From well-respected human resources and corporate training experts Jeanne C. Meister and Karie Willyerd, a must-read guide to the innovative strategies that the best companies are using to create a workplace that the best talent chooses—both today and in 2020. In The 2020 Workplace, Meister and Willyerd offer a battle plan to start winning tomorrow’s employees today.
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Review
“Provocative” (—Inc.)
“Anyone interested in building a workplace comfortable to the upcoming connected and techie generation should find ideas worth exploring here. Highly recommended.” (—Library Journal (starred review))
“This book includes key information that all learning professionals need to create a successful talent management strategy and leverage the benefits of social media in the workplace...[C]omprehensive and forward-thinking.” (—Training and Development)
“Meister and Willyerd offer thoughtful tips, the latest in corporate training, and advice for negotiating this new workforce.” (—Publishers Weekly)
“Provocative and entertaining.” (—Miami Herald)
“In their visionary and pragmatic book, Jeanne C. Meister and Karie Willyerd equip you with the tools you need to attract the best people and help them do their best work. The battle for talent is more intense than ever; Meister and Willyerd show you how to win.” (—William C. Taylor; Founding Editor, Fast Company; Coauthor, Mavericks at Work)
“How you behave will matter more than what you sell in the future, and your reputation will drive your success. If you expect to maximize employee productivity and have a strong enterprise in 2020, Jeanne C. Meister and Karie Willyerd’s book is a must read.” (—Rob Quish, CEO JWT INSIDE and COO JWT North America)
Jeanne C. Meister and Karie Willyerd are on their game in The 2020 Workplace. With their workforce and talent insights, as well as their pragmatic approach to getting started, they’ve created a North Star for organizations to use on their journey to winning better talent today. (—David Smith, managing director. Accenture; coauthor, Workforce of One)
“Finally the imperatives for change are laid out in one spot, and a pragmatic roadmap for success is outlined. If you are dedicated to building healthy, productive next-generation organizations, you must read this amazing book.” (—Susan Burnett, Senior Vice President, Talent and Organization Development, Yahoo!)
In The 2020 Workplace, Jeanne C. Meister and Karie Willyerd share impressive research findings, tell compelling stories, and offer thought-provoking ideas that will become the basis for preparing to live in a global, technological, changing, and connected future. (—Dave Ulrich; Professor, Ross School of Business, University of Michigan; Partner, The RBL Group)
“Meister and Willyerd have blazed a trail with The 2020 Workplace. With key insights on how to manage tomorrow’s workforce—one that is beginning to show up to work today—this book is a must read for all in our profession!” (—Matthew Peters, Chief Learning Officer, Defense Intelligence Agency)
“The workplace is evolving faster than ever before, reinventing everything from how employees connect with an organization to how they learn, leverage information, and lead. Managers, don’t miss this opportunity to get a jumpstart the 2020 workforce before it’s too late. ” (—Lynne C. Lancaster, co-author of The M-Factor: How the Millennial Generation is Rocking the Workplace)
“The 2020 Workplace is a thought-provoking guide to the emerging workplace trends and how they will shape business in the future.” (—Peter Cappelli, George W. Taylor Professor of Management and Professor of Education, The Wharton School of the University of Pennsylvania)
“The 2020 Workplace provides tremendous insights, not only into the emerging workforce, but also into the changes that enterprises will have to make to effectively recruit, develop, and retain what will become increasingly scarce human resources.” (—Dr. Stanton D. Sloane, President and CEO, SRA International)
What a fresh and forward-looking read. Jeanne C. Meister and Karie Willyerd have tackled recruitment, motivation, learning, and leadership in the new and evolving ‘connected world,’ and they have offered best practices and their own thoughtful approaches for companies and leaders to consider. (—John W. Gill, Vice President, Human Resources, Rolls-Royce Energy Systems) --This text refers to the Hardcover edition.
