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We first heard about the book from Jeremy
Shapiro, the genius behind HodesIQ. He emailed over a copy of the Intro,
Chapter 1 and Chapter
2 (in acrobat format) with the same message we're giving you: this is, at
least, the big fad of the year. It is, quite possibly more than that. The book is the same old breathy revolution that
we've seen every couple of years on the business bestseller lists (Anyone still
remember the Leadership
Secrets of Attila the Hun?). Only this time, the author is very close. Work 2.0 suggests that the demographics we
continually rant about are in the process of creating a new employment
contract. The gist of the new contract is that employees are really
investors who need a clear picture of the return on their working capital that
you, as the employer, are going to provide. Like any good piece of revolutionary rhetoric,
the book targets executives and then socks them right in the eye (remind you of
anyone?). Claiming that the new generation of workers won't tolerate having
their time wasted, being forced to use shoddy tools, working in unheated
cubicles or performance without passion, Bill Jensen (the author) expects
companies to ask: What is the hourly/daily/weekly/monthly/quarterly/annual
return your talent gets for investing in your firm. It's a powerful question and
one good approach to the coming labor shortage. The new war for talent is a bare knuckle fight
over people's assets. It isn't going to be about a new game room or an inhouse
pizza place. It's going to be about whether or not your team is better off for
working for you...in their terms, not yours. Hourly and weekly, not annually. We wonder how new this really is and what the
fuss in the workplace is likely to be this year. In any company we've worked in
or led, autonomy is a function of trust and competence. The high value workers
have always had the independence to organize their work so that their return was
maximized. A significant portion of workers chose not to do this, preferring to
maximize external activities by investing no more than necessary. Like many in
our business, Jensen broad brushes all workers into a single category and then
sets about fixing things. We've always run our operations on the
assumption that the best workers require independence and autonomy.
Periodically, it feels like the opposite of a good retention strategy. It's a tough work environment and not for every company. We expect performance,
innovation, struggle and commitment. We give opportunity, independence, freedom,
great wages and autonomy. It's not everyone's idea of a great compensation
package but, we prefer workers who behave like owners. We don't even vaguely
believe that this is an environment for 'most'. Risk based compensation assumes
the sharing of risk. It's the rare employee who believes that sharing on that
level is appropriate. The great ones earn their living in performance
environments already. While Jensen makes a compelling case, he leaves little
insight into the management of the other 90%. We are definitely not arguing the Work
2.0 is not a useful read. It is provocative and important. We believe it
will have a potent and lasting impact on the workplace. We're simply suggesting
that it presents a panacea and we've never seen one that worked. Your really smart workers and your really smart
prospects are going to begin to demand more tangible returns on their investment
in your operation. As you try to explain to hiring managers why this is
happening, have a copy of Work
2.0 with you. Make them read it. Warn them that a big change is coming and
show them the book as evidence.
- John
Sumser
The 21st Century Advertising Agency
Email Colleen Gildea for your copy in PDF Format.
View Table of Contents at http://www.interbiznet.com/briefs/.
Order Today. Only $24.95.
Copyright © 2012 interbiznet. All Rights Reserved.
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