Professional Documents
Culture Documents
Susan M. Cantrell
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The power of customization
Products and Marketing Customer Web 2.0 Supply Medicine Education
Services Service Chain
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Instead of treating a
workforce as a single
monolithic entity….
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Why not treat each and
every employee as a
“workforce of one”?
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The case of Helen and Jill
Same:
• Nationality
• Gender
• Job Titles
• Performance
Yet Different:
• Goals
• Learning Styles
• Work Styles
• Job Activities
• Career Plans
• Skills
• Motivations
• Needs
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But customization isn’t just good for
individuals – it’s good for organizations too
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Business benefits can be achieved through
customization for both customers and employees
My benefits 54%
My compensation 59%
My incentives 73%
My learning 70%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
My benefits 84%
My compensation 73%
My incentives 83%
My learning 73%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
strongly agree agree neither agree nor disagree disagree strongly disagree
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Catalysts for customization
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But how can we practically customize without
devolving into chaos?
Board
EXPERIENCIED HIRES
Premier
Executives
TALENT MAP
Other
Executives
STANDARD
PROGRESS
LOW PERFORMERS
HIGH POTENTIALS
Branch
Managers
NEW HIRES
Admin /
Sales
Personality
Learning or thinking style, Relationship
or networking style, Strengths
Motivations
Health
Mental health, Physical health
Values and behavior
Engagement, Meaning and value of work,
Most likely to leave, Mobility
Intended hires
As a segment by itself, By any segmentation
scheme described above
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Approach #2:
Offer modular choices
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Approach #3:
Define broad and simple rules
Broad
rule
Narrow
rule
Performance appraisals
Cascade your performance goals Pay based on contribution
Hiring
as determined by colleagues’ ranking
Hire the whole person
Compensation
Use broadband pay schemes or broadly
define pay by contribution to the business
Career development
Broadly define career trajectories and
base promotions on contribution
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Approach #4:
Foster employee-defined personalization
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“We do what works for us;
the same customization
approach probably won’t work
for everyone.”
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Each workforce of one customization
approach varies in key areas
Ability Resources
Degree of to cope Perceived required
customization Control with change fairness (HR/Employees)
Segmentation
More/Less
Modular choices
More/Less
Broad and
simple rules Less/More
Employee-
defined Less/More
personalization
Customization
approach
Segmentation
Modular choices
Broad and
simple rules
Employee-defined
personalization
Low High
Fairness Privacy
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An analytic capability is needed
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A look at the future of workforce of one
• Trends will grow stronger,
pushing more organizations
toward customization
• Customization will become easier
to manage and implement
• Advances in customized work
experiences today will become
“hygiene factors” offered by
everyone tomorrow
• The four workforce of one
approaches won’t change,
but the customization practices
within each will
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Can you identify each individual in your workforce?
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Questions?
Learn more at
TrainingIndustry.com
Questions or Comments?
Please contact Nabeel Jaitapker: njaitapker@trainingindustry.com