“Anyone interested in building a workplace comfortable to the upcoming connected and techie generation should find ideas worth exploring here. Highly recommended.” (—Library Journal (starred review))
“This book includes key information that all learning professionals need to create a successful talent management strategy and leverage the benefits of social media in the workplace...[C]omprehensive and forward-thinking.” (—Training and Development)
“Meister and Willyerd offer thoughtful tips, the latest in corporate training, and advice for negotiating this new workforce.” (—Publishers Weekly)
“Provocative and entertaining.” (—Miami Herald)
“In their visionary and pragmatic book, Jeanne C. Meister and Karie Willyerd equip you with the tools you need to attract the best people and help them do their best work. The battle for talent is more intense than ever; Meister and Willyerd show you how to win.” (—William C. Taylor; Founding Editor, Fast Company; Coauthor, Mavericks at Work)
“How you behave will matter more than what you sell in the future, and your reputation will drive your success. If you expect to maximize employee productivity and have a strong enterprise in 2020, Jeanne C. Meister and Karie Willyerd’s book is a must read.” (—Rob Quish, CEO JWT INSIDE and COO JWT North America)
Jeanne C. Meister and Karie Willyerd are on their game in The 2020 Workplace. With their workforce and talent insights, as well as their pragmatic approach to getting started, they’ve created a North Star for organizations to use on their journey to winning better talent today. (—David Smith, managing director. Accenture; coauthor, Workforce of One)
“Finally the imperatives for change are laid out in one spot, and a pragmatic roadmap for success is outlined. If you are dedicated to building healthy, productive next-generation organizations, you must read this amazing book.” (—Susan Burnett, Senior Vice President, Talent and Organization Development, Yahoo!)
In The 2020 Workplace, Jeanne C. Meister and Karie Willyerd share impressive research findings, tell compelling stories, and offer thought-provoking ideas that will become the basis for preparing to live in a global, technological, changing, and connected future. (—Dave Ulrich; Professor, Ross School of Business, University of Michigan; Partner, The RBL Group)
“Meister and Willyerd have blazed a trail with The 2020 Workplace. With key insights on how to manage tomorrow’s workforce—one that is beginning to show up to work today—this book is a must read for all in our profession!” (—Matthew Peters, Chief Learning Officer, Defense Intelligence Agency)
“The workplace is evolving faster than ever before, reinventing everything from how employees connect with an organization to how they learn, leverage information, and lead. Managers, don’t miss this opportunity to get a jumpstart the 2020 workforce before it’s too late. ” (—Lynne C. Lancaster, co-author of The M-Factor: How the Millennial Generation is Rocking the Workplace)
“The 2020 Workplace is a thought-provoking guide to the emerging workplace trends and how they will shape business in the future.” (—Peter Cappelli, George W. Taylor Professor of Management and Professor of Education, The Wharton School of the University of Pennsylvania)
“The 2020 Workplace provides tremendous insights, not only into the emerging workforce, but also into the changes that enterprises will have to make to effectively recruit, develop, and retain what will become increasingly scarce human resources.” (—Dr. Stanton D. Sloane, President and CEO, SRA International)
What a fresh and forward-looking read. Jeanne C. Meister and Karie Willyerd have tackled recruitment, motivation, learning, and leadership in the new and evolving ‘connected world,’ and they have offered best practices and their own thoughtful approaches for companies and leaders to consider. (—John W. Gill, Vice President, Human Resources, Rolls-Royce Energy Systems) --This text refers to the Hardcover edition.
From the Back Cover
What companies need to know—and do—to win and hold on to tomorrow's best employees
The workplace of the future is being shaped today by Web 2.0—a collection of breakthrough social media technologies—and by the Millennial Generation, people born between 1977 and 1997. The convergence of these emerging workplace trends has created a generation of hyperconnected workers who are placing increased pressure on employers to overhaul their approach to talent management. In The 2020 Workplace, human resources experts Jeanne C. Meister and Karie Willyerd offer a practical game plan companies can use to attract and keep these employees, and, in doing so, transform their organizations; achieve compelling business results, such as increased innovation and improved customer connectedness; and compete more effectively in the global marketplace.
Based on key findings from two surveys of global professionals, as well as case studies from organizations such as Deloitte, Cisco, Bell Canada, JetBlue, Nokia, and NASA, this book shows how the social technologies that are used outside the company in marketing to connect with customers can be adapted for use inside the company to connect with employees. Meister and Willyerd bolster their thought-provoking research with real-world examples of these practices in action, including a YouTube new-hire orientation contest, the use of Twitter for sourcing job candidates, and a video game for new hires. With twenty predictions for the 2020 workplace and a glossary for those who have never texted, posted to Facebook, or Tweeted, this book is a must-read guide to what companies should do—and are already doing—to create tomorrow's workplace of choice.
