Practices for Engaging the 21st Century Workforce Challenges of Talent Management in a Changing Workplace

ISBN-10: 0133086372

ISBN-13: 9780133086379

Edition: 2014

Authors: William G. Castellano

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Strengthen workforce and employee engagement in today’s “new normal” organizational environment! Today’s workforces, today’s companies, and today’s business environments have all changed radically: even if the economy improves, companies will stay lean, and continue to rely heavily on contingent workforces. Engagement is more crucial than ever, but old approaches to achieving it simply no longer work. In Practices for Engaging the 21st Century Workforce , Bill Castellano presents a comprehensive, innovative model of engagement that responds to today’s new realities, and helps you anticipate tomorrow’s. Drawing on 25+ years as a pioneering HR innovator, practitioner, and researcher, Castellano offers a crystal-clear definition of engagement, identifies its real drivers, and specifies achievable strategic outcomes of engagement. He presents powerful new research on how to engage today’s multidimensional and changing workforce, in an environment that’s as complex as today’s workers are. You’ll learn how to develop adaptable organizational structures and multidimensional HR management systems tailored to the needs of today’s workforces: systems that not only strengthen engagement but also deliver the business performance benefits promised by greater engagement. Throughout, Castellano supports his insights with profiles and case studies from many of the world’s leading organizations, including IBM, Ernst & Young, Google, SAS, Whole Foods, American Express, Colgate-Palmolive, and ARDEC (US Military R&D Center). An indispensable resource for every HR leader, strategist, practitioner, and student.
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Book details

List price: $49.99
Copyright year: 2014
Publisher: Pearson Education
Publication date: 9/20/2013
Binding: Hardcover
Pages: 336
Size: 6.50" wide x 9.50" long x 1.00" tall
Weight: 1.232
Language: English

The 21<sup>st</sup> Century Workforce and the New Normal
Welcome to the New Normal
Technological Trends
Increasingly Faster, Powerful, and Less Expensive Technologies
Transforming How You Live and Work
Reducing Barriers of Entry
Creating New Industries
Growing Population/Labor Force Trends
More Global Talent/Offshoring
Growing Markets
Increasing Competition
U.S. Labor Force Trends
Slowing Labor Force Growth
Workforce Education Trends
Economic Trends
Evolving Knowledge Economy
Slower Consumption
New Global Economy
Increasing Complexity
Structural Shifts
Growing Skills Gap
Slower Economic Growth
Structural Unemployment
The 21<sup>st</sup> Century Workforce
Baby Boomers
Gen X
Gen Y
Age Waves
Changing Social Norms
Transformation of Marriage and Family Life/Dual-Income Couples
Single Parents
Greater Diversity
Educational Disparities
Rise of Contract Human Capital
Outsourced/Offshore Relationships
Challenges of Talent Management in the New Normal
Uncertain HR Planning
Organizational Challenges
New Competencies
Sustainable Resources
Flatter/Boundaryless Structures
Evolving Social Contract
Changing Needs and Values of Workers
Baby Roomers
Gen X
Gen Y
Desire for Flexibility
Managing a Diverse and Global Workforce
Increasing Corporate Social Responsibility
Challenges Managing Multiple Sources of Talent
Contract Human Capital Preferences
Expanding Globally
Managing International Assignees
The Need for Engagement and Adaptability in the New Normal
The Imperative of Employee Engagement for Competitive Success in the 21<sup>st</sup> Century
What Is Engagement?
Why Is Engagement So Important?
What Is Wrong with Current Measures?
Employee Engagement Measure
Psychological State Engagement
Job Involvement
Affective Commitment
Positive Affectivity
Leveraging What We Know: An Employee Engagement Framework
HR Systems
The HR Architecture
Drivers of Engagement
Job Characteristics
Perceptions of Fairness
Psychological Conditions of Engagement
Psychological Safety
Psychological Availability
Psychological Empowerment
Psychological Contract Fulfillment
Trait Engagement
Behavioral Engagement
Strategic Outcomes
Financial Outcomes
The Increasing Need for Organizational Adaptability
Problems with Black Swans
Organizational Adaptability
Numerical Flexibility
Functional Flexibility
Contract Human Capital HR Architecture
Contract Human Capital Engagement Modes
Managing Contract Human Capital
Psychological Contract Breach
Contract Human Capital HR Configurations
High-Commitment HR System
Transactional HR Configuration
High-Involvement HR Configuration
Engaging the 21<sup>st</sup> Century Worker
Practices to Create Employee Engagement in the New Normal
Strategic Mindset
Myth 1: Improving Employee Engagement Costs Money-and the Expense Can't Be Justified
Myth 2: Employee Engagement Will Decrease in an Economic Downturn, Regardless of What We Do
Myth 3: Employee Engagement Does Not Influence Organizational Effectiveness Enough to Make It a Priority
Differentiated Engagement Strategy
Employee Engagement Toolkit
Person-Organization Fit
Performance Management and Reward Systems
Employee Involvement Program
Training and Development Programs
Mentoring Program
Career Management Program
Flexible Work Arrangements
Work-Life Programs
Innovative Time-Off Policies
Phased Retirement Programs
Wellness Programs
Financial Wellness
Diversity Programs
Corporate Social Responsibility Programs
Managing Contract Human Capital
Strategic Flexible Staffing Model
Managing and Engaging a Global Workforce
Mobilizing Talent
International Assignee Selection
Candidate Database
Cultural Agility Training
Predeparture Training/Support
International Assignee Performance Management
Conclusion: Achieving Success in the New Normal
Strategic Planning
Data Analytics
Scenario Planning
Identify Assumptions/Drivers for Change
Develop Viable Frameworks
Identify Two or Three Scenarios
Communicate the Scenarios
Identify Critical Outcomes
Monte Carlo Simulations
Organizational Culture
Developmental Cross-Cultural Experiences
Global Mentoring Programs
Buddy Programs
Global Rotational Programs
Global Project Teams
International Volunteerism Programs
Flat and Network Structures
Knowledge Sharing
Strategic HRM Competencies
Analyzing Employee Engagement Results
Failing to Separate tire Drivers, Measures, and Outcomes of Engagement
Focusing Too Much on the Number Rather Than the Usefulness of Survey Questions
Reporting Aggregate Survey Results Rather Than Differentiating Results by Positions and Employee Groups
Wanting to Benchmark Survey Results Against Other Companies Rather Than Benchmarking Against Their Own Business Strategy
Pursuing a One-Size-Fits-All Response to Survey Results Rather Than Assessing the Different Drivers of Engagement at the Individual Level
Failing to Make Valid Linkages Between Employee Survey Results and Strategic Business and Financial Outcomes
HRM Practices
Public Policies
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