building), employee resource access (content), 143–145
  • Careers
    • complexity, increase, 31–33
    • interest, 116–117
    • ladder, 60
    • opportunities, marketing, 125–126
    • paths, creation, 111, 115–117
  • Careers, advancement, 138
    • capabilities, development, 141–143
    • opportunities, providing, 95
  • Change
    • job worsening, frontline employee fear, 229
    • openness (cultural value support), 80
    • pace, acceleration, 20–21, 42
    • resource waste, leader fear, 226–227
    • urgency/openness, 58–59
  • Chatbots, usage, 76
  • Chief human resource officer (CHRO), role, 219–220
  • Coaching, 159
  • Collaboration spaces, 72
  • Collective sense of purpose, 58
  • Commitment, feelings (impact), 94
  • Communities
    • creation, 62–63
    • performance levels, maintenance, 62–63
    • well-being, valuation, 188–194
  • Commuting, impact, 193
  • Company
    • brand, employment (desire), 117
    • challenges, 217–218
    • insights, value, 120
    • performance, people (impact), 60
    • security/compliance risk, 64
    • time, saving, 64–65
  • Company Town, The (Green), 241
  • Compensation, 151
    • employee experience perspective, 171f
    • lowering, logic, 173–174
    • performance, relationship, 168–174
    • process, company design, 180
    • solutions, 57
  • Compensation/payroll/benefits management, 69
  • Compliance, ensuring, 218
  • Compliance/security, ensuring, 9, 177
  • Content (employee resource access), 143–145
  • Context (jobs design), 133–137
  • Context, capabilities, content, culture (employee experience elements), 133
  • Contractor
    • hiring, 123–124
    • management, 69
  • Corporate ethics, 188
  • Corporate social advocacy, 235, 243–244
  • Corporate social responsibility, 188–189
  • COVID-19 pandemic, impact, 15–16, 177, 186, 240
  • Coworkers, feedback source, 160–162
  • Cross-functional communities, building/creation, 98, 106
  • Cross-functional teams/assignments, usage, 97–98
  • Cross-functional teams, creation, 106
  • Cultural norms, impact, 239
  • Cultural stereotypes, overcoming, 220
  • Culture
    • adaptability/technology, relationship, 79–81
    • building, 9, 177, 218
    • concerns, 209
    • organizational environment creation, 145–146
  • Customer-based feedback, 160–162
  • D
  • Data
    • employee data, 198–211
    • integration/analysis, 79
    • privacy, 209
    • usage (improvement), technology (impact), 204
  • Demographics
    • change, 5
    • impacts, 16–17, 26–33
    • talent tectonic forces, 19
  • Deprovisioning, management, 123
  • Development
    • employee valuation, 134
    • goals (defining), employee assistance, 138–143
    • job design, manager role, 137
    • job goals, mapping, 135f
    • productivity, contrast, 136–137
    • relationships, 142
  • Digitalization, 11
    • growth, impact, 20
    • impacts, 4–5, 16, 19–26, 136, 237
    • talent tectonic forces, 19
  • Discrimination, intolerance, 6
  • Diversity, decisions/actions (influence), 190f
  • Diversity, Equity & Inclusion programs, success, 189
  • Downsizing
    • capabilities, loss, 103
    • management, 87, 102–105
  • Dynamic staffing, 123–125
  • Dynamic teams
    • characteristics, 124
    • usage, 124–125
  • E
  • Economic incentives, importance/impact, 29
  • Economies, age pyramids, 18f
  • Education, work (blending), 236–239
  • Efficiency
  • Electronic communication
    • analytics, usage, 161
    • usage, 71
  • Electronic profiles, 72–73
  • Emotional control, 139–140
  • Emotional labor, 23–24
  • Emotional states, creation, 219
  • Employee data
    • accessibility, 204–205
    • awareness, 198, 203–205
    • business operations data, relationship, 211f
    • business results, link, 199, 210–211
    • changes, 205, 215
    • collection, technology (usage), 201t–202t
    • interpretation, 198, 205–209
      • analytical insights, impact, 207–209
      • business context, absence/presence, 206–207
    • legal exposure, 209–210
    • risks, management, 198, 209–210
    • usage, 10, 197
    • usefulness, 198, 200–203
    • value, understanding, 198, 199–200
  • Employee experience, 35, 40–42, 200
    • compliance, relationship, 186–187
    • context, capabilities, content, culture, 133
    • corporate ethics, 188
    • creation, 9, 42–44, 149
    • data, company usage, 46
    • elements, 133
    • external environment, relationship, 10, 233
    • future, 234, 247
    • groups/teams/departments design, impact, 87, 96–99