--This text refers to the Hardcover edition.Customer Reviews
Most helpful customer reviews
1 of 1 people found the following review helpful
5.0 out of 5 stars
How and why the HR function has become so much more important than many (most?) C-level executives now realize
Oct 17 2011
Format:Hardcover
The reference to "HR function" refers to anyone and anything involved in the process of developing people as a valuable asset. Apparently many (if not most) C-level executives in many (if not most) organizations still don't "get it" because, as recent and vast research by firms such as Gallup and TowersWatson clearly indicates, fewer than 30% (on average) of employees in a U.S. workplace are positively and productively engaged. As for the other more than 70%, they are either mailing it in or doing whatever they can to undermine their organization's best interests. Is it any wonder, then, that many (if not most) of these companies also have serious problems attracting and then retaining the people they need.
Fortunately, several excellent books have been recently published that can offer specific information, insights, and advice that can help C-level executives to respond effectively to these and other HR disfunctions. Jeanne Meister and Karie Willyerd co-authored The 2020 Workplace and it is one of the best. More about that book in a moment. First, however, I want to discuss, briefly a key insight that Fred Reichheld offers in his last two books. The "ultimate question" to which their title refers is "On a zero-to-ten scale, how likely is it that you would recommend us (or this product/service/brand) to a family member, friend or colleague?" As Reichheld explains, the phrasing of that question is "a shorthand wording of a more basic question, which is, [begin italics] Have we treated you right, in a manner that is worthy of your loyalty? [end italics]"
Rephrase that ultimate question and you have another of great importance: "On a zero-to-ten scale, how likely is it that you would recommend working for our company to a family member, friend or colleague?" The shorthand wording of a more basic question would be, "Have we treated you right, in a manner that is worthy of your loyalty?" Although Meister and Willyerd focus on ten forces shaping the future workplace during the next ten years, presumably they agree with me if business leaders do not "attract, develop, and keep tomorrow's employees today," their company won't have a workforce to manage in 2020.
Amidst the wealth of information, insights, and counsel that Meister and Willyerd provide in abundance, I was especially appreciative of these:
o A "Summary" section at the conclusion of Chapters 1-7
o "Ten Forces Shaping the Future Workplace Now"
o Brief but insightful introductions to five generations (i.e. Traditionalists, Boomers, X, Millennials, and 2020)
o "Principles of 2020 Engagement"
o "The [Five] Stages of Über-Connection"
o "The Social Learning Ecosystem"
o "The 2020 Leader"
o "Twenty Predictions for the 2020 Workplace"
I commend Meister and Willyerd on their provision and discussion of dozens of exemplar organizations (e.g. Cisco Systems, GE, Zappos, Burson-Marsteller, Pricewaterhouse Coopers re accelerated leadership development); hundreds of real-world situations that create a context and frame of reference for the explanation of core concepts, principles, and values; and the aforementioned "Summary" sections that conclude the first seven chapters.
The ten forces they discuss are now driving the changes already underway that will redefine the workplace less than a decade from now, a workplace that will itself require redefined leadership, followership, and relationships between and among everyone involved.
Fortunately, several excellent books have been recently published that can offer specific information, insights, and advice that can help C-level executives to respond effectively to these and other HR disfunctions. Jeanne Meister and Karie Willyerd co-authored The 2020 Workplace and it is one of the best. More about that book in a moment. First, however, I want to discuss, briefly a key insight that Fred Reichheld offers in his last two books. The "ultimate question" to which their title refers is "On a zero-to-ten scale, how likely is it that you would recommend us (or this product/service/brand) to a family member, friend or colleague?" As Reichheld explains, the phrasing of that question is "a shorthand wording of a more basic question, which is, [begin italics] Have we treated you right, in a manner that is worthy of your loyalty? [end italics]"
Rephrase that ultimate question and you have another of great importance: "On a zero-to-ten scale, how likely is it that you would recommend working for our company to a family member, friend or colleague?" The shorthand wording of a more basic question would be, "Have we treated you right, in a manner that is worthy of your loyalty?" Although Meister and Willyerd focus on ten forces shaping the future workplace during the next ten years, presumably they agree with me if business leaders do not "attract, develop, and keep tomorrow's employees today," their company won't have a workforce to manage in 2020.
