The New Workforce Challenge: How Today’s Leading Companies Are Adapting to the Future

204 Pages·2013·1.81 MB·English

by  Andrés Hatum (auth.)

The New Workforce Challenge
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The New Workforce Challenge
How Today’s Leading Companies Are
Adapting to the Future
Andrés Hatum
© Andrés Hatum 2013
Softcover reprint of the hardcover 1st edition 2013 978-1-137-30298-4
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accordance with the Copyright, Designs and Patents Act 1988.
First published 2013 by
PALGRAVE MACMILLAN
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registered in England, company number 785998, of Houndmills, Basingstoke,
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Palgrave Macmillan in the US is a division of St Martin’s Press LLC,
175 Fifth Avenue, New York, NY 10010.
Palgrave Macmillan is the global academic imprint of the above companies
and has companies and representatives throughout the world.
Palgrave® and Macmillan® are registered trademarks in the United States,
the United Kingdom, Europe and other countries.
ISBN 978-1-349-45403-7 ISBN 978-1-137-30299-1 (eBook)
DOI 10.1057/9781137302991
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10 9 8 7 6 5 4 3 2 1
22 21 20 19 18 17 16 15 14 13
Contents
Figures and Tables vii
Acknowledgments xi
Introduction 1
1 Organizing and the New Agile and
Virtual Firm 11
New Ways of Organizing: The Rise of
Complexity 11
The Agile and Virtual Firm 21
Case in Point: Open Business Model at
elBulli 31
2 Demographic Changes in the Workplace 35
Different Generations and Perspectives 35
The Millennial Generation: “We Are
Going to Rock the Workplace” 43
Are Generations Similar Worldwide?
India, China and the West 50
Case in Point: Frisse Blikken
(Fresh Forces), New Organizational
Paradigms for New Talent 58
3 Attracting Millennials to the Workplace 63
Building the Employee Value Proposition
(EVP) to Attract Millennials 63
New Ways of Recruiting: The Role of
Social Networks 81
vi Contents
Case in Point: “Reveal” by L’Oréal,
Attracting Millennials and Guiding
Them into the Workplace 95
4 New Learning Paradigms and the
Challenge of Developing the
Future Leaders 99
The New Paradigms of Learning 99
Developing the Next Generation of
Leaders 112
Topsy Turvy: Careers Reloaded 127
Case in Point: La Masía–Barcelona
Club – A Talent Development School
for the Future 141
5 The New Realignment Contract 145
In Search of … Agility 145
Concluding Remarks 161
Interviews 165
Notes 169
Bibliography 183
Index of Companies and Organizations 193
Subject Index 195
Figures and Tables
Figures
1.1 Business model at Wikipedia 15
1.2 Business model at Threadless.com 15
1.3 Features of an agile and virtual
organization 26
1.4 Open business model at elBulli 33
2.1 Millennials in the agile and virtual fi rm 44
2.2 Organizational scope over time and across
generations 49
3.1 Deloitte’s Leadership Academy 73
3.2 Faster, freer and further: EVP at Coty 76
3.3 Getting strategic about attracting
Millennials: Recruiting process at Sodexo 85
3.4 Finding the right set of benefi ts for each
generation 88
4.1 Learning strategy matrix 106
4.2 Learning experience for Millennials 111
4.3 Leaders of the future 114
4.4 Development activities according to their
learning and collaboration impact 119
4.5 Developing managerial and interpersonal
competencies 120
4.6 An example of a career ladder 129
4.7 An approach toward a customized portfolio
career (CPC): Richard’s case 136
viii Figures and Tables
4.8 An approach toward a CPC: Anika’s case 137
4.9 An integrated process: Developing talent
at FC Barcelona 144
5.1 7-S framework (based on Peters and
Waterman, 1982) 146
5.2 Nine elements of organizational health
(based on Keller and Price, 2011) 148
5.3 A model of organizational agility 149
5.4 Creating scenarios to anticipate the future
(based on Butterfi eld, 2006) 152
5.5 Aligning the organization and the new HR
paradigm 155
5.6 Natura’s alignment model 155
5.7 A model of change and stability for the
future organization 159
5.8 A model of organizing for the future
workplace and workforce 161
Tables
I.1 Practices, processes and organizations
(relevant examples) 5
I.2 Cases in point 7
1.1 Evolution of organizations over time and
technological revolution 18
1.2 Properties associated with agile and virtual
fi rms 27
2.1 Main features throughout different
generations 39
2.2 Inside the different generations:
The differences 40
2.3 Implications of Millennials’ characteristics 48
3.1 EVP dimensions supporting Millennials’
characteristics 75
4.1 Millennials’ characteristics and the learning
process 103
Figures and Tables ix
4.2 Future leadership competencies 116
4.3 Managerial competencies and Millennials’
characteristics 123
4.5 Millennials’ characteristics and implications
for careers and organizations 132