Resetting Human Resource Management: Seven Essential Steps to Evolve from Crises

Foreword
Foreword
Acknowledgements
Introduction
A New Era for the World of Work
Effective Human Resource Management
The Aim of This Book
Concept and Structure
Contents
List of Figures
List of Tables
Part I: The Baseline
1: Demographic Developments and Other Social Phenomena
1.1 A Shortage of Young People
1.2 We Are Getting Older and Older
1.3 We Like to Keep to Ourselves
1.4 Other Demographic and Social Trends
1.4.1 While the World Population Is Growing, Europe´s Population Is Shrinking
1.4.2 New Family Models
1.4.3 The Single Society
1.4.4 Depopulation of Peripheral Areas
1.4.5 Life and Career Paths Are Changing
1.4.6 Gender Equality
1.5 The Coronavirus Pandemic
1.6 Demographic and Social Developments at a Glance
References
2: Impact on the Labor Market
2.1 Gainful Activity
2.1.1 Fewer and Fewer People Are Economically Active
2.1.2 Older Workers
2.1.3 The Multicultural Workforce
2.2 The Shortage of Highly Skilled Workers and Executives
2.2.1 The Gripes of Entrepreneurs vs. Labor Market Research
2.2.2 Study Rather than Work?
2.2.3 The STEM Professions
2.2.4 No Desire for Leadership Responsibilities
2.3 Qualifications
2.3.1 Education and Training
2.3.2 Internal Education and Training
2.3.3 The Qualifications of Immigrants
2.4 Skills Mismatch
2.4.1 Technological Progress and Adverse Demographic Trends
2.4.2 High Turnover and High Costs
2.4.3 Migration and Mismatch
2.5 Industry 4.0
2.5.1 Increased Productivity
2.5.2 The Impact on the World of Work
2.6 Digital Transformation: The Solution or the Problem?
2.6.1 Will Digital Transformation Cause Mass Unemployment?
2.6.2 Opportunities Created by Digital Transformation
2.6.3 The Verdict: There Will Be Winners and Losers
2.6.4 Digital Transformation and COVID-19
2.7 A Shift in the Balance of Power
2.7.1 From Baby Boomers to Generation Z
2.7.2 From an Employer Market to a Candidate-Driven Market
2.7.3 More and Higher Expectations
2.8 The Labor Market of the Future
2.8.1 COVID-19 and Working World 4.0 or Short-Term Shocks and Long-Term Trends
2.8.2 A Hybrid Workforce in a Hybrid World of Work
2.8.3 Emerging and Declining Skills
2.8.4 Emerging and Declining Jobs
2.8.5 Conclusion
References
Part II: Routes to Effective Human Resource Management
3: Demography-Oriented Recruitment
3.1 Age Is Relative
3.1.1 We Are Aging More Slowly
3.1.2 Too Old for What?
3.1.3 A Physical State or a Process We Can Influence?
3.1.4 A Multitude of Complex Processes
3.2 Resisting the Obsession with Youth
3.2.1 Fighting a Battle That Is Already Lost
3.2.2 The Dilemma
3.2.3 The Impact of Economic Growth on Human Resources
3.3 The ``New´´ High Potentials
3.3.1 How to Identify ``High Potentials´´
3.3.2 The Sobering Reality
3.3.3 High Performing Teams
3.4 A Demography-Oriented Catalog of Requirements
3.5 HR Marketing
3.5.1 Turning an Attractive Work Environment into a Brand
3.5.2 External HR Marketing
3.5.3 Internal HR Marketing
3.5.4 Employer Branding: Methods and Channels
3.6 Diversity as an Employer Value Proposition
3.6.1 Incorporating Workplace Diversity into Company Strategy
3.6.2 Diversity and Inclusion Tools
3.7 Conclusion: Success Factor #1: Demography-Oriented Inclusive Recruitment
References
4: Strength-Based Deployment
4.1 Delivering on a Promise
4.2 A Competency Model Instead of a Deficit Model
4.3 Strength-Based Deployment
4.3.1 Workforce Productivity
4.3.2 The Dynamism of Youth
4.3.3 With Age Comes Experience
4.3.4 The Strength of Diverse Teams
4.4 Work Organization That Is Age-Appropriate and Aging-Appropriate
4.4.1 Workspace Design
4.4.2 The Right-Smart-Place to Work
4.4.3 Working Hours
4.4.4 Work Content
4.5 The Deployment Process
4.6 Conclusion: Success Factor #2: Strength-Based Deployment
References
5: Age- and Aging-Appropriate Development
5.1 The Revival of Staff Development
5.2 Maintaining People´s Employability
5.2.1 Work Ability Index (WAI)
