Personnel and human resources Books

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Book Synopsis

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Book Synopsis

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Book SynopsisGet the best-not just the most-out of your teams. Our modern workforce is suffering. For too long, organizations and leaders have sought success through a focus on efficiency and productivity, and it's costing us dearly. Workplace bullying and abuse has reached epidemic levels-along with high rates of burnout, staff turnover, and mental illness. Clearly, something needs to change. In Humanity Works Better, leadership experts Debbie Cohen and Kate Roeske-Zummer chart a new path forward: one that brings humanity, awareness, choice, and courage to the workplace. The result? A happier work environment that draws the best-rather than squeezes the most-out of people. Through the same tools and practices they've used to transform teams at organizations like Adobe, DocuSign, Saba, Pinterest, the authors guide you through a framework that converts company culture from toxic to healthy, from competitive to collaborative, from fearful to trusting, one human at a time. You'll address your own internal roadblocks to become a better person, and a better leader. And you'll master the skills and complexities to navigate the complex relationships that make us human. As you undertake this personal journey, you'll become aware of who you want to be and how to live the whole of your life, inside and outside the workplace. You'll emerge more confident, more effective, and more human, with the skills to lead a purpose-driven workforce that is energized, engaged, and driven to succeed. That's not just good leadership; it's good business.

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Book SynopsisIs your company a departure organization or a destination workplace? Finding, keeping, and motivating employees is harder than ever. Amid record-setting turnover and staffing shortages across industries, competition for candidates is fierce. How do you find employees that stay, take on challenging work, and deliver outstanding products and services? How do you keep your best employees from leaving? Answer: Employalty. There is a massive recalibration taking place around how work fits into peoples' lives. Winning the new war for talent requires a more humane employee experience, one that meets the needs and values of a changed workforce. Get this wrong, and the future of your organization is in jeopardy. Get this right, and you create an astounding competitive advantage around hiring and retention, while reaping all the benefits and business results that dedicated employees generate. Speaker, author, and commitment expert Joe Mull has spent 15 years teaching leaders how to be better bosses. Grounded in research and filled with captivating stories, Employalty provides a simple, evidence-based framework for creating the kind of employee experience that leads people to join a company, stay long term, and do great work. Employalty is a clear playbook for attracting and retaining talent and turning ordinary people into devoted employees. The era of trying to find the best person for the job is over. At an adapt-or-die moment for businesses of all sizes, employers must now create the best job for the person. Employalty shows you how.

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Book SynopsisHelping career professionals to be successful in a job interview.  How an interviewer views an applicant, due to their ability to communicate competencies confidently, affects the job interview outcome.  Each applicant conforms to one of 16 interview identities based on the candidate''s perceived level of knowledge/experience and their level of interview confidence. The interview identity acts as a filter that an employer uses before making a hiring decision.  The interview identity book will help readers to be seen as more skilled, more knowledgeable and more hireable.  TAKE - the interview prediction grid testCHOOSE - one of sixteen interview identities LEARN - how an employer views you based on your interview identity UNDERSTAND - the three rules for a successful interview outcome IMPROVE - your ability to create high-scoring answers INCREASE - confidence in the job interview RESULT - in an increase of job offers Readers will improve their job interview performance by learning about: Unconscious bias The structured job interview process  The hiring managers'' decision-making process This book is for anyone who consistently fails to win job offers during the job interview. 

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Book SynopsisIn our communication, there are three 'elements' used to express a message: verbal content, body language, and the voice. When these elements are not congruent, we often will believe the body language and the voice. For this reason, non-verbal elements are particularly important for communicating feelings and attitudes and in engaging others; in any type of leadership role these aspects are vital in order to be an effective leader. Leading with Presence provides a practical guide as to how and why Presence in everyday interaction is a vital component of impactful leadership. This book explores and teaches about non-verbal communication such as posture, gestures, and the voice to create more awareness and understanding of the signals sent, and explains how to be present and 'in the moment,' how to connect with others, to 'read the room,' to motivate and inspire, to instill trust, to exude confidence and thus strengthen your leadership. Through theory, practical tools and exercises, this book is essential reading for all business professionals in understanding the science behind body language, and exploring, practicing and understanding Leadership Presence.Trade ReviewExecutive presence; we recognize it instantly the moment we are confronted with it... the authors finally succeeded in demystifying the notion of 'presence' and nonverbal behaviour in leadership by establishing a unique connection between vast scientific knowledge and practical tools that will enable leaders to further increase their impact... -- Ronald de Jong, Distinguished Professor of Practice in Business, Tilburg University, Chairman Philips Foundation, Retired Member Executive Committee, Royal PhilipsIn this book a triple synergy comes together; science, experience, and practical applicability, like in the training at RSM and several of their trainings. It is inspiring and reflects where you are. Provides valuable insights and is useful regardless your level of professional experience. -- Kirsten van Benthem, Commerial Manager, Catalyze – Life Science ConsultancyEffective communication is key for successful leadership. Yet respective books and seminars tend to only focus on verbal communication, while reducing non-verbal communication to a side-note. This book is therefore a breath of fresh air. It takes non-verbal communication center-stage by marrying science with practice and presenting concrete exercises and how-to-dos. An accessible read that makes it easy to get better at what matters most as a leader: effective communication. -- Professor Dr. Niels Van Quaquebeke, Kühne Logistics University & University of ExeterLeading with Presence is an invaluable guide for anyone who seeks to ensure that their body and voice contribute to their positive impact. Antonie, Milly and Steffen’s collaboration have resulted in a treasure trove of principles, stories and exercises underpinned by thorough scientific evidence that will make you think about and enhance your non-verbal cues in a whole new way. -- Nicola Kleyn, Professor of Corporate Marketing and Dean of Executive Education at Rotterdam School of ManagementTable of ContentsChapter 1. Setting the Stage Chapter 2. Understanding Presence as a Body-Mind Connection Chapter 3. Emotional Intelligence And Authenticity Chapter 4. The Toolbox Chapter 5. The Voice Chapter 6. Expressiveness Chapter 7. Practicing Presence Chapter 8. Conclusion