    • influence, 45f
    • interpretations, 47
    • issues (identification), technology (usage), 48
    • job design, impact, 89–96
    • leader perception/mindset, 50–51
    • levels, 219
    • management, 44–45, 250
    • management/leadership structures, impact, 87, 99–102
    • manager support, 51
    • measurement, 73
    • organizational design, impact, 8
    • organizational safety climate, relationship, 187
    • organizational stakeholders, relationship, 49–52
    • privacy, relationship, 185
    • revolution, 247–250
    • root issues, organizational design (impact), 86
    • security, relationship, 183–184
    • shaping, job design (impact), 87
    • subjective nature, 47–49
    • support/cooperation, 226–229
    • support functions, 52
    • types, 42–43, 43f
    • understanding/improving, 45–47
  • Employee experience, change, 5–6, 10
    • company control, problems, 41
    • conditions, understanding, 216
    • knowledge, 217–219
  • Employee experience, improvement
    • Ford, impact, 233–234
    • investment, senior leader acceptance, 227
    • manager role, importance, 228
    • work technology, usage, 224–225
  • Employee-generated content, learning content platforms (usage), 144
  • Employee listening technology, 73
  • Employees, 11
    • appreciation/empowerment, pay processes (impact), 173
    • behavior, change, 44–45
    • capabilities, development, 9
    • change (acceleration), company protection (absence), 183
    • collaboration spaces, 72
    • confidence, 41–42
    • development
      • job design, 133–136
      • job support, 93
    • engagement, engineering, 149–151
    • expectations, establishment, 46–47
    • expense factor/productivity, 198
    • feedback, receiving (inability), 159–160
    • health, improvement, 192–193
    • hiring decision, importance, 110
    • legal rights, valuation, 183–188
    • older employees, characteristics, 30
    • opinions, importance, 49
    • performance, rating, 166
    • positions/roles, filling, 8–9, 109
    • referrals, usage, 118
    • rehiring, 122
    • relationships (influence), organizational design (usage), 98–99
    • resources, supply (determination), 94–95
    • role clarification/goal management, 72
    • roles, change, 23–24
      • technology, impact, 25
    • roles (filling), contractors (usage), 123–124
    • safety, valuation, 183–188
    • security, valuation, 183–188
    • self-management, 72
    • team/group/department, grouping decisions, 98–99
    • turnover, manager discussion, 123
    • well-being
      • improvement, 192–193
      • valuation, 188–194
  • Engagement
    • creation, 9, 149
    • increase, pay (usage), 172
  • Engagement/enthusiasm/enjoyment, 219
  • Entrepreneurial organizations, 7
  • Environmentally sustainable work practices, building, 193–194
  • Environments
    • change, 47
    • psychological safety, 52
  • Equity
    • percepttions, 76
    • promotion, 80
  • Experience management data, company usage, 46–47
  • Expertise/influence, combination, 219–222
  • External environment, employee experience (relationship), 10
  • External staffing decisions, 61–62
  • Extrinsic motivation, 42
  • F
  • Fair Labor Standards Act, creation (1938), 242
  • Fairness
    • concern, 149–150
    • feelings, impact, 94
    • perceptions, 76
    • promotion, 80
    • sense, creation, 104, 167
  • Feedback, 223
    • employee receiving, inability, 159–160
    • providing, 120–121
    • sources, 160–162
  • Fixated, distracted, disconnected (employee experience problems), 156–157
  • Fixed pay, 171–172
  • Flat affect, 219
  • Ford, Henry, 233–234
  • Foreign-born labor, reliance (increase), 31
  • Foundational performance, 257
  • Frustration/despair/resentment, cause, 219
  • Fulfillment experience, 42, 121
  • Functional goals, 135
  • G
  • Gamification, 144
    • platforms, 74
  • Gates, Bill, 55
  • Gender equity, 6
  • Generational differences, research, 38–39
  • Goal cascading, 155
    • goal dialogue, contrast, 156f
  • Goals
    • defining, dialogue (usage), 157
    • management, 72
    • openness, 157
    • tangibility/change, 157
  • Groups
    • creation, solutions (impact), 106
    • longevity, 98
  • Guided recommendations, analytics (usage), 144
  • H
  • Happiness, source, 235
  • Hard technical skills (demand increase), digitalization (impact), 28
  • Health care, access (importance), 241
  • Healthy workplace, term (usage), 192
