Talent Management - September 2008 - (Page 37)

its real estate footprint. In addition, job sharing may allow individuals to develop extra skill sets. A leading U.S. ﬁnancial services company pioneered a model of conﬁguring its ofﬁce space differently to take advantage of these concepts. Rather than permanently assigned cubicles or ofﬁces, it provides desks, workstations and conference rooms that are shared by everyone. The company operates successfully with about 1,000 employees in a building that would only house 300 in permanently assigned spaces and traditional eight-hour shifts. Other companies have adopted this model, recognizing that KI workers create value by what they do, not where they do it. 7. Allow employees to work more hours. According to a 2008 study in Library Management, ﬂexible working arrangements may counter long working hours at the ofﬁce and heighten morale. For example, a single parent equipped with the proper technology may be able to work from home from 10 p.m. to midnight, giving the company an additional two hours without being at the ofﬁce. It’s an employer-of-choice practice because the company is viewed as being more responsive and accommodating to those with special needs. Flexible working arrangements don’t just beneﬁt employees and employers. They also reduce environmental impact and produce savings in infrastructure and energy for society. Telecommuting means fewer cars on the road, less urban trafﬁc congestion and less time and fuel wasted looking for a parking space. With skyrocketing fuel costs and sustainability at the forefront of public consciousness, progressive and environmentally responsible companies take advantage of wireless connectivity and other technologies that facilitate nontraditional ways of working and simultaneously aid recruiting and retention and performance management practices. Managing Performance and Communication One reason companies have not totally embraced ﬂexible working arrangements is that managing the complexities of job rotation, job sharing and telecommuting creates new burdens for HR and line managers. According to a survey of 90 U.S. employers by Hewitt Associates, a global human resources service company, “very few employers have formal and transform experience into knowledge, and knowledge into peak performance. Our executive development programs are unlike others in that they use your experiences and the experiences of others to help you sustain a new level of professional performance. We call it Leveraging the Power of Experience. Learn more about this approach and ﬁnd a program to reach your performance peak at www.ExecDev.unc.edu Open Enrollment Programs • Executive Development Institute • Negotiation Skills for Eﬀective Managers • Leadership Eﬀectiveness Workshop • The Business of Human Resources • Financial Analysis for Non-Financial Managers • Women in Business: Transitioning to Leadership (New!) • Advanced Financial Decision-Making • Driving Proﬁtable Growth with Strategic Innovation (New!) http://www.ExecDev.unc.edu http://www.ExecDev.unc.edu http://www.ExecDev.unc.edu

Table of Contents Feed for the Digital Edition of Talent Management - September 2008

Talent Management - September 2008 Editor's Letter Contents Human Performance: Stop Wasting Money on Training Leading Edge: No Whining, No Excuses Learning Connections: Do You Get It? The Untapped Resource Reinventing HR Doing Compensation Right: The Winning Spread Managing Performance in the Knowledge and Innovation Worker Age Stop-The-Clock Time Management Preparing for the Future in the Public Sector SAS: Connecting People, Process and Products Talent Transformation at Textron The Price of Finding the Right Gen Y Candidate Advertiser's Index Editorial Resources Full Potential: Do What You Love, Love What You Do

Talent Management - September 2008

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