The COVID crisis has revealed how remarkably workers apply “hidden” capabilities their organizations never used before, shifting quickly to their most pivotal contributions.* What may be less obvious is how this has accelerated melting traditional jobs into fluid work. The phrase “fluid work” captures how work has melted, released from the confines of a regular → Read More: Jobs are Melting into Fluid Work
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Recent Awards
June, 2020 Herbert Heneman Jr. Career Achievement Award August, 2018 |
Should work automation replace people? This is a debate as old as the dawn of technology, famously illustrated by the Luddites who opposed automated textile manufacturing machines. As the COVID crisis accelerates work automation, crisis-driven imperatives may lead to short-term decisions, such as replacing humans with automation. Costs may go down, risk may be reduced, → Read More: Robots Don’t Get Sick The current paradox requires effectively managing the crisis, AND looking beyond today’s accomplishments to take actions now, that will sustain the vital lessons for the future. These four questions help guide the journey through the paradox, to create the most pivotal value for the future of work… Get the full article on LinkedIn Consider how much of your HR focus is on the quality of the individuals in your organization, but research suggests it may be equally or even more enlightening to understand the collective similarity–not just individual quality. Get the full post from Visier Rob Cross and I have suggested how organization social networks can be sources of strategic success, including encouraging newcomers to create “pull” toward themselves, rather than excessively “pushing” themselves on others. However, Rob, and his colleagues, Reb Rebele and Adam Grant, also warn of “collaborative overload” a particular risk for well-connected or “central” networkers. Their → Read More: Develop Your Workforce’s Political Skill to Help Them Thrive Whether you call it “gig,” “fluid” “liquid,” “agile,” or something else, an increasing proportion of work is done through engagements other than regular full-time employment. While estimates of the number of workers who fully support themselves with work outside of employment vary, the amount of work being done outside of employment (including contracting, freelancing, and → Read More: Are Freelancers Your Best Performers? Applying Organizational Network Analysis to the Gig Economy Patterns in nature are remarkable, from the smallest to the largest scale: The symmetrical pointed star shows up in starfish and segments of fruit. The same fractal patterns are seen in leaf veins, wood grains and branches of trees. Fibonacci spirals are present in the nautilus shell, cabbage tissues and in the way droplets of → Read More: Consider the Meander: How Attention to Timing Can Enhance Employee Engagement Over two decades of research, Cross and colleagues have found that 3-5% of people in a typical organization network account for 20-35% of the value-adding collaborations. Yet even sophisticated talent management systems tend to overlook about half of these central players. Among other problems, this means that the people making your most significant collaborative contributions → Read More: It’s All Connected: Unearthing The Potential in Hidden Collaborative Networks |
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