Peter Cappelli
Auteur van Why Good People Can't Get Jobs: The Skills Gap and What Companies Can Do About It
Over de Auteur
Peter Cappelli is the George W. Taylor Professor of Management at the Wharton School and director of Wharton's Center for Human Resources. He is also a research associate at the National Bureau of Economic Research in Cambridge, Massachusetts, and since 2007, is a Distinguished Scholar of the toon meer Ministry of Manpower for Singapore. Cappelli's writes a monthly column on workforce issues for Human Resource Executive Online and is a regular contributor to the Wall Street Journal and the Harvard Business Review. toon minder
Werken van Peter Cappelli
Why Good People Can't Get Jobs: The Skills Gap and What Companies Can Do About It (2012) 61 exemplaren
Will College Pay Off?: A Guide to the Most Important Financial Decision You'll Ever Make (2015) 34 exemplaren
The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face (2021) 10 exemplaren
Employment Relationships: New Models of White-Collar Work (Cambridge Companions to Management) (2008) 5 exemplaren
Our Least Important Asset: Why the Relentless Focus on Finance and Accounting is Bad for Business and Employees (2023) 2 exemplaren
Talent Management for the 21st Century 1 exemplaar
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Misschien vindt je deze ook leuk
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In a broad brush, Peter Cappelli presents a skeptical case about the long-term promise of remote work. Although he welcomes an inability to micromanage employees, he laments the loss of company culture, though without supporting data. While remote works frees up hiring to national and international forums, he worries that employees will become independent contractors. He’s not persuaded that some industries have become more productive in the pandemic.
I’ll divulge my biases: I work in IT at an academic medical center. These industries have been doing remote work for a long time. Further, I grew up watching my researcher/father work from home for decades. I studied throughout graduate school at home. Even before the pandemic, I worked 2-3 hours per day at home. Remote work was not new to me when COVID hit.
A strong case can be made that my industries of IT and biomedical research have become more productive and happier since 2020. Our local surveys certainly say such. Of course, I function in high-trust environments with a great deal of responsibility. Management can measure productive results by lines of code, downloads, publications, and funded grants. Cappelli’s skepticism seems out of place for my workplace, but it helps to understand the challenges other workplaces face.
I have two specific criticisms. First, the cited studies start in the 1990s when telework started. However, today’s technology via almost ubiquitous high-speed Internet is an entirely different animal than in the 1990s. Virtual, video, multi-site meetings are only now possible, and now the norm. Cappelli did not acknowledge the impossibility to use these technologies widely in the 1990s.
Second, he attempts to generalize across industries, and I just don’t think this is possible. Primarily, the nature of the work should drive decisions about remote work, and then maximizing benefits to employers and employees should come second. Work varies greatly from industry to industry. We should organize our hybrid approaches to advance our particular work – and ultimately, our place in the economy – most.
In 2024, it’s already clear that this book was just an opening salvo on remote work. Published far before even the end of the pandemic, it seems timed towards organizations trying to figure a way out. Detailed studies and business outcomes will eventually tell the tale much better, and subsequent books continue to plead their cases and add their nuances. This book’s central value lies in branching early research in the 1990s about remote work to pandemic-era developments. We all continue to figure out how to push our own work forward.… (meer)