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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010252411 | HD58.8 B464 2007 | Open Access Book | Book | Searching... |
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Summary
Summary
Far-reaching changes in attitudes and family structures have been redefining the workforce for more than two decades--yet the workplace has remained much the same. During this time, many companies have learned that personalizing the customer experience is good for business. In Mass Career Customization , the authors argue convincingly to extend this popular and profitable concept to the workplace.
This book is centered on the powerful insight that career options in today's economy need to accommodate the rising and falling phases of employee engagement as it changes over time. The remarkable process unveiled in this book offers choices involving four important dimensions of career progression: role; pace; location and schedule; and workload.
As the working population shrinks, maintaining industry advantage will depend largely on keeping employees engaged and connected. Mass career customization provides a framework for organizational adaptability that will do just that.
Author Notes
Cathleen Benko is Deloitte's Managing Principal of Talent and Lead Client Service Principal for a major technology client. She previously authored Connecting the Dots: Aligning Projects and Objectives in Unpredictable Times.
Anne Weisberg is a senior adviser to Deloitte's Women's Initiative.
Reviews 1
Choice Review
Benko and Weisberg (both, Deloitte & Touche) teach companies to tailor employees' talents, career needs, and personal circumstances to strategic plans. They discuss how a shrinking labor pool, changing family structures, emerging expectations of Generations X and Y, and increasing impact of technology are spurring the need for career customization. To accomplish this, companies and employees must adjust four dimensions of work: "pace," which involves adjusting expectations for promotions; "workload," which affects the quantity of output expected of an employee; "location/schedule," which involves options for where and when work is performed; and "role," which establishes specific work assignments. The authors describe how each dimension must be coordinated as part of an intertwined, lattice organization, and they illustrate with examples of career customization at SAS, Arnold & Porter, Ogilvy & Mather, and Deloitte & Touche. They believe flexible work arrangements such as flextime, compressed workweeks, and telecommuting are not the answer for many organizations. Joan Fitzgerald's Moving Up in the New Economy: Career Ladders for U.S. Workers (CH, Oct'06, 44-1024) provides a more academic view of adapting careers to the new economy. Summing Up: Recommended. Academic audiences, upper-division undergraduate and up, and human resource and career management practitioners. G. E. Kaupins Boise State University
Table of Contents
| Acknowledgments | p. ix |
| 1 From Ladder to Lattice | p. 1 |
| 2 The Nontraditional Is the New Traditional | p. 25 |
| 3 Why Flexible Work Arrangements Are Not the Answer | p. 57 |
| 4 Mass Career Customization: The Framework for Aligning the Workplace with the Workforce | p. 77 |
| 5 The Journey Toward a Lattice Organization | p. 109 |
| 6 Facing Forward: Sage Advice from the Front Line, to the Front Line | p. 147 |
| 7 Living in a Lattice World | p. 167 |
| Notes | p. 189 |
| Bibliography | p. 209 |
| Index | p. 219 |
| About the Authors | p. 229 |
