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by David Creelman, Ravin Jesuthasan, John W. Boudreau
Lead the Work: Navigating a World Beyond Employment
Title Page
Copyright
Dedication
Foreword
Acknowledgments
Part One: The Background
Chapter 1: Leading Work—Not Managing Employees
Work: Escaping Traditional Regular Full-Time Employment
Work Is Leaving Organizations
Talent Platforms Optimize Freelancing
Seeing a Pattern in the Pieces
Notes
Chapter 2: Free Agent World
Why Employment Evolved, and What's Evolving Next
Problems in Job Land
The Less “Regular” Full-Time Job
The Starbucks Office and the Social Acceptability of Free Agency
From Free Agent Nation to Free Agent World
The Implications of Free Agent World
The Remaining Barriers to World Domination
Notes
Chapter 3: Outsourcing and Alliances
The Rise of Outsourcing
The Rise of Alliances
Notes
Chapter 4: The Talent Platforms
Upwork
Tongal
Topcoder
The Less “Regular” Full-Time Job
MTurk
Notes
Part Two: The Model
Chapter 5: Leading the Work Beyond Employment: A Decision Framework
How the Framework Deciphers the Work beyond Employment: The Case of Upwork
Chapter 6: How IBM Leads the Work
IBM's Open Talent Marketplace
The Assignment Agency: Optimizing Work in a Single Unit
The Lesson of IBM
Notes
Chapter 7: The Assignment: How Much to Deconstruct, Disperse, and Detach?
How Small to Deconstruct?
How Widely to Disperse?
How Far from Employment to Detach?
Unlocking the Code: Applying the Three Dimensions of the Assignment
Conclusion
Notes
Chapter 8: The New Organization: Permeable, Interlinked, Collaborative, and Flexible
Organizational Form
How Easily to Permeate?
How Strongly to Interlink?
How Deeply to Collaborate?
How Extensively to Flex?
Making Decisions about the Organization: Permeate, Interlink, Collaborate, and Flex
PICF Pictured
How PICF Makes Leading the Work Easier
Notes
Chapter 9: The Reward: Short-Term, Individualized, and Imaginative
Navigating Rewards beyond Employment
How Short the Time Frame?
How Specifically to Individualize?
How Creatively to Imagine the Reward?
The Value of the New Rewards for Leaders, Clients, and Workers
Optimizing the Reward Dials to Lead the Work: Netflix, Foldit, and SAS
Notes
Part Three: Implications
Chapter 10: Future HR Practices in Leading the Work
HR Beyond Employment: Work Engineering
The Talent Lifecycle
Planning
Attracting/Sourcing
Selecting
Deploying and Developing
Rewarding
Separating
Leading the Work by “Rewiring” HR
Notes
Chapter 11: Future HR Outcomes in Leading the Work
Engagement and Culture
Leadership
Diversity and Inclusion
Performance
The New HR Professional: Leader, Architect, Engineer, and Orchestrator of a Boundaryless Global Workplace
Notes
Chapter 12: Governance and Stakeholders
A Perspective on the Future of Unions
Some Closing Thoughts on Governance and Stakeholders
Notes
Chapter 13: Nations, Citizens, and Children
The Bright Side of a World Beyond Employment
The Dark Side of a World Beyond Employment
Who Is Right, the Optimists or the Pessimists?
What Should We Do?
Conclusion
Notes
About the Authors
Index
End User License Agreement
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Prev
Previous Chapter
Cover
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Next Chapter
Praise for Lead the Work
Table of Contents
Title Page
Copyright
Dedication
Foreword
Acknowledgments
Part One: The Background
Chapter 1: Leading Work—Not Managing Employees
Work: Escaping Traditional Regular Full-Time Employment
Work Is Leaving Organizations
Talent Platforms Optimize Freelancing
Seeing a Pattern in the Pieces
Notes
Chapter 2: Free Agent World
Why Employment Evolved, and What's Evolving Next
Problems in Job Land
The Less “Regular” Full-Time Job
The Starbucks Office and the Social Acceptability of Free Agency
From Free Agent Nation to Free Agent World
The Implications of Free Agent World
The Remaining Barriers to World Domination
Notes
Chapter 3: Outsourcing and Alliances
The Rise of Outsourcing
The Rise of Alliances
Notes
Chapter 4: The Talent Platforms
Upwork
Tongal
Topcoder
The Less “Regular” Full-Time Job
MTurk
Notes
Part Two: The Model
Chapter 5: Leading the Work Beyond Employment: A Decision Framework
How the Framework Deciphers the Work beyond Employment: The Case of Upwork
Chapter 6: How IBM Leads the Work
IBM's Open Talent Marketplace
The Assignment Agency: Optimizing Work in a Single Unit
The Lesson of IBM
Notes
Chapter 7: The Assignment: How Much to Deconstruct, Disperse, and Detach?