Amidst the wealth of information, insights, and counsel that Meister and Willyerd provide in abundance, I was especially appreciative of these:
o A "Summary" section at the conclusion of Chapters 1-7
o "Ten Forces Shaping the Future Workplace Now"
o Brief but insightful introductions to five generations (i.e. Traditionalists, Boomers, X, Millennials, and 2020)
o "Principles of 2020 Engagement"
o "The [Five] Stages of Über-Connection"
o "The Social Learning Ecosystem"
o "The 2020 Leader"
o "Twenty Predictions for the 2020 Workplace"
I commend Meister and Willyerd on their provision and discussion of dozens of exemplar organizations (e.g. Cisco Systems, GE, Zappos, Burson-Marsteller, Pricewaterhouse Coopers re accelerated leadership development); hundreds of real-world situations that create a context and frame of reference for the explanation of core concepts, principles, and values; and the aforementioned "Summary" sections that conclude the first seven chapters.
The ten forces they discuss are now driving the changes already underway that will redefine the workplace less than a decade from now, a workplace that will itself require redefined leadership, followership, and relationships between and among everyone involved.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
4.4 out of 5 stars
17 reviews
16 of 16 people found the following review helpful
5.0 out of 5 stars
It's always been about talent- now its about getting talent in a changing world
May 19 2010
By Lawrence Peters
- Published on Amazon.com
Format:Hardcover
Every graduate course I teach begins with an outward look at the changes in the business environment over the past 2-3 decades. It helps students understand the need for change, for responsiveness and adaptiveness, and for leadership. It also frames everything I want to say about creating sustainable effective organizations. Meister and Willyerd's book, The 2020 Workplace, reminds us that part of the changes in the world around us includes the workforce itself, and that we need to consider those changes as we attempt to adapt and adjust our businesses to the dynamics of the business environment.
The 2020 Workplace begins by setting the stage for why the future workplace is going to be different. Advances in social technologies, shifts in demographics, and a global business environment will all affect the workplace of the future. The Millennial generation is a particular focus, since it is expected to be nearly 50% of the workforce in just four years.
In Part II, Meister and Willyerd showcase HR and Learning practices companies are using now to address those shifts. Examples include Deloitte's use of a video contest to help recruiting, internal social networks for collaborative communication at Cerner, several examples of mentoring and microfeedback, and leadership development at Cisco. Part III includes 20 predictions for 2020, such as electing your own leader, and concludes with advice on how to prepare for 2020.
In addition to substantial references to existing material, the authors conducted their own study of over 2200 employees around the world, and their research is presented in an accessible and engaging manner. Their extensive interviews with the featured companies make the book highly practical, and you are sure to get some ideas for use in your own company. The "52 Stories" example from Qualcomm is one that any company could use to help new employees understand and adapt to their culture.
Finally, the glossary is particularly helpful for readers who may not know terms or web resources like crowdsourcing, tagging, and Delicious. Overall, this is a practical and helpful book for HR practitioners who want to prepare their organizations to be ready for tomorrow.
The 2020 Workplace begins by setting the stage for why the future workplace is going to be different. Advances in social technologies, shifts in demographics, and a global business environment will all affect the workplace of the future. The Millennial generation is a particular focus, since it is expected to be nearly 50% of the workforce in just four years.
In Part II, Meister and Willyerd showcase HR and Learning practices companies are using now to address those shifts. Examples include Deloitte's use of a video contest to help recruiting, internal social networks for collaborative communication at Cerner, several examples of mentoring and microfeedback, and leadership development at Cisco. Part III includes 20 predictions for 2020, such as electing your own leader, and concludes with advice on how to prepare for 2020.
In addition to substantial references to existing material, the authors conducted their own study of over 2200 employees around the world, and their research is presented in an accessible and engaging manner. Their extensive interviews with the featured companies make the book highly practical, and you are sure to get some ideas for use in your own company. The "52 Stories" example from Qualcomm is one that any company could use to help new employees understand and adapt to their culture.
