“無(wú)邊界”人才生態(tài)系統(tǒng)中的人才管理+Managing+People+in+a+“Boundary-Less”+Talent+Ecosystem

MANAGINGPEOPLEIN

A‘BOUNDARY-LESS’

TALENTECOSYSTEM

Employerstodayfaceamorecomplex,changingtalent-

managementlandscapethaneverbefore,butmostmaynot

yetknowhowtheywillmeettheirtalentgoalsinthefuture.

ProducedbyHumanResourceExecutive?andsponsoredby

Thise-bookreflectstheobservationsandthoughtsofDr.JohnBoudreau,universityprofessor,HRguruandauthor,whoseesafutureinwhichHRoperatesinaboundary-lesslandscape.Co-authorofseveralHR-relatedbooks—includingthelatest,titledLeadtheWork—Boudreauisamajorproponentoftheconceptthatthis“boundary-less”talentecosystemawaitsHRleaders.

Dr.JohnBoudreau

Inpart,thatmeansthattoday’stalentpools,mainlystockedwithfull-timeemployees,willevolvetowardmoreofawebof“workersandtheirwork,”awebthatincreasinglyaugmentstoday’snotionofemployeesandjobswithinanorganization.

ThechallengeforHRandbusinessleadersisthat,ifthey

thinkleadershipislimitedtofull-timeemployees,theymaybe

overlookingalargeproportionofthepeopleactuallydoingtheworkoftheirorganization.

Inhisresearch,Boudreau,professorandresearchdirectorattheUniversityofSouthernCalifornia’sMarshallSchoolofBusinessandCenterforEffectiveOrganizations,exploredseveralthoughtsand

observationsabout:

?HowHRmaybeoverlookingthechancetoengageandleadawholenewecosystemofpotentialworkerswhomayemergeinmanydifferentwaysandplaces.

?Howsolutionswithintheboundary-lessecosystemaregoingtospanfunctions,suchasprocurement(seenextpage).

?Howthe“carrierwave”oftoday’snewbreedofHRsystemswillimprovedecision-makingabouttalentandworkintheorganization.

?Howevidencesuggeststhat,intherightconditions,contingentworkerscanbemotivatedandengaged,sometimesmorethantheregularfull-timeemployeeswithwhomtheywork.

SOLVINGTALENT

PROBLEMS

REQUIRESNEWTHINKING

Tomorrow’sworkplacewillbemorethanjustanarrayofemployeesandjobs;itisbeingtransformedinanecosystem–a“boundary-less”setofworkersandwork,notthetypicaljobsandemployeeswithinanorganizationtoday.

Thechallengeforleadersisthis:Itisnotenoughmerelytobe

goodleadersfortheiremployees,becausetheymaybemissingacriticalproportionofthepeoplewhoarereallydoingthework.Theyhavethechancetoengageandleadawholeecosystemofpotentialworkerswhomaycometotheminmanydifferentways.

AlignTalentAcquisitionStrategy

toBusinessNeed

EmployerBranding

SourcingStrategies

CandidateExperience

PerformanceAnalytics

AlignBudget

toBusinessRequirements

CostEfficiencies

VendorManagement

TechnicalProcurement

MarketResearch

ThePowerofIntegratingHRandProcurement

HR:TalentManagementProcurement:StrategicSourcing

TotalWorkforceManagement

Copyright?2016JohnW.Bourdreau<john.boudreau@>.Allrightsreserved.

DEFININGTHE

‘BOUNDARY-LESS’

ECOSYSTEM

Solutionstotheboundary-lesstalentecosystemaregoingtospanfunctions.Themostobviousspanningofafunctionwouldinvolvesomethinglikeprocurement,whichisfrequentlymanagingthe

workthatisnotdonebyregularfull-timeemployees—contingentworkers,contractors,temporaryworkers,etc.

?Thoseworkersareoftenflowingthroughprocurementunder

somesortofaprocurement-basedcontract,suchasastatementofwork.

?HR,thefunction,andprocurement,thefunction,willneedtocollaboratebecausetheyneedatotalviewoftheworkforcethatneitheronecancompletebyitself.Theideaistheentireorganizationaccessesthesamedata,whilesimultaneouslylayeringrelevantinformationtogetheranddeliveringinsight.

?Totrulyoptimizethevalueoftheseworkarrangementsforthe

organization,HRwillwanttobeabletoseetheentiretalent

universeinordertocommunicate,accessvaluableskillsets,andengageallworkersinorganizationcultureandstrategy.

KEY

CONSIDERATIONS

Thefunction-spanningaspectofaboundary-lesstalentecosystemgoestothefundamentalideaabouthowHRapproachesitswork.Theworkwillneedtobemoreinclusivewhenitcomestoother

functionsanddisciplines.HRinthefuturewillseekexpertiseandframeworkswhenthey’rehelpfultogettingtheworkdoneright.