  • Hierarchical organizational charts, relationship-based organizational charts (contrast), 75f
  • Hierarchical organizational structures, creation, 1–2
  • “Hire, pay, and pray” (performance alternative), 151
  • Hiring, focus, 114
  • Human resource information systems (HRIS), 76
  • Human resources (HR)
    • departments, need (reasons), 221
    • process view, 9–10
    • professionals (work), financial value (demonstration), 222
    • role, involvement, 221–222
    • technology, 57
  • Hybrid work. See Remote work
  • I
  • Illegitimate tasks, 181
  • Inclusion, decisions/actions (influence), 190f
  • Inclusive/diverse workforces, creation, 189–191
  • Industrial revolution, 247
  • Internal talent decisions, 61–62
  • Internet economy, impact, 1–2
  • Interoperable data management, 74
  • Intrinsic motivation, 42
  • Investment decisions, 154
  • J
  • Jobs
    • application process, completion (question), 119
    • benefits/perks, determination, 95
    • candidates, location/selection, 111
    • career advancement opportunities, providing, 95
    • certification management, 70
    • change, candidates (impact), 114–115
    • characteristics, impact, 111
    • crafting, 85–86, 120
    • defining, solutions (impact), 106
    • design, impact, 87, 89–96
    • disruption, digitalization (impact), 237
    • elimination, technology (impact), 236
    • employee change, 239
    • filling, 217
    • flexibility, allowance, 242
    • goals
      • expectations, alignment, 153
      • mapping, 135f
    • locations, impact, 194
    • marketing, 117–118
    • opportunity matching, 68
    • people, number (requirement), 91
    • performance, 199–200
      • improvement, capabilities (development), 140–141
    • performing, 138
    • posting, passiveness, 118
    • purpose, 90–91
    • quality, pay correlation, 29
    • recommendations, 142
    • requirements (meeting), capabilities (development), 138–140
    • skills requirement, 91
    • staffing, company focus, 40–41
    • supporting movement, 240–242
    • transitions, management, 127
    • transitions/onboarding, 69
    • worsening, frontline employee fear, 229
  • K
  • Know-it-all culture, change, 56
  • Kodak, 55
  • L
  • Labor force potential, maximization, 235, 239–242
  • Labor market
    • candidates, number (existence), 113–114
    • demographic shifts, impact, 26–27
    • movement, support, 240–242
    • people, number (decrease), 27
    • realities, differences (confusion), 38–39
  • Lagging performance, 257
  • Leader, 11
    • decisions, employee data display, 203–204
    • development, 97
  • Leadership
    • actions, employee data changes (impact), 205
    • approval/decision-making, contrast, 100
    • chain, 60
    • structures, impact, 87, 99–102
  • Leading performance, 256
  • Learning
    • activities (management), technology (impact), 138–139
    • communities, usage, 141, 143
    • curriculums, 143–144
    • employee experience, 9, 131
    • experience/content, platforms, 71
    • resources, company revision, 236–237
    • solutions (process-based category), 57
    • working
      • blending, 235
      • distinctiveness, falsity, 237
  • Learn-it-all culture, usage, 56
  • Life expectancy, increase, 5
  • M
  • Machine learning, application, 76
  • Management
    • methods, usage (update need), 1–4
    • structures, impact, 87, 99–102
  • Manager, 11
  • Manager-based feedback, 158–160
  • Manager coaching
    • absence/expectations, 158–159
    • conversation, misunderstanding, 159
    • inability, 159
    • providing, forgetting, 160
    • role, rewards (absence), 160
  • Mental/physical stress, 192–193
  • Meritocracy, 189
  • Metaverse, 73
  • Micro-learning, usage, 144
  • Middle manager, change (impact), 228–229
  • Mobile enablement, 74
  • Multiculturalism, 189–191
  • N
  • Nadella, Satya, 55
  • Nokia, problems, 55
  • O
  • Objective metrics, usage, 164
  • Ollila, Jorma, 55
  • Onboarding, 69, 121
  • Ongoing coaching/development, usage, 153–154
  • Ongoing education, support (importance), 28–29
  • Online shopping, impact, 25
  • Opportunity matching, usage, 141
  • Organizational agility, 155–156
    • limitation, barriers (impact), 67
    • requirements, 79–80
  • Organizational environment, creation, 145–146
  • Organizational network analysis, 75
  • Organizational stakeholders, employee experience (relationship), 49–52
  • Organizational value/developmental value (balance), 134
  • Organization Man, The (Whyte), 39