Finally, the glossary is particularly helpful for readers who may not know terms or web resources like crowdsourcing, tagging, and Delicious. Overall, this is a practical and helpful book for HR practitioners who want to prepare their organizations to be ready for tomorrow.
8 of 8 people found the following review helpful
5.0 out of 5 stars
Forecasting Tomorrow's Workforce: Interesting Perspective
May 17 2010
By Brandon Carson
- Published on Amazon.com
Format:Hardcover|Amazon Verified Purchase
"The 2020 Workplace," written by Jeanne Meister and Karie Willyerd, explores the lightning-fast changes occurring in the workplace now and over the next ten years. The book forecasts what managers, leaders, and executives need to know to ensure their business is ready for these changes. Meister and Willyerd skillfully present fascinating stories that provide examples of how people across generations and geographies are using technology, such as the social web, to get their work done. New ideas about management, collaboration, communication, and fostering creativity are presented with practical tips and tricks on how to evolve your organization to be prepared for tomorrow's talent today.
I particularly like how the book offers compelling research and data, but is not seeped in theory alone -- the authors offer suggestions and nice end-of-chapter summaries that are pragmatic and applicable to anyone in HR or management.
Recommendation: Buy it and read it. You may or may not agree with all of their forecasts, but at least you will know what you are facing when recruiting and retaining a diverse workforce.
Especially a good read for HR managers, leadership and development people, and executives.
I particularly like how the book offers compelling research and data, but is not seeped in theory alone -- the authors offer suggestions and nice end-of-chapter summaries that are pragmatic and applicable to anyone in HR or management.
Recommendation: Buy it and read it. You may or may not agree with all of their forecasts, but at least you will know what you are facing when recruiting and retaining a diverse workforce.
Especially a good read for HR managers, leadership and development people, and executives.
6 of 6 people found the following review helpful
4.0 out of 5 stars
What does the future really look like?
Feb 13 2011
By K. A. Allbright
- Published on Amazon.com
Format:Hardcover
Written by Jeanne C. Meister and Karie Willyerd (2010), "The 2020 Workplace" is a message about generational diversity and gaining competitive advantage through talent management and leadership. Outlining ten forces shaping the future workplace now, Meister and Willyerd (2010) suggest the future of work can be defined as an "office everywhere" where "team members live halfway around the world "(p. 15).
Rich with statistical data and analyses, the information provided bolsters Meister's and Willyerd's (2010) position. Suggesting the work climate has and will continue to change; they mention the specifics of where and how one works will no longer matter provided results are delivered. Central to their argument is that of shifting demographics resulting in a "significant number of workers over 40 comprising the work force", "more women entering and staying in the work force" and "Latinos composition is expected to double to 30% of the US population by 2050" (Meister & Willyerd, 2010, p. 16).
Meister and Willyerd (2010), initially discuss a new type of worker necessary to compete in the future suggesting a "rise in a new segment of workers requiring "tacit skills such as problem solving, judgment, listening, data analysis, relationship building, and collaborating and communication with co-workers" will be needed (p. 20); however, much of their discussion is centered on the Millennial generation. Although an outcry of the "Knowledge Economy", what begins as a conversation about a new breed of employee quickly becomes focused on the generations and the Millennials. While aspects of the ten forces speak to the youngest generation in the workplace - the Millennials - it is as if to say this is the only generation that really matters.
The strength of the book is the research conducted. Sampling working professionals from a range of industries from "admin services to education, financial services, the government, health care, high tech and telecommunications, manufacturing, professional services, and retail", the "Generations@Work - Global Survey - polled more than 2200 members of four generations currently in workforce" (Meister & Willyerd, 2010, p. 60). Key findings suggest there are very defined differences such as those of Boomers and Generation X who seek to balance work with home life; whereas, Millennials integrate work into their personal life (coined "weisure" time) (Meister & Willyerd, 2010, p. 60). While Generational surveys and studies delineate differences, many also point out similarities that exist as a part of the human condition. Meister and Willyerd (2010), suggest that at the core of all member's wishes are those to be "valued, empowered, and engaged at work" (p. 63).
