This is a short review of The Future Workplace Experience: 10 Rules for Mastering Disruption in Recruiting and Engaging Employees, written by Jeanne C. Meister and Kevin J. Mulcahy and narrated by Nancy Linari.
Is your company keeping up with the trends of the modern workplace? Have you found that you have been unable to retain new hires in recent years? Times are changing and so is the workforce. The benefits people seek in their careers are different than what they were even a decade ago. This book will help you assess how your company fares in the task of providing an awesome workplace experience and will open your eyes as to what it should (and should not) be doing to attract, engage, and retain good workers in the modern labor economy.
The ten rules mentioned in the subtitle are:
- Make the Workplace an Experience
- Use Space to Promote Culture
- Be an Agile Leader
- Consider Technology an Enabler and a Disrupter
- Build a Data-Driven Recruiting Ecosystem
- Embrace On-Demand Learning
- Tap the Power of Multiple Generations
- Build Gender Equality
- Plan for More Gig Economy Workers
- Be a Workplace Activist
I have personally watched — and in some cases, contributed — to the implementation of some of these ideas in real-world settings, and from what I can tell, the authors are pretty much spot-on in their recommendations. The book is packed with a ton of case studies and research findings that support not only the direction of the trends, but also the efficacy of the changes. Even though I am not a Human Resources professional, I found the proposal and discussion of these rules to be not only interesting but useful. Now some of the things that I’ve seen changing around me make much more sense. The first — and I would classify it as the most fundamental — rule about making the workplace an experience has caused me to have an entirely new outlook with regard to my own career potential and sources of motivation.
Growing up, I perceived that there were basically two roads to success: the corporate ladder and the self-made man (sorry ladies, rule #8 wasn’t in full effect back then). The former seemed like the better way to acquire wealth, but most have to settle for not finishing their careers at (or even near) the top, which always seemed a little sad to me. On the latter path, you start at the top (e.g. opening a corner grocery, like Mr. Hooper on Sesame Street), but there’s only so much monetary reward that can be gained, and of course, I eventually learned about capital and investors and such, and being either bought out or put out of business by the competition didn’t seem very satisfying either. In recent years I’ve come to realize that the legacy you leave doesn’t have to be about how much inheritance you leave for your children, or the possibility that the company may someday name a building after you, or even that the grocery store you created may eventually grow into a huge chain of stores. All things perish, and the best you can truly hope for is that you are able to inspire others. “Others” may include your children, friends, colleagues, clients — whoever gets to hear your greatest stories. And great stories are made from great experiences. Sometimes you can craft your own experiences, but the authors of this book understand that companies that are not actively trying to assist you in that endeavor don’t perform as well today and are therefore less likely to exist tomorrow.
The other rules are also important to understanding the modern American labor market and how HR must help guide companies in this realm. I find the concept of using work space to drive a culture of collaboration and creativity absolutely fascinating. So-called “gig workers” have been around for some time, but I had no idea that this arrangement had become nearly as popular as it reportedly is today. As an active member of a workplace diversity team, I am very familiar with issues surrounding age and gender gaps and how they can lead not only to ineffectivity but also discrimination. And, if not for continuous on-demand training, well, I wouldn’t be writing this book review right now. The attitude of the authors toward continuous learning is precisely what drives me to share my life learning experiences via this ‘blog.
There are two things I didn’t care for in this book and I think they are related. First, I didn’t care for the narration (I listened to the audiobook format). I looked up Nancy Linari online and discovered that she is an actress and acting teacher. I’m not familiar with her work at all, so I watched a few clips online, and I can’t count this as one of her best performances. Her delivery is a little too steady. Overall, I felt like she was just reading a script and that she wasn’t really all that interested in the material herself. The other thing I didn’t care for was the name dropping, list upon list of companies doing this or that. As I said, I’m not an HR professional, so any anecdotal value the uttering of a particular string of company names is supposed to have was completely lost on me. The inclusion of these references became annoying and the narration did little to help in this regard. Linari’s tone would change in just a certain way and I would tell myself, “oh no, not another list”.
In all, though, it was a valuable read. Part of continuous learning is recognizing when that which you have learned in the past — through either study or experience — has become outdated. It is better both psychologically and for your career to learn new things like those discussed in this book outright and to adjust than to allow yourself to become rigid and set in the old ways of doing things.