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