{"product_id":"a-managers-guide-to-the-new-world-of-work-isbn-9780262539449","title":"A Manager's Guide to the New World of Work","description":"\u003cb\u003eInsights from organizations that are navigating the novel challenges of the digital workplace.\u003c\/b\u003e\u003cp\u003eHow can technology and analytics help companies manage people? Why do teams working remotely still need leaders? When should organizations use digital assessment tools for gauging talent and potential? This book from MIT Sloan Management Review answers questions managers are only beginning to ask, presenting insights and stories from organizations navigating the novel challenges of the digital workplace. \u003c\/p\u003e\u003cp\u003eExperts from business and academia describe what's worked, what's failed, and what they've learned in the new world of work. They look at strategies that organizations use to help managers and employees adapt to the fast-changing digital environment, from the benefits of wool-gathering to the use of anonymous chats; examine digital tools for collaboration, including interactive spreadsheets and analytics that increase transparency; and discuss such “big-picture” trends as expanded notions of value and new frontiers in upskilling. A detailed case study, produced by \u003ci\u003eMIT Sloan Management Review\u003c\/i\u003e in collaboration with McKinsey \u0026amp; Company, explores how IBM reimagined talent and performance management with the goal of increasing employee engagement.\u003c\/p\u003e\u003cp\u003e\u003cb\u003eContributors\u003c\/b\u003e\u003c\/p\u003e\u003cp\u003eSteve Berez, Ethan Bernstein, Josh Bersin, Matthew Bidwell, Ryan Bonnici, Tomas Chamorro-Premuzic, Rob Cross, Chris DeBrusk, Federica De Stefano, Thomas H. Davenport, Angela Duckworth, Ken Favaro, Lynda Gratton, Peter Gray, Lindred Greer, John Hagel III, Manish Jhunjhunwala, David Kiron, Frieda Klotz,, David Lazer, Massimo Magni, Likoebe Maruping, Kelly Monahan, Will Poindexter, Reb Rebele, Adam Roseman, Michael Schrage, Jeff Schwartz, Jesse Shore, Brian SolisBarbara Spindel, Anna A. Tavis, Adam Waytz,, David Waller, Maggie Wooll\u003c\/p\u003eIntroduction: Managing Today for the Future\u003cbr\u003eI: Managing People\u003cbr\u003e1 Train Your People to Think in Code, David Waller\u003cbr\u003e2 Leisure Is Our Killer App, Adam Waytz\u003cbr\u003e3 Self-Reports Spur Self-Reflection, Angela Duckworth\u003cbr\u003e4 Career Management Isn't Just the Employee's Job, Matthew Bidwell and Federica De Stefano, \u003cbr\u003e5 Can We Really Test People for Potential?, Reb Rebele\u003cbr\u003e6 Does AI-Flavored Feedback Require a Human Touch?, Michael Schrage\u003cbr\u003e7 What Managers Can Gain from Anonymous Chats, Ryan Bonnici\u003cbr\u003e8 Are Your Employees Driven to Digital Distraction?, Brian Solis\u003cbr\u003eII: Managing Teams\u003cbr\u003e9 Get Things Done with Smaller Teams, Chris DeBrusk\u003cbr\u003e10 Why Teams Still Need Leaders, Lindred Greer and Frieda Klotz\u003cbr\u003e11 Why Teams Should Record Individual Expectations, Ken Favaro and Manish Jhunjhunwala\u003cbr\u003e12 Collaborate Smarter, Not Harder, Rob Cross, Thomas H. Davenport, and Peter Gray\u003cbr\u003e13 Improve the Rhythm of Your Collaboration, Ethan Bernstein, Jesse Shore, and David Lazer\u003cbr\u003eIII: Managing Organizations\u003cbr\u003e14 Reframing the Future of Work, Jeff Schwartz, John Hagel III, Maggie Wooll, and Kelly Monahan\u003cbr\u003e15 It's Time to Rethink the IT Talent Model, Will Poindexter and Steve Berez\u003cbr\u003e16 New Ways to Gauge Talent and Potential, Josh Bersin and Tomas Chamorro-Premuzic\u003cbr\u003e17 New Frontiers in Re-skilling and Upskilling, Lynda Gratton\u003cbr\u003e18 How Managers Can Best Support a Gig Workforce, Adam Roseman\u003cbr\u003e19 Unleashing Innovation with Collaboration Platforms, Massimo Magni and Likoebe Maruping\u003cbr\u003eIV: Case Study\u003cbr\u003e20 Rebooting Work for a Digital Era, David Kiron and Barbara Spindel\u003cbr\u003eCommentary: HR Transformation as the Engine for Business Renewal, Anna A. TavisN\/ADigital   tools and technologies are now relentlessly and remorselessly transforming   how performance management works. Customized and continuous data-driven   feedback is becoming the new normal for enterprises worldwide. This feedback   appears both qualitatively and quantitatively superior to its performance   review precursors and should lead to better outcomes. But does AI-flavored   feedback require a human touch to measurably improve its impact? \u003cbr\u003e Organizations committed to state-of-the-art talent management are   revisiting the role managers should play in delivering, facilitating, and\/or   curating employee feedback. Are managers mainly conduits for criticism? Or do   they add meaningful value and insight? “We know that putting the manager back   in performance management is one of the keys to making it work,” said   McKinsey \u0026amp; Company partner Bryan Hancock during a recent webinar on   performance management.1 “You can create the best system in the world with   the best amount of employee involvement,” he said, “but if at key junctures,   the managers aren’t taking responsibility, it’s a problem”—especially since   Netflix, Google, Amazon, and other digital innovators have successfully   personalized sophisticated analytic assessments for their users. \u003cbr\u003e Whether or not average managers represent an organization’s best option for   constructively critiquing employees is now an open and important question.   