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

Description

In times of globalization, digitalization and demographic change, the COVID-19 pandemic has shown us the fragility and complexity of the world of work. It represents the peak of a process of change in the world of work in economic, social, socio-political and individual psychological terms. This book outlines how effective and future-oriented human resource management can look like in times of demographic and technological change on the one hand and the immediate and lasting effects of the coronavirus pandemic on the other hand. It provides the tools for effective human resource management, summarized in the following seven success factors: demographic-oriented recruitment, strength-oriented workforce deployment, age-appropriate HR development, new generation contract, family and gender, the vital employee, management of interests and expectations. The aim of the book is not only to provide solutions to problems caused by the changing world of work and the pandemic, but also to show how success factors can emerge from these inevitable phenomena. It will be of interest to professionals in the field of human resource management. 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