Human Resources Series - repost

Using “The Future Is Now” article (below) as your beginning research, write a 2–4 page short paper that discusses the following: As an HR professional in your organization (current or past), explain how you would adapt this Capital One “virtual workplace” concept to your organization. What positions at your place of employment (current or past) would you select to participate in this program first? Why? Please support your answer with the articles provided and additional research. Abstract (summary) Translate Abstract For employees accustomed to a cubicle environment, the prospect of switching to Capital One Financial Corp's Future of Work (FOW) program caused some concern. Under the Future of Work program, employees of this credit card and banking giant were equipped with up-to-the-minute mobile technology that allowed them to work most anywhere. An innovative use of office space facilitated mobility and flexibility. Chief Human Resources Officer Matt Schuyler and his colleagues faced a change management conundrum as they tried to help employees understand the changes and how they would affect individuals, teams and business units. Nearly three years later, Capital One has solid metrics that demonstrate the program's success. The impetus for the Future of Work program was threefold: 1. Employees want and need flexibility at work. 2. People are able to be more productive when they have the flexibility to work when and where they choose. 3. Reconfiguring office space to fit the way employees really work saves the company a bundle of cash. Headnote Careful planning and attention to detail make the 'Future of Work,' Capital One's workplace f lexibility program, a reality for a growing number of employees. For employees accustomed to a cubicle environment, the prospect of switching to Capital One Financial Corp.'s Future of Work (FOW) program caused some concern. When the pilot program rolled out in 2004 at the McLean, Va., headquarters, "They didn't like it at first," says Capital One's Chief Human Resources Officer Matt Schuyler. Under the Future of Work program, employees of this credit card and banking giant were equipped with up-to-theminute mobile technology that allowed them to work most anywhere. An innovative use of office space facilitated mobility and flexibility. The program dramatically changed the way employees worked-and change can be hard. Schuyler and his colleagues faced a "change management conundrum" as they tried to help employees understand the changes and how they would affect individuals, teams and business units. Nearly three years later, Capital One has solid metrics that demonstrate the program's success. Employees who hated the idea of change have come to love it. How did Schuyler and his colleagues manage this complex change process? Very carefully.