Comment by Gerry Crispin on November 12, 2010 at 11:51am

Nice imagery. Especially helpful with firms where a majority of employees work on projects. Consulting firms, construction firms, etc. Would you require/allow folks to limit their projects to ensure they don't do too little or too much or would you simply compensate on the value of the project and its time/resource load? If you did allow a 'job' to be some minimum project value, someone could consciously compete for fewer project,s take a pay cut but still keep working and maximize their time on family friendly issues like raising kids for a period of time. Dreams have a way of becoming reality. Somewhere it probably already is.

Comment by Jay Perreault {DCTechRecruiter} on November 12, 2010 at 12:56pm

Jessica,

So possibly employees could cross train while their head is in the clouds? I’m just kidding. I like the part of the self managing team concept. Say it isn’t so; employers could create a driven motivated internal talent pool cultivation kind of arrangement? Thanks for a nice break from Fantastic Friday!

Jay

Comment by Felipe Villasenor on November 12, 2010 at 1:25pm

You are right on target with your vision. This will happen and a few HR solution vendors are working to make this happen. However, this Gen Y vision can only be executed once Employers also have this same Gen Y vision. In the mean time, let's keep pushing this agenda with passion - it is the future, there is no doubt about it.

Comment by Jessica Nicholas on November 12, 2010 at 1:29pm

Gerry - Yes, I'd see it being like roles that are project-based (or tracking billable hours) already, but expanding that to jobs which are not traditionally project based. A utilization approach could be good way of maximizing output and reduce HR nightmares. EX: If you're hired as a full-time employee, you'd want project utilization around 40 hrs/wk. Employers could set ranges of acceptable utilization of associates (approaching 100%, of course). I think managers with advanced skills in particular areas should still manage projects and determine approximate hours/week and number of needed employees. Performance reviews would be after each project, creating regular and on-going feedback rather than the once-a-year tornado, which is usually inaccurate and poorly executed, IMHO.

Like you suggested, I think this would naturally blend work/non-work because utilization can adapt to life changes or absorb short-term adjustments. And the reward structure is limitless! Compensation or benefits rewards could be granted for employee with the highest annual utilization rate, revenue-generating projects could offer commissions/bonuses, etc. This could also create opportunities for promotion - become a project lead, manage enough projects of a certain function and become a manager.

Ahhh...the possibilities are limitless when we think about where we want to be and then build a new road to get there, instead of mumbling about how this is we've always done it and keep trudging down the same miserable path.

Thanks for the nice note, Jay! Funny how if employers let go, their employees might lift them up. Happy Friday. :-)

Comment