Customer Reviews

The 2020 Workplace: How Innovative Companies Attract, Develop, and Keep Tomorrow's Employees Today

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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," 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.

In "The 2020 Workplace", Jeanne Meister and Karie Willyerd make the point that the workplace of the future is being shaped today by Web 2.0 technologies. I, and the vast majority of Saba customers, agree! In a flat world where knowledge has become highly perishable, it is a strategic and critical imperative for organizations and employees alike to keep learning. Increasingly, learning in the workplace is expanding beyond formal and structured classes to informal learning. Winning organizations will want to nurture and harness informal learning by embracing Social Learning technologies and best practices. This book will be useful to the Chief Learning and Chief People Officers who want to drive and facilitate the development and transformation of their organizations and people.

Laurent Pacalin

SVP & GM People Learning

Saba Software

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.

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.

This is a must read for all business leaders and HR professionals. It's filled with solid research brought to life with some really compelling stories and complete with a step-by-step, practical guide to get started now to be ready for today's workforce and the future.

I liked this book very much. It has numerous examples of how CISCO, Deloitte, ZAPPOS, PWC, GE and many other new and old companies are transforming the current workplace using Social Networking sites like LinkedIn, Facebook, Twitter, Secondlife, YouTube etc., The underlying principle is that today's knowledge worker is different from yesterday's knowledge worker. And today's knowledge worker will prefer working for companiers that are open to the communication tools that she is most familiar with. So, this book is useful for HR executives and managers who need to understand the value of using the new Social Networking Technologies.

On a personal note, I understand the need to have a Social Networking footprint for personal growth. Even though I have Facebook and Twitter accounts, I have not used them much and I am planning to be more active on these sites after reading this book.

Corporate learning professionals Jeanne C. Meister and Karie Willyerd bravely predict the nature of the workplace in 2020 despite the current white-hot pace of change - or, perhaps, because of it. They base their bold prognostications on two global surveys, one asking 2,200 working professionals what they want from their employers and the other asking 300 employers how they are preparing for the future. The authors also created case studies based on more than 100 interviews with the leaders of innovative organizations, including Cisco, NASA and Deloitte. They learned how progressive firms and their human resources departments plan to recruit, develop and retain top employees. getAbstract recommends this singular glimpse into the future to professionals who manage workforces and workplaces. This faultless book's revelations are fascinating and, for older workers, utterly unnerving. (As they prepare to take the stage, Millennials will love it.) Are you audacious enough for the new world? Brace yourself.

I read "The 2020 Workplace" to help me conceptualize a thesis I will be starting on shortly. The book reveals the important generational differences that are so vital to an organization adapting to. The astounding fact that by 2020 we will have five generations in the workplace is a tell-tale sign that organizations will have to change the way they manage their employees. Each generation has a unique set of characteristics and needs - organizations often fail to recognize these nuances and treat everyone the same. This book clearly demonstrates the differences that exist between generations, what each come to expect from the workplace, and how to manage and develop talent to excel in a highly competitive and diverse world.

This book was outstanding - and, speaking from a millennial perspective it hit the target on so many frustrations I experience in the workplace (with respect to my generational needs) - read this book!

-M

Making your organization "2020 compliant" is more important than was Y2K preparedness. Ten years ago, we entered the new decade with barely a blip. In 2020, organizations will not have what it takes to survive, never mind outlast their competition, if they do not take steps now to become 2020 compliant. The 2020 Workplace, shaped by 5 generations, with different perceptions of reality, coexisting inside organizations will have to be radically changed from today. From employees' expectations and needs, to the leadership traits of the CEO, to social recruiting and learning, you MUST start now to reengineer your organization. Kudos to those companies that have already begun to prepare, and for those who have not, you better get busy!

Great book! When you read it, you will come away with a true vision of what the 2020 workplace will be like. Additionally, you will read real world examples of what outstanding companies like Best Buy, GE, Deloitte, Sun, IBM, Lockheed Martin, just to name a few are doing to become compliant, providing you ideas of what you need to do to survive into the next decade and beyond.