How Small to Deconstruct?
How Widely to Disperse?
How Far from Employment to Detach?
Unlocking the Code: Applying the Three Dimensions of the Assignment
Conclusion
Notes
Chapter 8: The New Organization: Permeable, Interlinked, Collaborative, and Flexible
Organizational Form
How Easily to Permeate?
How Strongly to Interlink?
How Deeply to Collaborate?
How Extensively to Flex?
Making Decisions about the Organization: Permeate, Interlink, Collaborate, and Flex
PICF Pictured
How PICF Makes Leading the Work Easier
Notes
Chapter 9: The Reward: Short-Term, Individualized, and Imaginative
Navigating Rewards beyond Employment
How Short the Time Frame?
How Specifically to Individualize?
How Creatively to Imagine the Reward?
The Value of the New Rewards for Leaders, Clients, and Workers
Optimizing the Reward Dials to Lead the Work: Netflix, Foldit, and SAS
Notes
Part Three: Implications
Chapter 10: Future HR Practices in Leading the Work
HR Beyond Employment: Work Engineering
The Talent Lifecycle
Planning
Attracting/Sourcing
Selecting
Deploying and Developing
Rewarding
Separating
Leading the Work by “Rewiring” HR
Notes
Chapter 11: Future HR Outcomes in Leading the Work
Engagement and Culture
Leadership
Diversity and Inclusion
Performance
The New HR Professional: Leader, Architect, Engineer, and Orchestrator of a Boundaryless Global Workplace
Notes
Chapter 12: Governance and Stakeholders
A Perspective on the Future of Unions
Some Closing Thoughts on Governance and Stakeholders
Notes
Chapter 13: Nations, Citizens, and Children
The Bright Side of a World Beyond Employment
The Dark Side of a World Beyond Employment
Who Is Right, the Optimists or the Pessimists?
What Should We Do?
Conclusion
Notes
About the Authors
Index
End User License Agreement
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Guide
Cover
Table of Contents
Foreword
Part One: The Background
Begin Reading
List of Illustrations
Chapter 1: Leading Work—Not Managing Employees
Figure 1.1 The Casual Look: United States, Percentage of Employed
Figure 1.2 Alternative Models For Leading the Work
Chapter 2: Free Agent World
Figure 2.1 Increasing Payroll and Benefits Costs
Chapter 5: Leading the Work Beyond Employment: A Decision Framework
Figure 5.1 “Lead the Work” Map
Figure 5.2 Unlocking the “Lead the Work” Code
Chapter 6: How IBM Leads the Work
Figure 6.1 Unlocking the “Lead the Work” Code (Reprise)
Figure 6.2 IBM's Open Talent Marketplace Process
Chapter 8: The New Organization: Permeable, Interlinked, Collaborative, and Flexible
Figure 8.1 PICF in Pictures
Figure 8.2 Organization Chart Including External Relationships
Figure 8.3 An Interlinked and Collaborative Value Chain
Chapter 9: The Reward: Short-Term, Individualized, and Imaginative
Figure 9.1 Traditional Individualization Is Optimum
Figure 9.2 Individualizing for Top Performers Is Not Optimal
Figure 9.3 Value of Higher Performance Is Much More Than the Value of Moderate Performance
Chapter 10: Future HR Practices in Leading the Work
Figure 10.1 HR and the Lead the Work Framework
Chapter 11: Future HR Outcomes in Leading the Work
Figure 11.1 HR and the Lead the Work Framework
Chapter 12: Governance and Stakeholders
Figure 12.1 Longer Exchanges Have Greater Impact
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