Mass Career Customization. Aligning the workplace with today’s nontraditional workforce. New Deloitte book addresses workforce realities
28/09/2007
In a time when you can design your Levi’s® like couture clothing, align your credit card billing cycle with your cash flow, and order M&Ms® with custom slogans and colors, it is really no surprise that today’s knowledge workers are clamoring for careers that move from one-size-fits-all to made-to-suit-me.

Far-reaching changes in attitudes and family structures have been redefining the workforce for more than two decades — yet the workplace has remained much the same. Mass Career Customization is a wake-up call to corporate America that the time is overdue for a shift in the workplace to better suit the increasingly diverse workforce.

As the working population shrinks, maintaining industry advantage depends on keeping employees engaged and connected. Mass Career Customization provides a framework for organizational adoption that will do just that.

Learn more about Mass Career Customization at www.masscareercustomization.com. This interactive site includes more in-depth information about Mass Career Customization, a detailed table of contents, book excerpts, upcoming speaking events and more.

New Deloitte book addresses workforce realities

Deloitte's Cathy Benko and Anne Weisberg explain how to align the workplace with today's non-traditional workforce.

Sweeping changes in the way we work, live and build careers are not just on the horizon, they are here and here to stay. A new book by two Deloitte executives takes a clear and cogent look at the realities of the workforce and offers a new and innovative model to meet these needs.

MASS CAREER CUSTOMIZATION: Aligning the Workplace with Today's Nontraditional Workforce, presents an elegant solution to a complex issue -- one that can no longer be classified as a women's issue, a generational difference or a heated debate about work/life balance.

"The workforce has changed, but the workplace has not," said Cathy Benko, Vice Chairman and Chief Talent Officer, Deloitte & Touche USA LLP. "Never before has the collective face of the employee changed so much in so little time. Men and women, Gen Y and Baby Boomers are all looking for alternatives to the one-size-fits all approach of the proverbial corporate ladder."

Rather than climbing the corporate ladder, authors Benko and Weisberg explain why we'll all be scaling a Corporate Lattice, providing workers upward momentum but with more and varied paths.

Said Benko: "With Mass Career Customization (MCC), we're morphing the ladder into a more fluid, adaptive model we term the Corporate Lattice. The core feature of a lattice organization is its ability to continuously match employees' needs and evolving life circumstances with the needs of the business."

The MCC framework provides a structured approach for organizations and their people to identify options, make choices, and agree on tradeoffs. MCC articulates a definite, not infinite, set of options along the four core career dimensions-Pace, Workload, Location/Schedule, and Role-as well as the tradeoffs associated with each at any point in time and over time.

Deloitte is now rolling out MCC to 20 percent of its US-based employees, and will complete the rollout in fiscal year 2009. The book details lessons learned from initial pilots conducted between 2005 and early 2007.

"People are already building lattice-like careers by moving in and out of organizations, dialling up or dialling down, but without support or structure from their employers," explained Anne Weisberg, a Director specializing in talent diversity Deloitte Services LP. "MCC is a tool for companies to win back the loyalty of their employees by acknowledging that everyone who has a career also has a life, and by helping their employees manage their career/life fit."

In this book, the authors explain how the MCC framework offers a new approach to building careers that:

-- Increases choices to help employees shape career paths that fit the various stages of their personal lives and also fit into the needs of the business

-- Makes career building a more explicitly shared responsibility between the company and the individual while improving the quality of career conversations and development.

-- Makes adaptability over time a core competency for individuals and organizations

-- Creates transparency regarding trade-offs and choices

-- Retains talent by cultivating a new sense of loyalty and connection