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Book SynopsisThe way HR is working isn’t working. A global epidemic of workplace unhappiness, poor engagement and high churn shows that our well-intended HR interventions just aren’t cutting it.So, how can we put the ‘human’ back into Human Resources? Combining her own research with 20 years’ experience of leading OD and cultural change, Kath Howard encourages HR leaders to think big and to think personal. Accessible and compelling, People Not Paperclips is a refreshing blend of practical insights, stories, and tools that will help you create an environment in which your people can do their best work. It explores how we can attract, recruit, develop and support our people with heart, and why this really matters.People Not Paperclips positions HR professionals at the forefront of cultural change bringing humanity back into the workplace.· Combines expertise in OD and Psychology with interviews with business and HR leaders· An accessible and practical guide for HR leaders to build a workable OD plan for their businessA practical toolkit for creating people-centred HR services, processes, and practices, with accompanying online materialsTrade ReviewThis book is a must read for both established HR professionals and those embarking on a career in Human Resources. It provides a platform to reflect on current people centred approaches and to establish new approaches for the future. The author writes with a refreshing level of sensitivity and compassion and the belief that we can rehumanize HR. The sections in the book are well structured to help you explore the topic through research, stories and personal experiences. It is in all our interests to release the potential in our employees and this book will help to rekindle our determination and resolve to find a way to give them the support they need. It is a guide that we can all turn to time and again. * amazon.co.uk *This book is a really great combination of theory, practical application and ideas to take forwards. Kath brings a really refreshing view of Human Resources which challenges your thoughts and I have found really inspirational. A really accessible and great read! * amazon.co.uk *This excellent book is a must read for HR professionals at all levels. HR directors will find it useful as will those starting out in their career. It is succinct and well written, unlike some professional tomes! It is easy to use and full of useful accessible information and guidance. * amazon.co.uk *

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Book SynopsisRemote working is here to stay.But 65% of remote workers say they feel isolated, and many managers struggle to know how to support them.In Your Resource is Human award-winning marketer and global remote business leader Melissa Romo explores the five unspoken remote work emotions, and identifies the five remote-ready leadership behaviors that can help all teams, large or small, rise above the sometimes emotional undertow of working apart.This book aims to give remote leaders the counsel and courage to embrace empathy, adapt their communication and inspire optimism that will drive culture, build connection and help their people do their best work.Melissa Romo has more than 20 years’ experience as a business leader for FTSE 100 and Fortune 500 companies around the world and has spent more than a decade building, leading and working in globally dispersed teams. She earned an MBA from the Yale School of Management, where she studied organizational behavior and leadership, has been recognized as a marketing and advertising industry “40 Over 40,” and is a regular speaker on communication, content and community for business events around the world. https://www.melissaromoauthor.com/Trade ReviewThis brand-new, brilliantly written book, based on revealing interviews, allows CEO’s to understand the work-at-home phenomenon with more clarity and sensitivity to create a better workforce..a riveting business book, written by a skillful and intelligent executive. * LinkedIn *This is an important topic. Everyone leading a team - or who wants to ultimately lead a team - should read this book. * LinkedIn *If you are looking for straightforward tools and specific actions you can take to support your team and create the conditions for them to thrive in hybrid work, this book is for you. It's carefully researched and filled with relatable stories that make it an enjoyable and quick read. * LinkedIn *I highly recommend leaders furnish this book to their managers and teams. The thing that sets this book apart from the many articles, blogs and books written about remote work is how Romo shares actionable knowledge and information. She gives leaders the “how” to improve as remote leaders rather than just detailing the current challenges and theories. * Amazon *...a fantastic book that will help anybody build the skills to ensure your teams stay engaged, stay focused, and stay happy. * Amazon *Table of ContentsTable of ContentsYour Resource is Human: Remote work’s emotional pitfalls and how courageous leadership can help teams rise aboveForeword - Jay Shetty, bestselling author of “Think Like a Monk” and host of the podcast “On Purpose”Introduction - Who this book is forSection I - Identifying the 5 emotional pitfalls of remote workWhile your people might love the flexibility and independence of remote work, more challenging emotions are at play on some level all of the time. A good leader has a clear-eyed understanding of these and is on the lookout for them at all times.Diagnostic: How well do you read emotional signalsChapter 1 - IsolationHow remote work contradicts our human need for connectionChapter 2 - GuiltHow we punish ourselves for unproductive daysChapter 3 - BoredomWhen the empty room does not inspire motivationChapter 4 - ParanoiaCareer progression, politics and wondering if ‘out of sight means out of mind’Chapter 5 - DepressionThe devil’s workshop: Being alone during personal crises, existential dread, blues and fatigueSection II - Behavior blueprints: mastering your remote-ready leadershipEmpathetic leadership while remote is different than empathetic leadership in person. This section will help you apply 5 leadership behaviors to help you manage effectively in a remote context, confidently embracing the emotional realities your team are navigating every day.Diagnostic: How ready are you for remote-ready leadership?Chapter 6 - Checking inQuestions to ask and how to know when to ask them + 5 conversation startersChapter 7 - Building trustCreating a safe place to confide, and what to say when they do + 5 conversation startersChapter 8 - Setting boundaries How to show care and compassion without being a pushover + 5 conversation startersChapter 9 - Managing performanceBalancing high expectations with personal constraints + 5 conversation startersChapter 10 - Communicating with optimismRemote-ready leadership and how the leader is every remote team’s North Star + 5 conversation startersConclusionFurther ReadingAbout the Author

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Book SynopsisSHORTLISTED: Business Book Awards 2021 - HR & Management Category Productivity is flatlining, employee wellbeing is at an all-time low and stress at an all-time high. Mental health issues are now the biggest single disability affecting the UK and are estimated to cost the economy £105bn each year. Traditional company design, structures and processes are making these issues worse and leading to unprecedented levels of staff burnout. This not only impacts individual employees, there is also a detrimental effect on overall company performance when employees can't perform to their full potential. It is the responsibility of Organizational Development and HR professionals to address these issues urgently and redesign work to allow people to flourish and businesses to thrive. Full of practical advice, tips and tools, The Energized Workplace provides a blueprint for how practitioners can redesign their organizations to support employees and ensure the business outperforms the competition. It covers everything from why existing structures are causing business output to decline, why traditional processes are holding organizations back and what the consequences of not addressing these design issues will mean for business including increased staff turnover, a rise in employee absence and a decline in company profits. Including case studies from organizations across a range of sectors who have successfully put people at the heart of their workplace design such as CyberClick, Mind Valley, Brewdog and Wegmans and with specific guidance on designing for five generations working side by side, across different countries and on separate time zones, The Energized Workplace will help OD and HR professionals confidently tackle the organizational issues putting their company success and employee health and happiness in jeopardy. This book is essential reading for practitioners needing to deal with the wellbeing crisis and productivity puzzle in the new world of work.Trade Review"Perry inspired me again! The Energized Workplace challenges the new world of work by proposing non-traditional HR/OD solutions and unconventional models along with practical case studies. Perry's concepts will definitely support the wellbeing of employees as well as help leaders and colleagues gain a better understanding of how to harness employees' energies in the workplace." * Marguerite A. Ulrich, Inspire HR Consulting. Founder & Chief Inspiration Officer *"At a time when the world is facing unprecedented challenges, Perry brings the strategy and focus to recreate our organisations anew. The Energized Workplace offers a blueprint for how the workplace should be - not in the future, but NOW! This is no run of the mill book - it will leave you 'energised' and ready to bring your full self to work and help those around you achieve the same. A must read for anyone fed up with the status quo!" * Miranda Ash, Chief of Community + Transformation Expert at WorldBlu *"The Energized Workplace is a book the world (of work) needs more than ever. Through a rich and considered blend of research, case studies and evident soul searching Perry Timms holds a mirror up to the design flaws and leadership foibles that continue to plague people and organisations and boldly lays out a blueprint for us to reinvent work with energy, engagement and eudaimonia as a source of superpower." * Rob Baker, Chief Positive Deviant & Founder of Tailored Thinking and author of Personalization at Work *"I felt thoroughly nourished having read Perry's book. It's thought-provoking, progressive and gives you the space to think about what the future of work has in store for us and the potential impact that not taking care of our energy will have in this era of 'peak work'. In Perry's unique style he talks about how the 'dirty energy' will slow us down and how natural energy will lead us to flourish. If you're someone who wants to understand how to better manage your energy in the modern world of work this book is for you." * Natasha Wallace, Founder, Conscious Works and author of The Conscious Effect *"Making positive change happens best from a place of understanding. In The Energized Workplace, Perry helps us to understand the energy (or lack of!) in organizations, identifying approaches we can all take to design better experiences, raise energy levels and maximise engagement. A stunning read that takes you on a real journey of discovery about organizations, about energy and about yourself." * Joanna Suvarna, Learning and Development Specialist *Table of Contents Chapter - 00: Introduction; Chapter - 01: 2050 voyaging; Chapter - 02: 20th-century design flaws; Chapter - 03: 80/20 variances; Chapter - 04: 1/20 or a 20 per cent probability; Chapter - 05: The 5 x 20 life and the redesign of age; Chapter - 06: 20:20 vision; Chapter - 07: The 20 misuses of energy in the workplace; Chapter - 08: The 2020 list of energized workplaces; Chapter - 09: 20 minutes per day to energize yourself; Chapter - 10: Tools for the next 20 years;