Thisalsohassignificantimplicationsforthenatureofanalytics,becauseitsuggestsafutureanalyticssystemthatrepresents

talentplanningandsourcinglikea“supplychain,”withsourcesoftalentfrommanymoreoutlets.

Whenleadersencounterafuturesurplusoftalent,peoplecanbeoffereda“tourofduty”elsewherewiththeexpectationthattalentwillreturnin,say,twoorthreeyears.

HOWHRWILLBE

AFFECTED

Thetechnologysystemsneededtomanagethisnewboundary-lesstalentecosystemmightbecalledthe“carrierwave.”

Examplesincludecomparingtalentsystemstothefinancial-analysissystemorthefinancial-reportingsysteminan

organization.Financialsystemshavelongreflectedconcepts,suchasreturnoninvestment,thatquantifyvalue.

Thoseoutcomesareembeddedinthefinancialsystem,and

leadersreallycan’tgettheirfinancialworkdoneunlesstheyusethoseideastoanalyzethevalueofaninvestment.Inthesame

way,HRplatformsandsystems—suchasthoseofWorkday—maywellbecomethe“carrierwave”thatHRusestohelpleadersthinkmoreclearlyaboutthistalentecosystem,whiledeliveringvalue.

A‘CARRIERWAVE’

ISREQUIRED

Future“carrier-wave”systemswillrepresentworkinawaythatgoesbeyondjustthenumberofemployeesandjobs;theywill

representallworkandworkoptions.Leaderswouldengage

thesystemwithworktobedone,andthesystem—notjust

thetechnicalsystem,buttheblendoftechnologyandpeople

embeddedwithinit—wouldrespondandsay,“Let’sanalyzetheworkyou’vedescribed,andletmeofferyouasetofoptionsandsomeideasabouthowtooptimizeit.”

Manyofthoseoptionswouldnotbelimitedtoregularfull-timeemployment,asit’sdefinedtoday.

Assignment

Deconstruct,Disperse,Detach

Organization

Permeate,Interlink,Collaborate,Flex

Reward

Shorten,Individualize,Imagine

LeadtheWorkandtheFutureofHR

Copyright?2016JohnW.Bourdreau<john.boudreau@>.Allrightsreserved.

TAKINGWORK

BEYOND

EMPLOYEE,JOBRAWDATA

SiemensUSAandTheWaltDisneyCo.haveadecade-longhistoryofworkingtogetheronpriorprojects,includingthemonorailand

animatronics.DisneyworkswithSiemensbecausethelatterbringsstate-of-the-artideasandacommitmenttoqualityandinnovation,whichisalsoaDisneyfocus.

Siemens,forexample,rebrandedtheSpaceshipEarthexhibitinsidethegeodesicdomeatDisney’sEpcotpark,amongothercollaborations.

DISNEY,SIEMENS:PARTNERSIN

INNOVATION

Inaprimeexampleofaboundary-lessecosystem,Siemensbuiltahearingaidforchildrenbutneededtomarketit.Siemenswantedtousethebestpeopleitcouldfindtotellagreatstoryaboutitshearingaidsochildrenandtheirparentswouldbecaptivatedby

theideaofahearingaidmadejustforkids.

Siemenscouldhaveusedthetypicalemploymentmodelbyturningtoitsownmarketingdepartment,butwhileexcellent,Siemens’

marketersmightnotbetheverybesttalenttotellacompellingstorytochildrenandfamiliesaboutthehearingaid.

Siemensalsocouldtrytorecruitnewemployeestojoinits

marketinggroup,butthebestcandidatesmightchooseoffersfromDisney,ratherthanSiemens.Intheend,Siemensconceiveda

novelsolutionandreachedouttoitscollaborativepartner,Disney,to“borrow”Disney’screative-marketingtalenttotellthestoryofitshearingaid.

APROTOTYPEOF

THEBOUNDARY-

LESSECOSYSTEM

SiemensandDisneycametoanagreementandDisneycreated

aspecialstory,alongwithaDisney-themedhearingaidbox/caseandcomicbook.Totellthestory,arabbitiscounseledbyDisneycharactersaboutwhyhearingdifferentlyisn’tnecessarilybad,andhowthisnewhearingaidcanhelp.Thedisplayindoctors’officesalsofocusedontheDisney-themedhearingaid.

Siemens“deconstructed”thejobofmarketingthehearing

aid.RatherthanforcingitintothejobdescriptionofaSiemensmarketer,thecompanywassmartenoughtopullapartthatjobdescription,withtheonepivotalelementbeingtheabilitytotellstoriestochildren.Thecompanyrealizedthatsuchapivotal

elementcouldbestbedoneby“borrowing”Disneystorytellers.

TheDisneyKit

TheDisneyKitforyoungerchildrenincludesacuddlyMickeyMouse?andstorybook.

