In the late summer, we started exploring the new face of HR in the “New Architecture of Work” series. There are a number of driving forces moving HR into its next level
The way we work and the way we manage are both changing in front of our eyes. The only way to avoid seeing it is to squint. Here are some snapshots from the front lines.
Senior engineers and first line supervisors found themselves without a map of the new territory. All of the vectors that defined work one day were invalid the next. A trench level employee who looked like he was slacking off might actually be waiting for the machine to finish processing.
The demands of cashflow management and finance terms don’t really allow for workers to have much onboarding time. This has increased employers’ desire to have plug and play workers. Some of the skills shortage is simply a question of the company’s debt load. They can’t afford to hire someone who is ‘close enough’.
Five Links: Skills Shortage / Skills Gap If you’re following the emerging skills gap story, it has a lot of facets. Here are several. The terrain includes a consultant, an online community, college, a study and an analysis. Hays Global Skills Index 2012 The index ranks what used to be called first world countries by […]
Deloitte listed Gamification as one of its key tech trends in 2012. The talk about the anbility to solve business problems in game environments. There’s a video and a white paper. “Gamification allows for the more rapid solving of problems“.
What makes most enterprise companies successful in the 21st Century is the degree to which they can create their own walled grade (ecosystem). The more robust the internal options, the better the deal for everyone involved. But, when you go into the LinkedIn garden, all you see is LinkedIn.
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