Workforce of One: Revolutionizing Talent Management Through Customization
Companies have excelled by treating customers as "markets of one"-offering them personalized buying experiences. But in managing talent, most firms still use one-size-fits-all HR practices. With today's diverse workforces, this approach is preventing organizations from attracting, retaining, and leveraging top talent.
In Workforce of One, Susan Cantrell and David Smith show how exceptional companies are tailoring work experiences to employees' talents and interests-customizing job duties, training, recognition, and even compensation, work schedules, and performance appraisals. Their reward? Lower turnover, greater productivity, improved profit margins.
The authors present four customization strategies:
-Segmenting your workforce; for example, by life stage and learning style
-Defining broad and simple rules, such as evaluating work by outcomes, not time invested, or hiring for potential in addition to specific skills
-Fostering employee-defined personalization, whereby employees define their own people practices (e.g., using peer-to-peer technologies to learn from one another)
Drawing on extensive proprietary research, the authors explain how to combine aspects of all four strategies to address your organization's unique needs.
Improving workforce performance through customized work experiences is the holy grail of the HR function. This book shows you how the workforce-of-one approach positions your company to win-while transforming your HR team into a strategic powerhouse.
A results-driven, high-impact approach to talent management
By Robert Morris - June 14, 2010
During exit interviews of highly-valued employees who have accepted a position elsewhere, the most common reasons they cite for leaving include not feeling appreciated and not receiving the support they need to perform well. According to Susan M. Cantrell and David Smith, the single most important factor contributing to superior business results is how supported employees feel and that is determined by their organization's people practices. "Our guiding question then became, what [begin italics] would [end italics] help employees feel more supported by their organization's people practices and enable a consequent improvement in business results?" After extensive research, "we surmised that the single biggest improvement organizations could make would be to become directly relevant to employees' unique needs and circumstances...hence the `workforce of one' was born."
The exemplary companies that Cantrell and Smith discuss include Best Buy, Microsoft, Accenture, Procter &... read more
Analytical look at customizing personnel policies to serve a diverse workforce
By Rolf Dobelli "getAbstract" - June 21, 2011
If your company follows cookie-cutter HR policies, then you're not getting the most from your employees. Talent management experts Susan M. Cantrell and David Smith make a convincing case for customizing your company's people policies. Because your employees have different jobs, work styles, needs and aspirations, rigid, top-down management makes little sense - even if, yes, you lose some control. Cantrell and Smith offer four "workforce of one approaches," explain how to implement each one and provide case studies of companies that have pioneered these strategies. Although at times repetitive, the book's analyses, quizzes and checklists serve as helpful tools in determining which approach - or combination of approaches - is right for your company. getAbstract recommends the book's main message to corporate leaders and human resources professionals: Companies that use customized personnel practices will have a more engaged, productive, satisfied workforce, because one size no longer... read more
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