5.2.2 The Work Ability House
5.3 Competency Management
5.4 A Question of Age (or Not)?
5.4.1 Immediate Action: Age-Appropriate Staff Development
5.4.2 The Long View: Aging-Appropriate Development
5.4.3 The Question of Return on Investment
5.5 Life-Phase-Oriented Staff Development
5.5.1 Personal Development Planning
5.5.2 The Perfect Career Wave: Not Ladder!
5.6 Demography-Oriented Organizational Development
5.6.1 Knowledge Transfer
5.6.2 Succession Planning
5.7 Conclusion: Success Factor #3: Age- and Aging-Appropriate Development
References
6: A New Generational Contract
6.1 The Concept of Generation
6.2 The Contract
6.3 The Struggle for Scarce Resources
6.3.1 Old Versus Young
6.3.2 Generational Equity
6.3.3 The Family Model: Lessons We Can Learn
6.4 Five Generations in the Workplace
6.4.1 Traditionalists (Born Between 1929 and 1945)
6.4.2 Baby Boomers (Born Between 1945 and 1964)
6.4.3 Generation X (Born Between 1965 and 1979)
6.4.4 Generation Y (Born Between 1980 and 1995)
6.4.5 Generation Z (Born After 1996)
6.4.6 The Generations at a Glance
6.5 COVID-19 and Intergenerational Differences
6.6 Managing Generational Diversity in Your Company
6.6.1 Generational Conflicts
6.6.2 Generational Diversity Management
6.7 Conclusion: Success Factor #4: Generational Diversity and Inclusion
References
7: Gender Equality and Family
7.1 The Erosion and the Revival of the Family
7.1.1 ``Family´´ Can Mean Many Things
7.1.2 The New ``Families´´
7.2 The Reconciliation of Family and Career Relies on a New Division of Roles
7.2.1 Family in a Triangle of Tension Between Work, Society, and the Individual
7.2.2 The Business Benefits of Family Support
7.3 Gender Equality and Inclusion at Work: Recognizing the Needs of Women
7.4 How Companies Can Support the Family (and Women) in the Workplace
7.5 Conclusion: Success Factor #5: Gender Equality and Family-Friendliness
References
8: Employee Vitality
8.1 Our Changing Concept of Health
8.1.1 The Shift from Not Ill to Vitality
8.1.2 Three Levels of Vitality
8.2 Mental Health
8.2.1 Burnout: Fad Diagnosis, Genuine Medical Condition, or Societal Failure?
8.2.2 How the World of Work Has Changed
8.2.3 Stress Despite or Because of COVID-19?
8.2.4 Resilience: The Magic Ingredient
8.3 The Company´s Role in Employee Vitality
8.3.1 Promoting Vitality Consciousness
8.3.2 Staff Development Tools
8.3.3 Adopting a ``Feel-Good´´ or ``Well-Being´´ Management Style
8.4 Conclusion: Success Factor #6: Vitality
References
9: Managing Interests and Expectations
9.1 Expectations: The Big Dilemma
9.2 What Makes a Job Attractive?
9.2.1 What Employees Want
9.2.2 Values
9.2.3 The Attractive Employer
9.2.4 A Survey of Job Expectations
9.3 How the Pandemic Has Affected Expectations
9.3.1 Employee-Centered Company Culture and Well-Being
9.3.2 The Role of Leaders
9.4 The Diverse Nature of Personal Interests
9.4.1 Type One: The Perfectionist Reformer
9.4.2 Type Two: The Affectionate Helper
9.4.3 Type Three: The Competitive Doer
9.4.4 Type Four: The Sensitive Artist
9.4.5 Type Five: The Objective Observer
9.4.6 Type Six: The Loyal Skeptic
9.4.7 Type Seven: The Talented Optimist
9.4.8 Type Eight: The Power-Oriented Leader
9.4.9 Type Nine: The Peaceful Mediator
9.4.10 More than Just Nine Pigeon Holes
9.5 Negotiating Interests and Expectations
9.5.1 Issue-Based Versus Interest-Based Negotiations
9.5.2 The Psychological Employment Contract
9.5.3 How Line Managers Can Manage Expectations
9.5.4 How HR Managers Can Manage Expectations
9.6 Conclusion: Success Factor #7: Managing Interests and Expectations
References
Part III: Summary and Outlook
10: Summary and Outlook
10.1 The New Reality of Our Working World
10.1.1 From Employer to Candidate-Driven Market
10.1.2 Meeting the Expectations of Employees and Managing Well-Being
10.1.3 Employer Branding
10.1.4 Technologization, Digitalization, and Skills Mismatch
10.1.5 The COVID-19 Pandemic
10.2 Future-Oriented Human Resource Management