ReadingandplayingwithMickeyhelps

youngerkidsgainconfidenceintheir

hearingaids.Andtokeeptheirhearingaidsinpeakcondition,thekitalsoprovidesallthemaintenanceessentialsparentsneed,likeabatterytester,dryingset,listening

stethosetandacleaningtool.

Copyright?2016JohnW.Bourdreau<john.boudreau@>.Allrightsreserved.

THEPROJECT

FLOURISHED

WITHINTHE

BOUNDARY-LESS

MODEL

Ononesideoftheworkcontinuumwouldbeaveryrigid

organizationboundary:Ifyou’rein,you’reinandifyou’reout,you’reout.Workandworkersdon’ttypicallyflowacrossthatboundary,

butleaderscouldallowittobemore“permeable.”

Theyalsocoulddecidehowtheymightlinkwithoutside

organizationsorcollaboratewiththem.Initscase,Siemenshadto“putapipe”throughitsorganization’sboundaryandneeded

tohavethatpipeconnectDisney.ThepipeneededtobesecureenoughtoletafewDisneyemployeesandSiemensemployeesmovebetweeneachorganization—inamiddlegroundwithstrongprotectionsaboutintellectualproperty,forexample.

FLEXIBILITY

COMESWHEN

BOUNDARIESGO

Apartfromtraditionalpay,benefitsandincentives,thereare

rewardsthathavelittletodowithmoney…suchasreputation,

gloryandsenseofpurpose.SiemensandDisneyleadersrealizedthatDisneyemployeesmightnotgetmanyopportunitiestohelp

childrenhearbetter,sothechancetohelpSiemenstellitshearing-aidstorymightprovidethatsenseofpurpose.

Muchlikeopeningacombinationlock,thistypeofjourneyisaboutfine-tuningafewdialstotherightspotstofindthebestwaytogetitdonewiththebestpossibleoutcome.Examplequestionsare:

“Howmuchshouldwedeconstructthework?”“Howpermeableshouldwemaketheorganizationboundary?”and“Howcreativelyshouldweimaginetherewards?”

THEREWARDSARENOTJUST

MONETARY

Whenmoreoftheworkisbeingdonebycontingentworkers,itmakessensetoconsiderwhetherHRandorganizationleadersareengagingthoseworkers.Evidencesuggeststhatcontingentworkerscansometimesactuallybemoremotivatedandmore

engagedthanregular,full-timeemployees.Havingpsychologicalandsocialconnections,andasenseofcontinuity,contributestohigherengagementforcontingentworkers.

HRshouldconsiderhowthecombinationoftrendssuchasthe

boundary-lesstalentecosystem,emergingnewwaysofworking,plusthepowerofHRsystemsandanalyticsasacarrier-wavecanhelpleadersthinkdifferentlyandmakebetterdecisionsabout

talent.

HRalsoshouldconsidermeasuringitscontingent-workforce

engagementwiththesamerigorandtransparencyforleadersasitdoeswiththeengagementofitsregularworkforce.Forexample,HRprocessessuchasonboardingandlearningcanhelpspread

theorganizationalculturetocontingentworkers.Further,offeringtheseworkerswaystocontributecontentcanhelpmakethemfeelmoreapartoftheteam.

CONTINGENT

WORKERSNEEDTOBEENGAGED

TOO

MuchliketheDisney-Siemensexample,inanidealworld,ifa

businessleaderhasaproblemfindingworkersbutisnotsure

aboutwhy,asmartHRsystemcouldtaketheworkapart;i.e.,

deconstructit.ThentheHRsystemcouldanswerquestions

suchashowmanypeopleareneededtosolveitandhowthose

peopleshouldbestberewarded.Also,howtheycreatejobprofilescouldhelpbuildthefoundationfortheabilitytodeconstruct

work.Further,theabilitytoeasilyidentifyskills/competenciesofindividualsgivesthemthepowertoinserttherighttalentintoaspecificjob.

Afrequentquestion:Canthecompanyreleaseitsholdonthe

intellectualpropertyenoughforapartner-basedorothercontingentworksolution?Inmanycases,organizationleadersandtheirtalentsystemspresumethatonlyfull-timeemploymentcanprotectIP,

butthereareanincreasingnumberofsituationsinwhichthebestansweristonotuseregularfull-timeemploymentandenterthe

boundary-lesstalentecosysteminstead.ThegeneralcounselsofsuchorganizationsarecraftinginnovativewaystoprotectIPthatdonotrequirefull-timeemploymentagreements.

DECONSTRUCTINGWORKCANLEAD

TOSUCCESS

Democratizationofwork—Amorehighlydemocratizedfutureis

characterizedbythesenew“employment”relationships,whichwillbeshorterindurationandmorebalancedintermsofcompany

andindividual.Thiswillfea