The revised and expanded edition of The Big Book of HR was published last month. Some of you are probably thinking, “Are you nuts to have taken on this endeavor?” Yes, no, not really!
Anyone who manages people in today’s challenging world knows that it hasn’t gotten easier – just more complicated, and, for that matter, more interesting. We revised The Big Book of HR to reflect some of the new realities leaders and managers face. The following is just a sample of some of the things that have changed.
Workplace Flexibility: The prevalence of flexible work arrangements – flextime, telework, shift flexibility – continues with the types of programs offered varying to meet the needs of the individual organizations. We explore these along with the more innovative approaches to flexibility and work-life integration that are occurring at companies such as The Virgin Group (unlimited vacation) and Netflix (unlimited parental leave and full pay in the first year after the birth or adoption of a child).
Performance Management: Performance appraisals are being scrutinized as some organizations move to abandon traditional performance appraisals in favor of more flexible approaches. We look at the traditional approach as well as the emerging trends and discuss differences and similarities.
Incentive Compensation: Start-up firms in the technology sector, which are nimble and flexible, are disrupting many established practices. Taking their lead, employers are turning to variable pay, a type of incentive compensation, to reward employees as salary budgets continue to be relatively flat and low, and to attract and retain younger workers. We explore the pros and cons of these approaches and how they affect different segments of the workforce.
Technology: Even on the people side, the use of technology has revolutionized how we lead and manage our businesses. It’s impacted how recruiting is done, how training and development programs are delivered in a geographically dispersed workforce, and how meetings and communications are conducted. We explore the challenges and opportunities for managing people in a world so influenced by technology.
People Analytics: Google has been a leader in the area of using data to make good decisions on issues relating to their employees. With technology enabling us to make better decisions based on information rather than what feels like the “right thing to do,” we discuss how good data – which is readily available – is being used.
The Gig Economy: More individuals are working as independent contractors, freelancers, or temporary workers. Whether it’s by choice or necessity, the trend is growing. This is disrupting the existing social contract with workers that was designed for an industrial workforce. We look at the interesting suggestions being made at changing that contract and the way people are paid and receive benefits.
Barbara Mitchell & Cornelia Gamlem
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