- 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
- 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
- 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
- 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
- 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
- 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
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