  • Organizations, 11
    • agility, 6–7, 55
    • charts, limitations, 2
    • decisions, 181, 200
    • design, 8, 85, 88–89, 96–98, 178, 217
      • work technology, influence, 105–106
    • diversity, 179–180
    • people, joining (reasons), 87, 88–89
    • performance, drivers, 37f
    • restructuring, 220
    • social responsibility, 179–180
    • valuation, meaning, 179–180
  • P
  • Pay
    • differences
      • categories, 171–172
      • importance, 170–172
    • dispersion, 170–171
    • equity, meaning, 168
    • investment, 169–170
    • job quality correlation, 29
    • processes, impact, 173
    • structuring, 94
    • transparency, 80, 127, 167, 175
    • usage, 172
  • Payroll processing, 222
  • Pay equity, 168–170
  • People
    • behavior, function, 38
    • decisions, 61–62
    • employment/contractor employment, 93–94
    • hiring, number (determination), 112–113
    • job duration, expectation, 92–93
    • managing, company focus, 40–41
    • performance
      • influences, 165
      • levels, 59–61
    • resource, constancy, 36–40
    • respect, 104
    • role, duration (expectation), 114
    • shared goals achievement, 59
    • time, waste (avoidance), 48
    • transitioning/welcoming/departing, 121–123
    • work environments, creation, 50
  • Performance
    • appraisal process, creation, 223
    • awareness, increase, 151, 158–162
    • breakaway performance, 255–256
    • compensation, relationship, 168–174
    • differences
      • management, 151, 162–168
      • peloton model, 256f
    • engagement, 178, 217
    • expectations, alignment, 151, 155–157
    • foundational performance, 257
    • impact, 218
    • inspiring, 9, 149
    • lagging performance, 257
    • leading performance, 256
    • people/resources/environment, impact, 37
    • straggling performance, 257–258
    • three-way performance management partnership, 101f
  • Performance management
    • components, 153f
    • dilemma, 151–155, 152f
    • employee comparison, requirement, 164–166
    • subjective judgment, involvement, 163–164
    • workforce capabilities knowledge, 166–168
  • Personal touch points (events), 120
  • Physical awareness, 139
  • Positions, filling, 8–9, 109
    • candidate experiences, 115f
    • work technology, impact, 125–127
  • Privacy, employee experience (relationship), 185
  • Project feedback, 161
  • Psychological safety, 52, 145
    • cultural value support, 80–81
  • Purchasing habits, impact, 194
  • Purpose
    • collective sense, 58
    • employee focus, organizational design (usage), 97–98
  • R
  • Rating (performance), 11
    • requirement, 163
  • Recruitment management, 68
  • Relationship analysis, data, 75
  • Remote work (hybrid work), 15–16
    • effectiveness, 191–192
    • models, support, 191–192
  • Resilience, 65
    • emotional resilience training, 137
    • employee resilience/productivity, 182
    • increase, 98
    • society labor market resilience, improvement, 239
  • Resources (waste), leader fear, 226–227
  • Restructurings, management, 87, 102–106
  • Retirement, rethinking, 32
  • Return on investment (ROI), 86, 174
  • Risk management, 183–188
  • Robotic process automation, 74
  • Roles
  • Roles, Resources, and Relationships (organization provision), 88
  • Roman hierarchical organizational leadership structure, 2f
  • S
  • School (completion), work (false relationship), 237–238
  • Scope, impact, 218
  • Security, 64, 66, 183, 185
  • Second Machine Age, The (Brynjolfsson/McAfee), 185
  • Self-driven development goals, 135
  • Self-driving trucks, truck driver preparation process, 131
  • Self-efficacy, 42–43
  • Self-management, 72
    • self-development/performance improvement, combination, 63
  • Self-service solutions, employee usage (forcing), 181–182
  • Service economy, shift, 22
  • Sexism, intolerance, 6
  • Shopping, digitalization, 26
  • Silo risk, reduction, 106
  • Single sign-on, usage, 74
  • Skills
    • projections, 142
    • requirement, 91
  • Skills, shortages
  • Small companies, characteristics, 58–61
  • Social experience, 43, 122–123
  • Social learning technology, success, 224
  • Social loafing, 63
  • Socially networked offboarding process, 122–123
  • Socially responsible cultures, building, 188–194
  • Social values, attitudes (change), 39
  • Societies, shaping, 233–236
  • Soft interpersonal/social skills (demand increase), digitalization (impact), 28
  • Specialized skills
