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Posted December 20, 2012
The American workforce has changed dramatically since the 1960s. Today, only 17% of households consist of a father who works and a mother who stays home, challenging the underlying assumptions behind workplace success. How can companies attract and retain an ever-shrinking pool of skilled talent just as employees are redefining what it means to fit work into life and life into work? Deloitte executive Cathleen Benko and former executive Anne Weisberg say companies must abandon the traditional notion of a corporate ladder – on which you can only go up or step off – in favor of a new metaphor, the “corporate lattice,” which views career paths across a grid – instead of a ladder – allowing for growth along varied paths. getAbstract recommends this book’s solutions to senior managers and strategists charged with attracting, retaining and advancing a highly productive workforce, to those stuck on or off the corporate ladder, and to those who guide employees through career transitions and growth.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted February 5, 2008
I strongly recommend this timely and instructive book to all those involved in developing talent in professional service firms or any business seeking to hire, retain and prepare their younger employees for leadership. Although much of the book discusses methods for retaining and promoting women, who now make up half of the graduates of our finest universities and grad schools, it also has great applicability to Gen X and Y men, many of whom would prefer to have part-time schedules and are as likely as women to work some hours from home. In place of the more widely accepted, rigid up and down, ¿all or nothing¿ ladder, the authors advocate a more flexible, option-providing lattice as a model for the workplace. Berko and Weisberg convincingly show that the lattice, or MCC, much better accommodates what they call the ¿sine curve¿ of a modern career ¿ the different periods where employees can dedicate varying amounts of time to advancing within their firms. The authors demonstrate that flexible work arrangements, such as permitting young mothers to ¿ramp up¿ after a maternity leave, are an incomplete substitute for a more comprehensive process that meets the interests of employees to modify and adjust workloads, where that work is performed and the opportunity to customize their careers to closely match their long-term objectives. Only a career-long methodology will address the overriding interests of the organization to hire and keep their best talent while providing enough flexibility, not just in dealing with maternity leave, but over a several decade career path. The book is particularly helpful because it provides the reader with a framework for implementing MCC and case studies showing how well-respected firms have successfully customized MCC to recruit and retain their highly regarded employees while broadening their leadership pool.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.