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Book SynopsisSHORTLISTED: Business Book Awards 2021 - HR & Management Category DISTINGUISHED FAVOURITE: Independent Press Awards 2021 - Business General Category Flexible working is now a key concern for many employees. It spans genders, ages and family circumstances, with 37% of millennials declining a job offer if working flexibly isn't an option and 78% of employees over 50 wanting more flexible hours. Flexible Working is a practical guide for HR practitioners showing how to develop an effective flexible working strategy to meet the needs of employees and the needs of the business. This book explains how to develop effective flexibility policies and processes as well as how to communicate and train line managers on these practices. It also includes advice on how to overcome barriers to flexible working, dispels common myths and offers guidance on the different forms of flexible working available to organizations. Flexible Working shows that working practices outside the standard 9-5, five-days-a-week in the office can benefit a company. It drives employee engagement and performance, reduces costs and workplace stress and improves talent acquisition from a more diverse talent pool. It also explains how a proactive flexible working strategy can have sustainability benefits and reduce a company's carbon footprint. Including case studies from organizations such as Zurich Insurance, and supported by rigorous analysis of flexible working data, this is essential reading for all HR professionals.Trade Review"Flexible Working is an excellent 'how to do it' book that helps employers think through their options for flexible working in the new world of work. This is a very well written and extremely timely book and will support the HR community in thinking through how we work in the future." * Professor Sir Cary Cooper, Alliance Manchester Business School, University of Manchester *"From formulating a strategy to launching and embedding flexible working practices across the organization, Gemma Dale's book is the perfect companion to this potentially daunting task. Part One of the book sets out the rich evidential basis for flexible working as a driver of organizational performance and its impact on the bottom line. Part Two provides a step-by-step approach to ensuring that a move towards flexible working is not only successful from day one but also sustainable in the longer term. Packed with case studies, practical examples and useful templates, this book is a must-read for forward-looking businesses of all sizes." * Karen Teago, CEO and Principal Solicitor, Your Employment Settlement Service *"The book is an accessible and well-reasoned contribution to thinking about and understanding flexible work. It not only makes a clear case for the benefits of organizations taking a flexible approach to work, but offers clear and easily implementable interventions to overcome some of the most commonly faced barriers. It does this whilst also calling out, with gusto, those areas where myth, bluster or lazy assumptions have dominated the debate." * David D’Souza. Membership Director, CIPD *"This book is a must-read for any HR practitioner or business leader who wants to create a more flexible future for their organization. As well as providing the evidence to build the business case, it delivers a complete and practical guide to every step that you need to take along the way. Gemma provides us with compelling reasons to rethink how and where we work." * Tim Scott, People Director, Fletchers Solicitors *"If you are a HR professional or a line manager, this comprehensive book will take you on a learning journey giving you both an introductory blast into what flexible working means through to embedding it into your organization's strategy and culture. It uniquely does the horizon scanning for you as you consider the future and how flexible working can support other big workplace agendas like wellbeing, attracting talent and inclusion. Any myths are dispelled, barriers explored, and toolkits included to help to create a flexible working culture and embed flexible working practices. It's a must read. 5 stars from me!" * Daphne Doody-Green, Head of CIPD Northern England *"Punchy, comprehensive and thorough, Gemma's book covers everything you'll need to know about this vital subject. If you're still in any doubt that flexible working needs to be part of our present and future, you'll be left with a clear sense that this is the right thing to do and be equipped with all the information, perspectives and tools needed to make it happen. You can't afford to be without this book." * Neil Usher, Chief Partnerships Officer, GoSpace AI and author of "The Elemental Workplace" *Table of Contents Chapter - 00: Introduction: Why flexible working and why now; Section - Part One: The case for flexibility; Chapter - 01: Flexible working; Chapter - 02: The benefits and challenges of flexible working; Chapter - 03: Flexible working and the future of work; Chapter - 04: Flexible working and inclusion; Chapter - 05: Flexible working and wellbeing; Chapter - 06: Exploring flexible working myths; Chapter - 07: The barriers to flexible working, and how to overcome them; Section - Part Two: Introducing flexible working: The practical guide; Chapter - 08: From compliance to culture: Six elements of a truly flexible workplace; Chapter - 09: Developing a strategy for flexible working; Chapter - 10: Effective policy and process; Chapter - 11: Supporting implementation; Chapter - 12: Conclusions; Chapter - 13: Flexible working toolkit; Chapter - 14: Epilogue: Flexible working post Covid-19; Chapter - 15: Appendix 1: Sample tools for managers; Chapter - 15: Appendix 2: Sample tools for employees;

