More from these Authors

• Case | HBS Case Collection | July 2019 (Revised May 2020)

  AT&T, Retraining, and the Workforce of Tomorrow

  William R. Kerr, Joseph B. Fuller and Carl Kreitzberg

  By the late 2000s, rapid changes in the telecommunications industry forced AT&T’s management team to take on a task that CEO Randall Stephenson called the “biggest logistical challenge” they had ever seen: retraining 100,000 workers by 2020. In 2012, internal company analyses found that AT&T’s workforce would lack the skills it needed to fulfill emerging job requirements. AT&T responded by creating “Workforce 2020,” a company-wide initiative that sought to address potential skill shortfalls. The initiative aimed to transform AT&T’s workforce by implementing multiple changes, such as redesigning job roles, developing new educational curricula with Udacity, and incentivizing employees to retrain themselves for high-demand careers. Some gave high praise to the “Workforce 2020” model, going so far as to call it a new “social contract” between employers and employees. Others worried that the new program was systematically disadvantaging specific groups of workers. In 2018, AT&T rebranded Workforce 2020 to “Future Ready,” signaling the company’s commitment to retraining its workforce beyond 2020.

  Keywords: AT＆T; workforce; skills; future of work; telecommunications; Unions; technological change; layoffs; MOOCS; Strategic Planning; Employees; Training; Competency and Skills; Labor; Learning; Labor Unions; Technology Adoption; Talent and Talent Management; Telecommunications Industry; Communications Industry; United States;

  Citation:

  Kerr, William R., Joseph B. Fuller, and Carl Kreitzberg. "AT&T, Retraining, and the Workforce of Tomorrow." Harvard Business School Case 820-017, July 2019. (Revised May 2020.)  View Details

  CiteView DetailsEducatorsPurchase

  Related

• Article | Bloomberg Opinion

  How to End the Plasma Shortage for Coronavirus Patients

  Scott Duke Kominers

  Those who have recovered from the virus will donate more blood if given the right incentives.

  Citation:

  Kominers, Scott Duke. "How to End the Plasma Shortage for Coronavirus Patients." Bloomberg Opinion (May 11, 2020).  View Details

  CiteView Details Register to Read

  Related

• Working Paper | HBS Working Paper Series | 2020

  Paying It Backward and Forward: Expanding Access to Convalescent Plasma Therapy Through Market Design

  Scott Duke Kominers, Parag A. Pathak, Tayfun Sönmez and M. Utku Ünver

  COVID-19 convalescent plasma (CCP) therapy is currently a leading treatment for COVID-19. At present, there is a shortage of CCP relative to demand. We develop and analyze a model of centralized CCP allocation that incorporates both donation and distribution. In order to increase CCP supply, we introduce a mechanism that utilizes two incentive schemes, respectively based on principles of “paying it backward" and “paying it forward." Under the first scheme, CCP donors obtain treatment vouchers that can be transferred to patients of their choosing. Under the latter scheme, patients obtain priority for CCP therapy in exchange for a future pledge to donate CCP if possible. We show that in steady-state, both principles generally increase overall treatment rates for all patients—not just those who are voucher-prioritized or pledged to donate. Our results also hold under certain conditions if a fraction of CCP is reserved for patients who participate in clinical trials. Finally, we examine the implications of pooling blood types on the efficiency and equity of CCP distribution.

  Citation:

  Kominers, Scott Duke, Parag A. Pathak, Tayfun Sönmez, and M. Utku Ünver. "Paying It Backward and Forward: Expanding Access to Convalescent Plasma Therapy Through Market Design." Harvard Business School Working Paper, No. 20-116, May 2020.  View Details

  CiteView Details Read Now

  Related