Mass Career Customization: Aligning the Workplace with Today's Nontraditional Workforce by Cathleen Benko, Anne Cicero Weisberg
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(Hardcover)
- Pub. Date: September 2007
- 240pp
- Sales Rank: 78,929
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Product Details
- Pub. Date: September 2007
- Publisher: Harvard Business Press
- Format: Hardcover, 240pp
- Sales Rank: 78,929
- ISBN-13: 9781422110331
- ISBN: 1422110338
Synopsis
Far-reaching changes in attitudes and family structures have been redefining the workforce for more than two decades-yet the workplace has remained much the same. During this time, many companies have learned that personalizing the customer experience is good for business. In Mass Career Customization, the authors argue convincingly to extend this popular and profitable concept to the workplace.
This book is centered on the powerful insight that career options in today's economy need to accommodate the rising and falling phases of employee engagement as it changes over time. The remarkable process unveiled in this book offers choices involving four important dimensions of career progression: role; pace; location and schedule; and workload.
As the working population shrinks, maintaining industry advantage will depend largely on keeping employees engaged and connected. Mass career customization provides a framework for organizational adaptability that will do just that
U.S. News and World Report
Mass Career Customization personalizes employees' careers to fit their lifestyles.
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Biography
Cathleen Benko is Vice Chairman and Deloitte's Chief Talent Officer. Anne Weisberg is a Director specializing in talent diversity for the Deloitte U.S. Firms.
Customer Reviews
Mass Career Customization: Aligning the Workplace with Today's Nontraditional Workforceby Anonymous
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February 05, 2008: I strongly recommend this timely and instructive book to all those involved in developing talent in professional service firms or any business seeking to hire, retain and prepare their younger employees for leadership. Although much of the book discusses methods for retaining and promoting women, who now make up half of the graduates of our finest universities and grad schools, it also has great applicability to Gen X and Y men, many of whom would prefer to have part-time schedules and are as likely as women to work some hours from home. In place of the more widely accepted, rigid up and down, ?all or nothing? ladder, the authors advocate a more flexible, option-providing lattice as a model for the workplace. Berko and Weisberg convincingly show that the lattice, or MCC, much better accommodates what they call the ?sine curve? of a modern career ? the different periods where employees can dedicate varying amounts of time to advancing within their firms. The authors demonstrate that flexible work arrangements, such as permitting young mothers to ?ramp up? after a maternity leave, are an incomplete substitute for a more comprehensive process that meets the interests of employees to modify and adjust workloads, where that work is performed and the opportunity to customize their careers to closely match their long-term objectives. Only a career-long methodology will address the overriding interests of the organization to hire and keep their best talent while providing enough flexibility, not just in dealing with maternity leave, but over a several decade career path. The book is particularly helpful because it provides the reader with a framework for implementing MCC and case studies showing how well-respected firms have successfully customized MCC to recruit and retain their highly regarded employees while broadening their leadership pool.
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