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Book SynopsisExamining a range of under-explored work-life interface issues as they affect different stages of a worker’s life, the authors share new insights into complex issues that affect us all. Topics explored include the wellbeing of students who work, solo-living staff, those on complex fertility journeys, perinatal mental health, chronic illness, menopause, and retirement. Work-Life Inclusion: Broadening perspectives across the life-course will be primarily useful for two main audiences: 1) Academics and students in the fields of work and employment, gender studies, and those interested in health and wellbeing 2) People management practitioners and employers.Trade ReviewThis book will be a very valuable tool to help HR professionals and organisations to take their health and wellbeing strategy to the next level. To optimise its impact, a strategy should be based on the health risks and needs of its workforce throughout the employee ‘life course’. The CIPD fully supports the notion that employers need to consider the whole person if they are to be effective in reducing work-life conflict and supporting their health and wellbeing as they journey through work and life. The book provides an excellent narrative of how this needs to include the multidimensional nature of people’s identity and experiences. The different chapters cover a range of key life-stage events, such as menopause transition, that individuals can encounter through the employee lifecycle and which can understandably impact on health and work. The book is a welcome clarion call to breakdown the silence and taboo that persists in many workplaces around broader wellbeing issues that affect so many, so that people can receive empathy, support and understanding. -- Rachel Suff, Senior Policy Advisor, CIPDI am delighted to provide an endorsement for this handbook edited by Dr Krystal Wilkinson and Dr Helen Woolnough. Through a series of well-informed empirical chapters, they respond to the call to broaden understandings of the work-life interface to consider a range of challenges for different groups across the life-course. Many of the chapters highlight topics that have previously been underexplored in work-life literatures, and are highly topical, such as social class in Chapter 2, the earliest stages of working lives (Chapter 3 and 4) solo-living for women (Chapter 5), menopause (Chapter 12), apprenticeship (Chapter 9) and male perspectives on parenthood (Chapter 11). The ground-breaking work is carried in the middle of the book with chapters 6 to 8 on topics that are historically missing from academic agendas; bound by the development of theory on the connection between fertility treatment, miscarriage and perinatal mental illness respectively. These chapters successful illuminate silenced and taboo topics, bringing them into mainstream workplace narratives to the benefit of readers. Strength and depth are added by intersectional empirical studies with reflections on work-life complexities from older workers (Chapter 13), ethnic minority female workers that manage chronic illness (Chapter 10) and older ethnic workers (Chapter 14). Taken as a whole, authors draw on a range of theoretical frames and lenses including the work-life interface; equality, diversity and inclusion, career theory, empowerment, training and wellbeing. The book is pitched to appeal to both academics and practitioners through its accessible credible approach. The style is provocative and critical; it challenges our assumptions as researchers or organisation practitioners to think creatively and be more work-life inclusive. All chapters conclude with implications for practice. Thanks to insightful guidance and analysis from Drs. Wilkinson and Woolnough, their book plants a stake in the sand that others in the field will need to observe. -- Professor Carol Woodhams, Professor of Human Resource Management, Surrey Business School:Taking an inclusive approach to the work-life issues employees face at different stages of the life-course should be part of an organization’s overarching inclusion strategy. This book is a welcome step forwards in deepening our understanding of the multi-faceted nature of people’s lived experiences of the work-life interface. Feeling included at work has a positive impact on employees’ engagement, productivity and wellbeing. This book is a call to action for organisations to go further in cultivating inclusive cultures by shining a light on some of the under-explored and ‘hidden’ issues employees face when navigating their working life and personal experiences. A highly informative and valuable read which will help readers think more creatively about how people experience the work-life interface. -- Craig Oddy, Head of Talent and People Experience, Novuna Financial ServicesTable of ContentsChapter 1. Introduction: Exploring the Under-Explored; Krystal Wilkinson and Helen Woolnough Chapter 2. Work-Life Balance and Social Class; Samantha Evans and Madeleine Wyatt Chapter 3. Parallel Lives: Exploring the Experiences of Students Who Work; Marilena Antoniadou, Mark Crowder, and Eileen Cunningham Chapter 4. Empowering Generation Z: Achieving a Healthy Work-Life Interface; Fabio Rizzi, Jérôme Chabanne-Rive, and Marc Valax Chapter 5. Questing the Work-Life Challenges Faced by Solo-Living Women Academics: Can There Be a “Life” for Us?; Grace Gao, Linna Sai, and Mengyi Xu Chapter 6. Navigating Fertility Treatment Alongside Work and Employment: The Work-Fertility Interface; Krystal Wilkinson and Clare Mumford Chapter 7. The Intersect of Miscarriage and Work: Concealment, Minimisation and Discriminatory Practice; Katy Schnitzler Chapter 8. Perinatal Mental Health and Employment: Exploring the Work-Illness Intersection in the Context of UK Policing; Krystal Wilkinson, Sarah-Jane Lennie, and Keely Duddin Chapter 9. Are Training Opportunities Another Work-Life Challenge?: The Experiences of Combining Apprenticeship Training with Working Split Shifts in Hospitality Roles; Gail Hebson and Clare Mumford Chapter 10. Managing Work and Life with an Unseen Chronic Illness; Humera Manzoor Chapter 11. Muted Voices of Invisible Men: The Impact of Male Childlessness; Robin A. Hadley Chapter 12. Menopause and Workplace Well-being; Carol Atkinson, Fiona Carmichael, and Jo Duberley Chapter 13. Ageing and Work-Life Complexities in Retirement; Katrina Pritchard, Rebecca Whiting, and Cara Reed Chapter 14. Ageing Migrants' Work-Life Interface across 'Transnational' Life-Courses; Sajia Ferdous Chapter 15. Conclusion; Helen Woolnough and Krystal Wilkinson

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Book SynopsisThe construction industry is a huge employer all over the world, but due to the project-based nature of construction, opportunities to improve pay, conditions and use of technology are often overlooked. The lack of attention to workforce management issues in the construction industry contributes to its overall poor performance in most countries worldwide. To address this problem, it is necessary to understand the practices that need to be in place for construction organisations to be able to manage their workforce effectively. Construction Workforce Management in the Fourth Industrial Revolution Era explores the concept of workforce management in construction and the impact of the pervasive technologies offered by the fourth industrial revolution on the effective management of the construction workforce. Through a critical review of existing related theories and models, gaps in existing workforce management studies are unearthed, and a conceptual model designed to improve the management of workers in the construction industry is proposed. The content here benefits researchers seeking to expand the frontiers of knowledge on workforce management in construction.Table of ContentsChapter 1. General Introduction Chapter 2. Construction Workforce Management Chapter 3. Construction Workforce Management in the Fourth Industrial Revolution Chapter 4. Workforce Management Theories, Models and Practices Chapter 5. Gaps In Construction Workforce Management Research Chapter 6. Conceptualising Construction Workforce Management Chapter 7. Exploring the Conceptualised Construction Workforce Management Model through Experts' Opinion Chapter 8. Conclusion

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Book SynopsisThis volume offers several original scholarly contributions written by thought leaders in the field of human resources management.

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Book SynopsisHelen Francis is Director of the Edinburgh Institute of Leadership and People Management (EILPM) and Reader within Edinburgh Napier Business School, UK.Linda Holbeche is Visiting Professor at both the University of Bedfordshire and Cass Business School and an Associate at Ashridge Business School, UK.Martin Reddington was formerly Global Programme Director, HR Transformation, at Cable & Wireless. Since leaving Cable & Wireless, he blends academic research with consultancy.

