Making Work Human audiobook cover - How Human-Centered Companies are Changing the Future of Work and the World

Making Work Human

How Human-Centered Companies are Changing the Future of Work and the World

Eric Mosley and Derek Irvine

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Making Work Human
Core Philosophy+
Employee Experience+
Culture of Gratitude+
Recognition & Rewards+
Performance Reviews+
Diversity & Inclusion+

Quiz — Test Your Understanding

Question 1 of 7
What does the military acronym VUCA stand for in the context of today's business market?
  • A. Versatile, unified, competitive, and agile
  • B. Volatile, uncertain, complex, and ambiguous
  • C. Valuable, unique, creative, and adaptable
  • D. Variable, urgent, corporate, and automated
Question 2 of 7
According to business experts like Gary Hamel, what structural shift must companies make to boost employee satisfaction and innovation?
  • A. Transition from flat organizations to strict hierarchies
  • B. Transition from physical offices to fully remote environments
  • C. Transition from bureaucracies to humanocracies
  • D. Transition from human-led teams to AI-driven management
Question 3 of 7
What are the three pillars of gratitude that form the foundation of Workhuman's company culture?
  • A. Thank, Talk, and Celebrate
  • B. Recognize, Reward, and Retain
  • C. Purpose, Meaning, and Profit
  • D. Trust, Autonomy, and Feedback
Question 4 of 7
Why do the authors argue that frequent micro-bonuses are more effective than large annual bonuses?
  • A. Micro-bonuses cost the company significantly less money over the fiscal year.
  • B. Employees prefer cash over non-cash rewards, regardless of the amount.
  • C. Large bonuses create unhealthy competition among team members.
  • D. The motivational boost from a bonus typically wears off after three to four weeks.
Question 5 of 7
In a human workplace, what is the recommended 'golden ratio' of positive to negative feedback during performance reviews?
  • A. Three-to-one
  • B. Five-to-one
  • C. Ten-to-one
  • D. Equal amounts of positive and negative feedback
Question 6 of 7
How should managers in a human workplace view their leadership role during performance assessments?
  • A. As commanders who strictly enforce company rules and quotas
  • B. As judges who evaluate past mistakes to prevent future errors
  • C. As coaches who help employees learn, grow, and set future goals
  • D. As peers who defer all goal-setting and decision-making to the employee
Question 7 of 7
What lesson about unconscious bias in the workplace is illustrated by the anecdote about symphonic orchestras?
  • A. Women naturally perform better than men in high-pressure environments.
  • B. Bias can be completely eliminated by implementing strict quota systems.
  • C. Subtle, often unnoticed factors like the sound of footsteps can perpetuate discrimination.
  • D. Blind auditions are ineffective because judges can still guess a candidate's background.

Making Work Human — Full Chapter Overview

Making Work Human Summary & Overview

Making Work Human (2020) is a roadmap for building the workplace of the future based on positive human values such as community, connection, and belonging. Drawing on a vast amount of data and using deep analytics, the pioneers of social recognition company Workhuman explain how a work culture of gratitude makes people happier and healthier while boosting productivity and performance.

Who Should Listen to Making Work Human?

  • HR professionals interested in new management approaches
  • Business owners looking to boost productivity and innovation in their companies
  • Those curious about the future of work

About the Author: Eric Mosley and Derek Irvine

Eric Mosley is the cofounder and CEO of Workhuman, a multinational company providing software solutions for performance management based on social recognition.

Derek Irvine is the Senior Vice President of Workhuman and heads the consulting and analytics division of the company. The two previously collaborated on The Power of Thanks.

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