What do you think?
Rate this book
Black Holes and White Spaces: Reimagining the Future of Work and HR with the CHREATE Project
Black Holes and White Spaces describes tools and frameworks that leaders inside and outside the HR profession can use to transform the HR profession and their organizational success. It summarizes the collective wisdom and hard work of over 70 exemplary chief HR officers and other leaders. Their Disruptively accelerate the progress of the HR profession to meet the unprecedented challenges and opportunities of the new world of work. Black Holes are things that have been talked about for years in HR, but remain stubbornly unresolved. White Spaces are things that get far too little attention from HR, but that must be addressed to have a pivotal impact on the future workplace and the success of HR and organizations. These leaders committed to a three-year collective effort dubbed CHREATE—The Global Consortium to Reimagine HR, Employment Alternatives, Talent, and the Enterprise. They recruited their colleagues and led volunteer teams that tackled the tough challenges, demonstrated how to address them, and built open-source tools and frameworks for leaders like you to use in your own organization. The project was guided by these common open source, voluntary, inclusive, messy, and agile. CHREATE focused on four key pillars of change, that organize this 1. Align HR with Value Creation for Organizations that Win 2. Shape Expectations of HR's Key Constituents 3. Rewire the Work and Tools of HR 4. Enhance the HR Talent Pipeline In this eBook, you'll find 26 essays from a wide range of CHREATE Project volunteers, people who have contributed their expertise, time, and passion to raising the bar for the HR profession. The essays not only describe the frameworks and tools to disruptively accelerate HR's progress, they often provide links to prototypes, guides and tools. Please join the movement! Use this book as your platform to disruptively accelerate HR and work in your organization.
195 pages, Kindle Edition
Published January 19, 2018
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 4 of 4 reviews
November 8, 2019
Il libro e’ il risultato di un’iniziativa molto interessante: una ventina di CHRO di alcune tra le aziende piu’ importanti al mondo, hanno creato un consorzio per “ripensare” il ruolo delle Risorse Umane e ragionare sul futuro del lavoro. Questo eBook e’ il risultato del lavoro, e spiega come utilizzare i tool che ne sono derivati. Si tratta quindi di una raccolta di articoli più’ che di un saggio omogeneo, che privilegia diversi punti di vista. Ma che sicuramente aiuta a fornire tanti spunti di riflessione.
July 19, 2018
Heavy on theory and panic and very, very light on application.
I read this on Kindle, and the first 50% of the book is thoroughly versed in a mantra ad nauseam of "the sky is falling" in the world of Human Resources. I'm so tired of that refrain. If the book were illustrated, there would be beaten dead horses on every page. The book wreaks of consultants and freelancers desperately trying to create a market for themselves.
I had this book safely in the 1-star range (and possibly ranked as the worst of 60+ books I've read so far this year) were it not for 2 chapters in the middle of the book that were very solid in application and real-world examples (thank you, Gap, Inc. and Tata Communications!) and a strong finish in the last 10% of the book. Overall, there's too many questions and potshots at the discipline of Human Resources and not enough practical examples of how the "pie in the sky" theories of proactive HR can and have actually worked successfully in the real-world of reactive HR.
The alternative employment model, in particular, that is repeatedly promoted throughout the book sounds really, really good on paper, but is really, really impractical, especially while a majority of employers still espouse to the traditional "permanent" employee relationship. And from an employee perspective, who would voluntarily and temporarily join a company for piecemeal work when similar competing employers are still offering a stable 40-hour+ week with guaranteed hours and benefits? (Especially in this age of "affordable" health care!)
The book finally came full-circle in the end and acknowledged some of the drawbacks of the employment philosophies promoted throughout this book. Ultimately, the book does well in promoting a work ethic that would be nice to rediscover among the rising generation in the workforce: Editor John Boudreau says, "We should be talking about 'good work', not about 'good jobs'. [This] doesn't diminish the value or importance of regular full-time employment, but it does place it in a context that acknowledges... a higher standard." From an employer / HR perspective, if I can find a modern-day employee with that perspective, then I will find 'good work' to keep them in the fold.
In the closing pages of the book, Anna Tavis states "the real challenge HR faces today is not of survival but one of accelerated learning. Are we learning fast enough?"
That's been my personal experience during my HR career: how my own company views the concept and necessity for HR depends on how I present myself as a professional and how I can add value to my organization. If I can do that on a consistent basis, I will have no worry of the "future" of HR. I cannot help or control how other companies view HR based on the Toby Flendersons (See "The Office") they have employed in HR roles in their respective companies. I'm my own entrepreneur. If I can provide ongoing value in the realm of HR to my company, then my company will have a completely different view of the future of HR than this book promotes.
I read this on Kindle, and the first 50% of the book is thoroughly versed in a mantra ad nauseam of "the sky is falling" in the world of Human Resources. I'm so tired of that refrain. If the book were illustrated, there would be beaten dead horses on every page. The book wreaks of consultants and freelancers desperately trying to create a market for themselves.
I had this book safely in the 1-star range (and possibly ranked as the worst of 60+ books I've read so far this year) were it not for 2 chapters in the middle of the book that were very solid in application and real-world examples (thank you, Gap, Inc. and Tata Communications!) and a strong finish in the last 10% of the book. Overall, there's too many questions and potshots at the discipline of Human Resources and not enough practical examples of how the "pie in the sky" theories of proactive HR can and have actually worked successfully in the real-world of reactive HR.
The alternative employment model, in particular, that is repeatedly promoted throughout the book sounds really, really good on paper, but is really, really impractical, especially while a majority of employers still espouse to the traditional "permanent" employee relationship. And from an employee perspective, who would voluntarily and temporarily join a company for piecemeal work when similar competing employers are still offering a stable 40-hour+ week with guaranteed hours and benefits? (Especially in this age of "affordable" health care!)
The book finally came full-circle in the end and acknowledged some of the drawbacks of the employment philosophies promoted throughout this book. Ultimately, the book does well in promoting a work ethic that would be nice to rediscover among the rising generation in the workforce: Editor John Boudreau says, "We should be talking about 'good work', not about 'good jobs'. [This] doesn't diminish the value or importance of regular full-time employment, but it does place it in a context that acknowledges... a higher standard." From an employer / HR perspective, if I can find a modern-day employee with that perspective, then I will find 'good work' to keep them in the fold.
In the closing pages of the book, Anna Tavis states "the real challenge HR faces today is not of survival but one of accelerated learning. Are we learning fast enough?"
That's been my personal experience during my HR career: how my own company views the concept and necessity for HR depends on how I present myself as a professional and how I can add value to my organization. If I can do that on a consistent basis, I will have no worry of the "future" of HR. I cannot help or control how other companies view HR based on the Toby Flendersons (See "The Office") they have employed in HR roles in their respective companies. I'm my own entrepreneur. If I can provide ongoing value in the realm of HR to my company, then my company will have a completely different view of the future of HR than this book promotes.
May 19, 2020
Future of HR
A set of articles discussing the future of HR in linger of the CHREATE project. Focusing on good work, as opposed to good jobs, holistic development and the strategic role of HR from the board on down through the organization, there’s a lot to chew on. A must read for HR professionals.
A set of articles discussing the future of HR in linger of the CHREATE project. Focusing on good work, as opposed to good jobs, holistic development and the strategic role of HR from the board on down through the organization, there’s a lot to chew on. A must read for HR professionals.
September 4, 2018
Interesting theories, but can get a bit repetitive.
Displaying 1 - 4 of 4 reviews