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Book SynopsisThe programme was designed to support professionals to process their workplace experiences and support them to build resilience levels to ensure they had future coping strategies beyond the initial life of the supervision sessions. The model of restorative resilience supervision was first developed in response to the emotional demands of midwives, doctors and nurses caring for families who had experienced miscarriage and stillbirth.Table of ContentsContent Includes: Introduction Workplace stress Vulnerability of the helping professions Resilience and protective factors Why restorative resilience supervision? Key elements of the model Case studies

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Book SynopsisOver the past 30 years, coaching has grown into a professional service, delivered by billion-dollar businesses for people at every level. But support for those tasked with the responsibility of buying coaching is still hard to come by. This book is designed to help individual coachees, line managers of coachees, and organisational buyers of coaching to get the most out of coaching. Through compiling the 50 most popular questions and drawing together a diverse panel of experts, The Coaching Buyers' Handbook presents crisp and clear answers to each. By helping create smarter, more informed buyers, this book will contribute to driving up standards throughout the coaching industry.

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Book SynopsisGet the A-to-Z Resource on Training Evaluation Fully revised and updated, ATD’s Handbook for Measuring and Evaluating Training is the comprehensive go-to reference for talent development professionals in need of immediate measurement and evaluation (M&E) guidance. Edited by M&E powerhouse Patti Phillips, with contributions from 30 expert practitioners, this handbook provides an essential roadmap to developing effective processes to prove the value and impact of your learning and development programs. Training measurement and evaluation is one of the top frustrations of a talent development professional''s job. At first glance, it appears to be a drain on precious time and resources, yet it is a critical function for understanding the results and proving the value of L&D programs. If not conducted properly, it can yield questionable results, lack of accountability, and stakeholder skepticism. All to say, TD professionals must have a solid foundation in measurement and evaluation to do their jobs effectively. With this handbook, you’ll feel confident each time you face an M&E challenge, from planning the evaluation and collecting and analyzing data to optimizing results and making evaluation efforts work in your organization. You will use the data to improve your training programs and meet the standards your organization strives for. The updated edition includes new chapters on how to tell the evaluation story to business leaders, visualize data in reports, and leverage artificial intelligence smartly as well as refreshed chapters on all the M&E fundamentals. Rich in real-life application, it offers practitioner tips, knowledge checks, and support resources and references. Your advisors along the way are an impressive array of experts from the field, each chosen for their knowledge, experience, and actual results in specific areas. Whether you’re a trainer, manager, professor, or student of training evaluation, this handbook has been designed to meet your needs. 

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Book SynopsisContrary to the notion that leaders contribute to positive behaviour within organisations, this book reflects growing interest in the ‘dark side’ of leadership: the unethical and immoral personalities that can reside in positions of power. Drawing on empirical and theoretical analysis, the author examines immorality within leadership and the underlying causes behind this behaviour. Focusing on the impact of institutional pressures, this book analyses how such behaviour is influenced by internal and external factors. By employing a theoretical framework, the author seeks to demonstrate that institutions either compel leaders to be ethical and moral, or in contrast, they actually provide legitimacy for immoral actions. An insightful and thought-provoking read, The Dark Side of Leadership will be of interest to those studying leadership, HRM, and business ethics, as well as social psychology scholars.Table of Contents

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Book SynopsisThis book offers a clear process for managers, professionals, and future leaders to help discover their personal meaning in life and apply it to their work. The author uses research outcomes and theories to refute the contemporary philosophy that stresses following an individual’s passion alone when choosing a particular job or career. Instead, she recommends employing a personal meaning-oriented approach to life and work, and then becoming passionate about one’s work organically.The book also highlights the positive outcomes to organizations and societies when individuals engage with finding meaning in work, focusing on physical and emotional health and satisfaction. The author provides numerous examples of leaders who have aligned their personal meaning and organizational mission, also known as “meaning-mission fit,” and the relationship of this alignment to their emotional well-being. Together, the research, theory, and evidence in this book equip leaders and managers with an inspiring model to find their own meaning-mission fit, as well as create opportunities for the employees to do the same.Table of ContentsChapter 1. Introduction.- Chapter 2. What is Meaning-Mission Fit?- Chapter 3. The Experience of Meaning-Mission Fit.- Chapter 4. The Benefits of Meaning-Mission Fit.- Chapter 5. The Experience of Mis-Fit.- Chapter 6. The Process of Attaining Meaning-Mission Fit.- Chapter 7. The Meaning Enactment Process.- Chapter 8. Conclusion.

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Book SynopsisThis book examines the important role of HR practitioners acting as toxin handlers within their organizations and the dangers they face when dealing with toxic workplace emotions caused by difficult organizational decisions, such as mergers and acquisitions, staff reductions, and restructurings. Exploring what they do, why they do it, and the personal and professional rewards created by the work, it also examines the dangers that await them in terms of risks to their personal well-being. In today's world, layoffs, harassment, discrimination, personality conflicts, or an abusive boss are just a few of the many types of workplace situations that can generate intense emotional pain for employees—feelings like anger, frustration, stress, disappointment, and even fear. Unfortunately, these types of events are predictable and somewhat inevitable, but it is the way organizations handle them—or do not—that can create a serious problem for employees. The responsibility often falls to HR to help troubled employees reduce their emotional pain so that they can re-focus and get back to work as quickly as possible, resulting in positive organizational outcomes. This book highlights the balancing act that HR must perform of caring for employees and championing their causes while at the same time driving toward organizational goals set by senior leaders. The author demonstrates how toxin handlers reduce organizational pain during tough times while also exploring the costs to their own well-being. Readers will learn to minimize the negative impact of toxic emotions from an organizational as well as individual perspective. This book will teach HR professionals strategies about how to anticipate and navigate the organizational toxicity caused by some of the inevitable and difficult people-related situations that are likely to come their way.Table of Contents 1 Toxin Handlers: Who They Are and What They Do 2 What Causes Toxic Workplace Situations? A Focus on the Economic and Legal Drivers 3 What Causes Toxic Workplace Situations? A Focus on the Individual, Situational, and Systemic Drivers 4 What Causes Toxic Workplace Situations? A Focus on the Ethical Drivers 5 Why They Do It 6 How They Reduce Organizational Pain 7 Why Organizations Need Them 8 Friend or Assassin: Whose Side Is HR On, Anyway? 9 The Price They Pay 10 Running on Empty: Warning Signs of Compassion Fatigue and Burnout 11 Perceived Low Value of HR’s Work to Senior Leaders (and How HR Can Fix This) 12 Promising Macro Strategies to Minimize Harm to Toxin Handlers 13 Promising Micro Strategies to Minimize Harm to Toxin Handlers 14 Can We Reduce Organizational Toxicity by Improving Our Leaders? Hint: Yes, We Can! 15 The So-What? Making Sense of It All 16 Epilogue: A Manifesto for a New (and Better) Future Correction to: The So-What? Making Sense of It All Appendix A: Executive Summary of the Research Study Appendix B: Technical Report Bibliography Index ​