Preliminary findings from our recent research suggest that ongoing investment   and innovation in AI capabilities will provoke conflicting answers. The   implications for legacy HR and people management are enormous. \u003cbr\u003e This research highlights how direct managerial involvement both complements   and competes with data-determined performance reviews. Increasingly,   organizations are discovering they must explicitly choose whether humans or   machines should get the last word on people’s performance. This process is as   much about cultural transformation as organizational transition. However,   productively balancing analytic insight with managerial interaction is   challenging. Who owns the feedback? \u003cbr\u003e IBM’s digital journey offers a superb case study in confronting these   performance management challenges. The company’s HR leadership, for example,   explicitly tracks managerial impact on employee engagement and outcomes.   \u003cbr\u003e “The role of the manager is incredibly important still, even in an agile   culture,” acknowledges Diane Gherson, IBM’s chief human resources officer and   senior vice president of human resources. “If there’s a manager who’s not   ‘bought in’ or not engaged, the chances of their people not being engaged is   something like three times higher. Making sure that managers fully understand   the strategy and are fully engaged really can’t be forgotten.” \u003cbr\u003e But Gherson emphasizes that her group’s intensifying commitment to AI has   dramatically changed IBM’s human capital management. “We’ve got a lot of AI   in our HR,” she notes. That investment profoundly alters how managers and   employees engage with one another. Smarter software has fundamentally   restructured IBM’s performance management economics and expectations.   Increased digitalization often disintermediates direct managerial engagement.   \u003cbr\u003e AI’s most significant influence is on productivity, says Gherson. HR has   replaced many human resources with chatbots, for example, that learn to   advise employees while generating analytics for monitoring how helpful the   advice proves to be. In other words, IBM gets feedback on feedback. \u003cbr\u003e Comparable AI systems offer decision support with actionable insights into   possible attrition and suggestions about appropriate pay levels for employees   with highly competitive skill sets. “Enabling better employee experiences” is   another AI focus, Gherson says. These systems embrace career development   advice, personalized learning programs, and Blue Matching (IBM’s proprietary   system that intelligently matches candidates to desirable job openings within   the company). \u003cbr\u003e As important as managers may be, IBM HR’s clarion message is that   digitalization must deliver smarter, better, faster, and more engaging talent   management services for less. Personalized and productive feedback can’t come   at a premium price. At the same time, most organizations authentically want   their highercost human managers engaged and involved. \u003cbr\u003e This conflicted sensibility and expectation is not unique. ADP vice   president and chief behavioral economist Jordan Birnbaum observes that   empowering managers and employees has become an important part of performance   management systems design. “When performance management is designed well,” he   says, “managers have a toolbox that helps them improve by several orders of   magnitude, leaving employees feeling empowered to succeed moving forward.”   \u003cbr\u003e The catch, he acknowledges, is that being objectively datadriven often   forces people to incorporate uncomfortable algorithmic advice. “If you’re   going to use evaluative data properly,” says Birnbaum, “then the job is to   frame that data properly, particularly if it is being used to drive future   performance. That also includes incorporating feedback not easily measurable   or captured by data, like teamwork or supportiveness. But as long as relevant   data is not easily captured, there’s a place for the human manager in the   process. Whether the human manager feels that to be the case, though, is   another story.”\u003cbr\u003e The tension becomes obvious: Is being asked—or told—to follow a   prescription that makes one measurably better a source of managerial   empowerment or disempowerment? For managers and employees alike, does it   bring about more confusion? For example, would managers have the discretion   to ignore or significantly alter their data-driven advisories? How do   conflicts between intuition and evidence get resolved? Most managers are   grateful for contextually relevant analytic advice. But advice that must be   followed is no longer advice—it’s compulsion. \u003cbr\u003e As AI and machine learning technologies improve, says Birnbaum, managerial   prescriptions become even more specific and explicit. This leads to a natural   question: At what point does it make sense—and save money—to simply bypass   the manager as a feedback delivery system and directly advise the employee?","brand":"The MIT Press","offers":[{"title":"Default Title","offer_id":46301508927717,"sku":"NP9780262539449","price":24.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780262539449.jpg?v=1767720632","url":"https:\/\/k12savings.com\/products\/a-managers-guide-to-the-new-world-of-work-isbn-9780262539449","provider":"K12savings","version":"1.0","type":"link"}