| |
 |
 |
| |
Wharton Executive Series 2007  | |
The New Deal At
Work:
Managing the
Market-Driven
Workforce | |
|
|
| |
|
|
| |
DPhil,
University of Oxford, 1983
BS, Cornell
University, 1978 |
Academic
Director
George W. Taylor
Professor of Management
Director, Center for
Human Resources The Wharton
School |
Research Areas
•
Human resource practices, talent and performance
management, public policy related to
employment.
• Recently named one
of the 25 most influential people in the field
of human capital by
Vault.com. | |
| |
|
| |
|
Changes in the way
international business operates, and the manner in
which companies have responded to it, have altered
the relationship between employers and employees
in important ways. The difficulty in making
long-term plans has led employers to abandon
lifetime employment models for arrangements that
offer greater flexibility. At the same time,
employees are now more willing to hop from
employer to employer, in response to the rise in
outside hiring.
How
should organizations think about talent
management in this new context- the
process of planning for human capital needs and
then responding to meet them? In particular, how
should companies think about important questions
such as planning for talent needs in an
environment where business is highly uncertain?
How should they think about the crucial "make vs.
buy" decision when it comes to filling important
jobs? And how can they make investments in
employees pay off in a context where those
investments can easily walk out the door to
another employer?
We
consider these challenges and discuss ways of
meeting them, based on examples from pioneering
companies around the globe.
|
| More details
>>
| |
Key
Take-Away
|
 |
Provide a summary and
analysis of the fundamental changes in the
relationship between employers and employees
wrought by the post-industrial
economy. |
|
Discuss how
employee job security has effectively disappeared
in the frenzy of cost-cutting and downsizing as
companies increasingly based their business
strategies and organizations on market forces.
|
|
Learn how
the new deal at work poses problems for employers,
such as to confront the thorny task of hiring and
retaining committed, skilled workers.
|
|
Solve thorny
employment situations by presenting workable
strategies (golden handcuffs policies, team
building and joint ventures, among
them). |
|
Explore how
the new deal has triggered new attitudes among
workers as well, with workers committing to an
occupation rather than to an
employer. |
|
Understand
how an unchecked mania for optimal short-term
market efficiency may shortchange questions of
fairness and social equity. |
| |
| More details
>>
| |
 |
Day 1:
Understanding the challenge of the
market-driven workforce |
 |
Day 2:
Planning for talent |
i. The drivers of
change - new ways of doing business
ii. The
finances of talent management
iii.
Understanding the next generation of
employees
iii. Recruiting employees - the
untapped source of
competitive
advantage
iv. Making selection decisions more
carefully
v. The "make vs. buy" choice
vi.
The issue of retention: Why it matters, how to
manage it |
i. Moving from
long-term plans to robust simulations
ii.
Understanding the supply chain for talent
iii.
Making development pay
iv. Crafting individual
development plans
v. Managing succession
vi. Structuring the internal market for labor
-
understanding the
options
Course Fee:
RM3,800 per
participant | | |
|
Wharton Executive
Series
KMDC, in partnership with The Wharton School,
University Of Pennsylvania, launched the first Wharton
Executive Series in Spring 2005, in Kuala Lumpur. The
uniqueness of the programs lie in addressing timely
issues and current market challenges, and it encourages
corporate leaders from different industries to apply and
experiment with innovative new approaches in order to
grow their businesses. The first three outstanding
programs were The Power of Impossible Thinking:
Implications to Marketing Innovation by Prof. Yoram
(Jerry) Wind, China Patterns of Reform: Lessons from the
Chinese Champions by Prof. Marshall W. Meyer and
Strategy Execution by Prof. Paul Tiffany.
| |
|
|
| Official
Supporter: |
 |
Official
Media: |
 | | | |