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Book SynopsisThis volume provides a multi-disciplinary perspective on grit, its measurement, manifestation and development. Specifically, it provides a comprehensive and balanced response to critiques associated with the construct within the contemporary positive psychological literature. These critiques revolve around the lack of consensus in the conceptualisation, measurement, and management of grit, as well as consensus on its difference from other psychological constructs such as conscientiousness, diligence or determination. Therefore, this volume thoroughly reappraises and consolidates the nature, function, measurement and implications of grit in order to effectively advance the science of achievement. It looks at grit scales developed in various countries and evaluates the concept in various aspects of life, from work performance to sports. Written by a team of multi-disciplinary experts in fields ranging from neuroscience, sociology, and education to human resource management and psychology, this volume firmly positions grit within the discipline of positive psychology’s nomological lexicon.Table of ContentsPrefaceHow Do Grit and Gratitude Relate to Flourishing? The Mediating Role of Emotion RegulationJana Patricia Valdez and Jesus Alfonso Datu A “GRRR” goal orientation process-model: Workplace long-term relationships among Grit, Resilience and Recovery Andrea Ceschi, Arianna Costantini, Giorgia Malavasi, Stephan Dickert and Riccardo Sartori How does grit compare to other psychosocial factors in predicting university students’ math performance and subjective wellbeingChen Chen and Xinmei Gong How Does Perseverance of Effort Influence the University Outcomes of Historically Underrepresented Students? Kevin Fosnacht and Keeley Webb-Copridge Enhancing Grit: Possibility and Intervention StrategiesMae-Hyang Hwang and JeeEun Karin Nam Gritty Goal Pursuit and Perceived Chronic Stress: Exploring Implications for Academic ProblemsVrinda Kalia Grit Lit: An Effort to Cultivate Grit and Task Perseverance through a High-School Language Arts CurriculumEric Patrick Sinclair Deconstructing Grit’s Validity: The Case for Revising Grit Measures and TheoryMichael C. Tynan Neurological correlates of grit: A critical reviewSong Wang and Jingguang Li High Hope and Low Rumination are Antecedents of GritBuaphrao Raphiphatthana and Paul Jose Can the Components of Grit Predict the Long-Term Educational Outcomes?Yulia Tyumeneva & Julia Kuzmina Exploring the Grit-Performance and Grit-Career Success Relationship: The Role of Psychological OwnershipChantal Olckers and Eileen Koekemoer Developing Gritty Job Seekers: A Need-Supportive Approach to Grit Interventions Leoni van der Vaart, Llewellyn Ellardus van Zyl and Jessica van Wingerden