Highly prescriptive the book offers advice and examples of other organizations efforts to help their employees understand generational differences (e.g. L'Oreal's "Valorize Generational Differences" which "showcases the values, myths, and paradoxes of each generation" (Meister & Willyerd, 2010, p. 65). Although Meister & Willyerd (2010), suggest "Thriving in the 2020 workplace will require organizations to understand the various need, expectations, and values of the generations" (p. 67); the lack of individualism somewhat diminishes the message. Highly impersonal the authors discuss strategies for recruiting in the context of beginning recruiting efforts in middle school and high school. Is this cause for parental concern?
Written under the auspice of the workplace in the future as a whole, more disappointing was the discussion around Generational diversity in the first few chapters but seemed to lack the inclusivity of the other generations. Although lacking in some areas, overall the book was highly informative and the sources seemed to be well documented.
The book is a great read and causes one to reflect on not only the challenges but huge technological gains that have been realized in the last thirty years. While a growing area of interest, the reader is of the opinion that social networking has validated the concept of freedom of speech. Meister's and Willyerd's (2010) research serves as a reminder that while it would seem that one can say what they want, organizations would be wise to develop Human Resource strategies and policies reflective of the knowledge economy.
Rich with statistical data and analyses, the information provided bolsters Meister's and Willyerd's (2010) position. Suggesting the work climate has and will continue to change; they mention the specifics of where and how one works will no longer matter provided results are delivered. Central to their argument is that of shifting demographics resulting in a "significant number of workers over 40 comprising the work force", "more women entering and staying in the work force" and "Latinos composition is expected to double to 30% of the US population by 2050" (Meister & Willyerd, 2010, p. 16).
Meister and Willyerd (2010), initially discuss a new type of worker necessary to compete in the future suggesting a "rise in a new segment of workers requiring "tacit skills such as problem solving, judgment, listening, data analysis, relationship building, and collaborating and communication with co-workers" will be needed (p. 20); however, much of their discussion is centered on the Millennial generation. Although an outcry of the "Knowledge Economy", what begins as a conversation about a new breed of employee quickly becomes focused on the generations and the Millennials. While aspects of the ten forces speak to the youngest generation in the workplace - the Millennials - it is as if to say this is the only generation that really matters.
The strength of the book is the research conducted. Sampling working professionals from a range of industries from "admin services to education, financial services, the government, health care, high tech and telecommunications, manufacturing, professional services, and retail", the "Generations@Work - Global Survey - polled more than 2200 members of four generations currently in workforce" (Meister & Willyerd, 2010, p. 60). Key findings suggest there are very defined differences such as those of Boomers and Generation X who seek to balance work with home life; whereas, Millennials integrate work into their personal life (coined "weisure" time) (Meister & Willyerd, 2010, p. 60). While Generational surveys and studies delineate differences, many also point out similarities that exist as a part of the human condition. Meister and Willyerd (2010), suggest that at the core of all member's wishes are those to be "valued, empowered, and engaged at work" (p. 63).
Highly prescriptive the book offers advice and examples of other organizations efforts to help their employees understand generational differences (e.g. L'Oreal's "Valorize Generational Differences" which "showcases the values, myths, and paradoxes of each generation" (Meister & Willyerd, 2010, p. 65). Although Meister & Willyerd (2010), suggest "Thriving in the 2020 workplace will require organizations to understand the various need, expectations, and values of the generations" (p. 67); the lack of individualism somewhat diminishes the message. Highly impersonal the authors discuss strategies for recruiting in the context of beginning recruiting efforts in middle school and high school. Is this cause for parental concern?
Written under the auspice of the workplace in the future as a whole, more disappointing was the discussion around Generational diversity in the first few chapters but seemed to lack the inclusivity of the other generations. Although lacking in some areas, overall the book was highly informative and the sources seemed to be well documented.
The book is a great read and causes one to reflect on not only the challenges but huge technological gains that have been realized in the last thirty years. While a growing area of interest, the reader is of the opinion that social networking has validated the concept of freedom of speech. Meister's and Willyerd's (2010) research serves as a reminder that while it would seem that one can say what they want, organizations would be wise to develop Human Resource strategies and policies reflective of the knowledge economy.
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