They face the same profoundly unsettling dilemma: neither knows what skills they need to develop for the future. Futurists and the media tell us that over 50 percent of jobs today will soon be replaced by automation and AI.
Turnover is higher than it has ever been. The percentage of the workforce that is actively disengaged has never been higher. The shelf lives of certain skills are diminishing rapidly. Longstanding industries and industry leaders are being disrupted. These staggering changes are challenging our concepts of what a career really looks like today and how we should build organizations going forward.
This is the workquake.
It's time we change the conversation. It's time to talk about how being human has never been more
critical and how we have more agency in applying our talents than at any other time in history. We
need to have more real and honest conversations about how to build a better model of the future
of work, one in which both employers and employees feel safe and energized.
COVID-19 has presented us the ideal opportunity to tackle this important challenge Workquake is an attempt to articulate a compelling vision for the future of work through a number of stories, case studies, and author Steve Cadigan's own experiences.
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About the Author
Cadigan is renowned for leading LinkedIn's first talent push and architecting its world-famous culture, now considered the gold-standard. Throughout his twenty-five-year career, he has led teams, cultures, and organizations that have been hailed as "world-class" performers by the Wall Street Journal, Fortune magazine, and more.
Steve graduated from Wesleyan University with a bachelor's in history and received a master's degree in HR and organizational development from the University of San Francisco. He lives in California with his family.
Table of Contents
Foreword Alan Webber, co-founder, Fast Company magazine 1
Part 1 Employees 21
1 Time to Be More Human 23
2 Toward a Learning Mindset 41
3 Managing Your Career in a Dynamic Way 65
Part 2 Employers 93
4 The Case for New Talent Strategies 95
5 New Talent Strategies for Today 103
6 Learning Velocity 143
7 The New Organization 159
Conclusion No Time Like the Present 187
A Note from the Author 197
About the Author 201