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Book SynopsisD&I is no longer a passing fad. It’s not about legal compliance or HR box-ticking, in fact diversity and inclusion is a critical factor for success. #MeToo, #BlackLivesMatter and the ballooning disparate consequences of Covid-19 on minorities brings renewed emphasis on D&I agendas, and the economic reality that diverse talent is good for business and good for sustainability. In Beyond D&I, Kay Formanek brings her more than twenty years’ experience working with the world’s leading organizations to take diversity and inclusion into the strategic roadmap of the organization. Whether you’re a leader, HR practitioner, sponsor of a D&I initiative or an employee who wants to see your organization benefit from more inclusivity, the book equips you with the tools you need to develop the strategic case for diversity, craft a compelling narrative and chart a tailored roadmap to lock in diversity gains and close key performance gaps. As well as two core anchor models—the Virtuous Circle and Integrated Diversity Model— the book features case studies, profiles of inclusive leaders, engaging and intuitive visuals and a wealth of evidence-based initiatives that you can start implementing today. With five essential elements and six core capabilities, the result is a definitive, holistic and practical guide that will help you convert your D&I initiatives into sustainable diversity performance.Table of ContentsChapter 1: Setting the stage for a new leadership paradigm Business leaders, scholars and politicians agree that we are facing a watershed moment in the history of our world. Organisations are required to anticipate and respond to fundamental changes stoked by the exponential role of technology (e.g. exponential growth in computing speed, 5G connectivity, exploding data storage capacity and deep learning artificial intelligence); highly connected financial and trade markets; and a pronounced consumer shift towards socially responsible consumption. Organisations need to consider their business footprint on a fragile world, for the traditional business model no longer serves a world that is overpopulated and where climate change systematically reduces habitable and productive land. The traditional business model has generated relative economic growth, but a significant portion of the world’s population lives in poverty and is at war. A new leadership paradigm is required to successfully navigate an increasingly complex environment (VUCA: Volatile, Uncertain, Complex, Ambiguous). Just as the environment is fluid, so are the capabilities of a leader fluid. Just as the traditional operating model of organisations requires adaptation, so do the capabilities of leaders require adaptation. Specifically, future sustainability for organisations requires a 360-degree view on complexity (through cognitive diversity), the ability to create conditions for transformative innovation (enabled by inclusiveness), and a strategic narrative that inspires, energises and unites efforts (expressed through purpose). At the global-level, diversity and inclusiveness are found in the UN Resolution (The Future We Want), which contains 17 Sustainable Development Goals (SDGs), in an effort by the UN to create a comprehensive plan of action to build a global partnership for sustainable development to improve human lives and protect the environment. The future we want supposes a global interconnectedness of economics, social issues and the environment – and realising it requires diversity, inclusiveness and purpose. Organisations are inspired by this global SDG blueprint and are driven to incorporate these SDGs into their purpose, their strategy and their operational measures (ESG) by their stakeholders, who increasingly adhere to SDG goals, including assessing organisations based on how they treat their employees, their environment and their community. This creates the conditions for a virtuous and reinforcing circle between diversity, inclusion and purpose. Leaders at the helm of organisations need to respond to these new organisational conditions with new capabilities and a new leadership approach. Specifically, leaders need to authentically embody and express their own diversity and inclusive leadership and purpose as they connect and unite their teams and organisation through the shared pursuit of organisational purpose. Chapter 2: Introducing the Virtuous Diversity, Inclusiveness and Purpose (DIP) Circle This chapter describes the evolution of the terms and meaning of diversity, inclusive leadership and purpose and their mutual influence and impact, presented via the Virtuous DIP Circle. It also addresses the interplay between diversity, inclusiveness and purpose. Diversity means having a seat at the table. Inclusiveness means making sure voices are heard at the table. Purpose is having different voices aligned around a common intent. And bias is the reason why some seats at the table are provided to the same people and why some people are listened to more than others. An example of what is covered in the chapter: Diversity encompasses inherited dimensions of diversity (such as race and gender both tightly associated with systemic social disadvantages) and also acquired dimensions of diversity (such as work experience) that together result in expanded cognitive diversity. How diversity is defined is how it is led. This means that acquiring and nurturing a rich understanding of diversity and how it links back to organisational performance is critical. With this richer framing of what diversity means to an organisation, the diversity gap, with reference to the organisational journey, can be defined. FIGURE1: Proprietary Virtuous Circle Diagram Chapter 3: Putting the Virtuous DIP Circle to work This chapter enables leaders to apply the Virtuous DIP Circle within their organisation by leading a strategic assessment of the level of environmental complexity, the associated transformation journey their organisation faces, and their gaps in the Virtuous DIP Circle. The leader is given the tools to identify gaps in diversity, inclusiveness and purpose vis-a-vis their external environment. This Chapter also dwells on the movements in 2020 around COVID-19 and the #BLM offering case studies and examples on how organisational leaders can raise their voices and that of their organisation to support their societal purpose. FIGURE 2: Proprietary Virtuous DIP Circle Assessment Chapter 4: Introducing the Integrated Diversity Model The Virtuous DIP Circle creates a compelling strategic narrative for the organisation vis-a-vis its external environment. The Virtuous DIP Assessment provides the leader with an understanding of the gaps allows the leader to power their transformational journey by capitalizing on their Virtuous DIP Circle within the belly of their organisation. This is done by way of applying the Integrated Diversity Model. The model comprises six critical intervention areas that need to be acted upon in an integrated manner, so that the strategic narrative is fulfilled by tapping into the power of diversity and inclusion. 1. The first intervention area is about extinguishing implicit bias and talent blind spots that lead to a homogeneous talent pool and reduce the richness of talent and its perspectives to support the realisation of the strategic narrative. The second intervention area is to develop a clear case for diversity and inclusion that goes beyond the traditional business case that only was expressed across all levers of business performance. The new case for diversity and inclusion is wedged in the societal case and the Sustainable Development Goals. Organisations that are truly operating in accordance with these values can then benefit through the more traditional business case levers. The third intervention area is to build inclusive leadership as a key organisational capability so that leaders are groomed not only to lead the diversity agenda, but also to practice day-to-day diversity leadership through their values, behaviours and actions. The fourth intervention area is to re-engineer systems, processes and protocols such that diversity and inclusion are maximally supported and magnified to realise the strategic narrative. The fifth intervention area is to upgrade diversity metrics so that diversity is measured not only by demographics, but also by engagement and leadership profiles and attributes. The sixth intervention area is to celebrate and augment the diversity and inclusion initiatives and to evaluate to what degree the strategic narrative has been enabled by these initiatives. This chapter not only introduces the Integrated Diversity Model, but also ratifies the strategic efficacy of the model through sharing the latest research validation and illustrating how the model has been applied in varied forms within organisations. FIGURE 3: Proprietary Integrated Diversity Model Chapter 5. Assessing your diversity and inclusion initiatives against the Integrated Diversity Model Over the past 50 years, there has been an increasing focus on realising diversity in society, by legalizing out discrimination, supporting affirmative action in the 1960s, creating a compelling business case for diversity, and holding CEOs and boards accountable for achievement within organisations and through quotas in many nations. Despite this focus on diversity in society, many companies still treat diversity as a side-pillar and 75% of organisations have not been able to convert their focus on diversity into results and many have hit a ceiling. The barriers include a lack of embedding diversity into the transformational journey and leaders who don’t walk-the-talk of inclusive diversity; the failure to comply with legal regulations and industry diversity-linked codes; the inability to capture the hearts and minds of the organisation, resulting in a lack of engagement and “divided diversity”; and finally, lack of supporting systems and processes that operationalise diversity and inclusion initiatives and deliver the desired performance. The authors provide a strategic way for leaders to assess the way that diversity and inclusion initiatives are currently embedded in their organisation (their organisational typology). This is by way of the Diversity and Inclusion Typology Framework. Through this Typology Framework they can discover where the axis of the Diversity and Inclusion initiatives reside in their organisation and envisage how to re-configure and re-enforce new and current initiatives so as to assure effectiveness of an overall integrated effort. The Typology Framework reveals whether the organisation treats diversity and inclusion strategically or operationally and whether diversity and inclusion initiatives are focused more on external compliance or on capturing the engagement and support of its people. It is when organisations are able to drive their initiatives strategically and operationally, with compliance and with the hearts of employees, that there is a sweet spot of diversity performance that creates magnified and sustainable diversity performance. However, there are usually one or more blind spots within an organisation, which results in the organisation placing more emphasis on one or more dimensions to the exclusion of the others, consequently undermining diversity performance. An analysis of companies reveals a certain typology of diversity initiatives that occurs: 1. Compliance Focus (focus on metrics and quotas, but little focus on inclusion and people) 2. Soft Focus (focus is mostly on inclusion and people engagement, often heavily driven by HR, but lacks the strategic focus and initiative to measure diversity like a business) 3. Missionary Focus (there is genuine commitment to diversity by the CEO and board, but it is not operationalised in the organisation) 4. Disparate Focus (there are many disparate initiatives, often from within the organisation itself, but they lack strategic sponsorship) During the Typology assessment, the following questions are addressed: 1. How has the focus on diversity changed within your organisation? 