    • demand, increase, 24–26
    • shortage, 32–33
  • Staffing
    • decisions, 154, 199
    • dynamic/temporary staffing, 123–125
    • job characteristics, impact, 111, 112–119
    • solutions (process-based category), 57
    • technology, success, 224
  • Status quo, maintenance (avoidance), 59
  • Straggling performance, 257–258
  • Stress, 20, 44, 51, 98, 181, 192
  • Students, youthful age proportion (falsity), 239–240
  • Subjective judgment, 163–164
  • Supply chain solutions, learning platforms (coordination), 79
  • T
  • Talent, 11
    • assessments, 73, 141
    • attraction, 220
    • management
      • practices, effectiveness, 192
    • management decisions, 70
    • managers, team managers (separation), 100–102
    • mobility, 124
    • pipelines, 197–199
    • reports, 215
    • retention, 50
    • reviews, usage, 166–168
    • scarcity, 218
    • sourcing, 68–69
  • Talent tectonics, 4, 16
    • faultlines, 17f, 20–26, 27–33
    • forces, 17f, 87, 226
    • work/organization description, 16
  • Task
    • experience, 42–43, 122
    • similarity/interdependence, 98
  • Team
    • creation, solutions (impact), 106
    • management, 71
    • managers, talent managers (separation), 100–102
    • performance (Peloton model), 255–258
    • relationships, disruption, 2
  • Technology, 215
    • accessibility, 235, 243
    • adaptability/culture, relationship, 79–81
    • consequences, 24
    • cultural values, 80–81
    • investment, 250
    • limits, understanding, 56–57
    • solutions, 186
      • employee usage, requirement, 182
      • impact, 78
    • understanding, 222–226
    • usage, 201t–202t
      • expectations, change, 39
  • Temporary assignments, 142
  • Temporary staffing, 123–125
  • Time
    • saving, 64–65
    • valuation, 180–183
  • Top-down leadership style, 2
  • Transparency (cultural value support), 80
  • Travel, impact, 194
  • Triggered nudges, usage, 162
  • U
  • Underutilization goals, 135–136
  • V
  • Variable pay, 171–172
  • Virtual reality (VR), usage, 73, 139
  • Volatility, uncertainty, complexity, and ambiguity (VUCA), survival, 35–36
  • W
  • Waterfall methodology, 71
  • Wearables, usage, 75
  • What's In It For Me (WIIFM), 45
  • Women, suffrage movement (impact), 6
  • Work
    • achievement, sense, 41
    • communities, 142
    • digitalization, 87, 92
      • technology vendor discussion, 249
    • dystopian future, 249–250
    • education, blending, 236–239
    • elimination, technology (impact), 23
    • experience platforms, 70
    • goals, categories, 134–136
    • mental/physical stress, 192–193
    • nature, change, 32–33, 55
    • people timing/location, 92
    • previews, usage, 120
    • purpose, transformation, 21–24
    • reshaping, impacts, 4–5, 15
    • restructuring, 103
    • schedule, control, 92
    • scheduling, 69
    • shift, 21f
    • transformation, technology (impact), 247–248
    • utopian future, 249
  • Work environment
    • ability, awareness, attitudes, 184
    • creation, developmental job design (impact), 136
    • inhumanness, 248
    • quality, impact, 235
  • Worker protection laws, 241
  • Workforce, 11
    • adaptability, 5–6, 35, 40–42
    • age, increase, 27
    • building, 3
    • capabilities, knowledge, 166–168
    • certification management, 70
    • challenges, 7–9, 7t, 178, 225–226
    • collaboration technology solutions, 70–72
    • compensation/payroll/benefits management, 69
    • data, business operations data (connections), 78
    • design/analytics, 68
    • diversity, increase, 17, 19, 30–31
    • facilities/system access, 70
    • inclusiveness/diversity, 189–191
    • involvement, enablement, 240
    • management, 4, 12
      • top-down method, 1
      • transformation, work technology (impact), 65–67
    • orchestration technology solutions, 68–70
    • recruitment management, 68
    • reshaping, 4–5, 15
    • restructuring, avoidance, 103
    • shortages, 17
    • technology applications, 72–77
  • Working conditions, improvement, 247
  • Workplace habits, impact, 194
  • Work technology
    • business operations technology, linking, 77–79
    • business outcomes, linking, 77f
    • impact, 6–7, 55, 65–67, 105–106, 125–127
    • increase, 198–199
    • phrase, usage, 57
    • power, 224
    • types, 66t–67t
..................Content has been hidden....................

You can't read the all page of ebook, please click here login for view all page.
Reset
3.141.199.122