2. Which diversity initiatives get the most attention? 3. Do you recognise yourself in one of the Typology Types? 4. Can you provide characteristics and examples for each typology in your organisation? 5. What typology is most important for your organisation, given your strategic narrative and your transformational journey? 6. Why is there no integrated view, and what opportunities are being missed by having a fragmented view? 7. What are the key immediate actions that would allow the organisation to build an integrated program? 8. What is the role of your board in supporting you to achieve an integrated focus within your organisation? FIGURE 4: Proprietary Diversity and Inclusion Typology Framework (comprises 4 figures for each typology type) Chapter 6: Surfacing implicit bias that negates the Virtuous DIP Circle’s benefits The ability to reap the benefits of the Virtuous DIP Circle and its related journey is deeply compromised by the automatic, restricted lens of leadership. System 1 is a catchphrase for the host of implicit bias, cognitive bias, and automatic and stereotypical thinking that leadership unwittingly exhibits as it attempts to put the Virtuous DIP Circle to work. It is important to recognize that the restricted lens of leadership is a feature of human survival and has its seeds in the hard-wiring of humans, from birth through a process of biological development (with its roots in neuroscience), and is a feature of the world we live in, where there is strong interaction between societal norms, values and roles and the decisions leadership makes. The biological and social hard-wiring causes the most fervent leaders of the Virtuous DIP Circle to be unwittingly waylaid in their pursuit of the dynamics required to deliver its benefits. Leadership requires not only awareness of the limitations of their lens, but also support from rituals, practices and behaviours that create an environment wherein the results of their leadership efforts become effective. Neuroscience has provided a perspective on why this is: it is our hard-wiring. Although it has been critical to our survival for the past 10,000 years, this hard-wired and lazy default of in-group and out-group thinking creates barriers to entry and the nourishment of diverse talent. Furthermore, we are characterized by System 1 and System 2 thinking, and this creates lazy and default thinking (i.e. stereotyped thinking) when we are under stress and making talent decision. These are talent blind spots. FIGURE 5: Proprietary Adapted Implicit Bias Codex Chapter 7: Moving beyond the traditional business case for diversity and inclusion This chapter sets out both the societal case for diversity (forged on the principle of equality) and the business case for diversity in your organisation. Societal Case Moving beyond the traditional business case means leading the conversation with the social case (‘the right thing to do’) first instead of the traditional business case levers. Increasingly CEOs are motivated to develop diversity because it’s the right thing to do, and it’s good for society. Moreover getting stuck in the statistics of the business case will delay the real work from happening. For organizations looking to increase the representation of severely underrepresented social groups, communicating messages about their commitment to fairness and equality is crucial. However, as representation increases, the organization might think about shifting diversity communication to valuing and appreciating social group differences. Business Case Ever since the BOLD initiative in the 1990s, there has been formidable research attempting to prove the correlation between diversity and performance. This business case has been built mainly on demographics (e.g. diversity performance related to gender, race and age) and surfaced the genuinely accepted levers for performance in our society and within organisations. These business case levers include the following: 1. Increased bottom line performance, such as ROE and ROI 2. Increased customer congruence 3. Increased innovative capability and creativity 4. Increased talent pool 5. Increase employee engagement and wellness of people 6. Increased access to networks and information Of the 6 key business case levers identified above, there is causal* research evidence supporting business case levers 3 and 6. There is correlational* evidence supporting business case levers 1, 2, 4 and 5. Organisations also struggle to develop a business case for their organisation and are unable to fully articulate how diversity and inclusion investments and initiatives translate directly to the fulfilment of their strategic narrative, support their transformational journey and yield bottom-line benefits. Leaders are presented with a compelling view of what constitutes a moral and business case for diversity and inclusion initiatives illustrated by the latest research and case studies of organisations that have finely tuned their business case to their context, purpose and transformational journey. FIGURE 6: Proprietary Societal and Business Case for Diversity Chapter 8: Creating an inclusive leadership capability This chapter explores inclusiveness as a capability, the characteristics of inclusive leaders, and what constitutes the actions, metrics and behaviours of inclusive leaders. Research has confirmed (ref. Stefano et al.) that only when teams are diverse and they are supported by inclusive leaders do abnormal positive benefits accrue to diverse teams. Within organisations where diversity is pursued for the benefit of window-dressing and where managers suppress diversity, those diverse teams deliver abnormal negative performance relative to the homogeneous teams. This research is not widely known and is not often talked about, which has created a sense that by simply adding diversity to a team, one can deliver on the societal and business case for diversity. The reason inclusive leadership is so important is that diverse voices need to be not only invited to the table, but also encouraged to speak and be heard. These outcomes of being invited and being heard are facilitated by leaders who are able to create an environment of respect and support for diversity and to sponsor diversity initiatives. Inclusive leaders create workplace dignity and are regarded as stewards of the values of diversity and inclusiveness. Further research highlights that there is no more impactful manner to create an inclusive environment than through the behaviour, practices and actions of inclusive leaders, for these leaders create a culture-in-motion and are emulated for being fine diversity and inclusion leaders. Research and experience also confirm that the Inclusive Leadership Capability is one of the most important capabilities for organisations that wish to navigate a complex world and where inclusive leadership is impressed in all the organisation’s leadership processes, including the assessment of leaders as inclusive leaders and the manner whereby inclusive leaders are rewarded. FIGURE 7: Proprietary Inclusive Leadership Capability Assessment Chapter 9: Embedding diversity and inclusion in the belly of your organisation Given that the hard-wiring of people – leaders included – is difficult to adjust, the best method for creating an inclusive environment is to develop rituals, processes and structures which constantly serve as a reminder for why diversity is important and to de-bias processes within the employee life cycle. This chapter deals with the manner through which senior leaders in an organisation can ensure that the strategic narrative for diversity and inclusion are cascaded within the belly of the organisation. This chapter also addresses rituals and practices that can be adopted by the chair of board, executive board members, the CEO and other senior leaders so as to send an important signal to other leaders and the organisation about their personal commitment to and support of diversity and inclusion. Rituals, practices and policies for pioneering organisations in diversity and inclusion are listed and compared to those in less mature organisations. These pioneering rituals, practices and policies are natural candidates for being cascaded into the belly of the organisation. Pointers are given to senior leaders regarding the type of interventions that should be initiated by practitioners in their organisation to review and de-bias the talent-touching processes. The specific operational actions are dealt with in the Practitioner Handbook, which will be published as a separate book. FIGURE 8 : Proprietary List of Highly Effective Interventions for Leadership of Diversity and Inclusion Chapter 10: Formulating relevant diversity and inclusion metrics Since the early 1950s, the focus on and measurement of diversity have largely been at the demographic level, with specific focus on gender, race, age and sexual identity. The measurement of demographics is largely targeted to the senior levels of the organisation (e.g. the percentage of women on a board) in aggregate and still largely dominates the measurement of most diversity programs. However, pioneering organisations are demanding a richer view on their diversity and inclusion interventions by attempting to measure additional aspects, such as new dimensions of diversity (e.g. work specialisation) at all levels of the organisation as well as measuring critical contributors to diversity performance, such as the engagement of their people, the presence of inclusive leadership, the return on diversity investments, and the realisation of the societal and business case levers for diversity and inclusion. This chapter proposes a formula by which a 360-degree view on the state of diversity and inclusion can be measured, thereby better supporting the realisation of the strategic narrative for diversity and inclusion and its contribution to realising performance goals. FIGURE 9: Proprietary Diversity and Inclusion Measurement Formulae Chapter 11: Celebrating and diversity and inclusion The first chapter of the book painted a picture of the changing context for organisations. Next, the case was made that a Virtuous DIP Circle powers organisations that wish to navigate this external complexity and deliver on a new paradigm in which organisations strive to be strong in a sustainable and SDG-linked world. A dynamic environment requires an agile and dynamic Virtuous DIP Circle, resulting in an expanded strategic narrative. Consequently, the Integrated Diversity Model is also dynamic. Thus, diversity and inclusion is not a project nor a program, but a journey – and the journey does not end, because the context and the transformational agenda of the organisation are never constant. Given that reality, the journey needs to be seen in waves and celebrated per wave, and the learnings need to be distilled, shared and celebrated. This chapter explains to leadership what constitutes external and internal recognition that is at the origin of well-deserved celebration. The chapter also provides best practices for leadership rituals and practices that sustain and renew the Virtuous DIP Circle and seed the reinforcement and enrichment of the Integrated Diversity Model interventions. FIGURE 10: Proprietary Diversity and Inclusion Recognition Score Card Chapter 12: Summary of strategic interventions for the leader and their organisation to put the Integrated Diversity Model to work This chapter concludes the book by offering the leader a way forward to encapsulate the learnings and reflections in strategic yet practical interventions that allow them to serve as a strategic leader of diversity and inclusion and to translate their vision to an actionable way forward for those who will operationalise these efforts within the organisation. This chapter also makes the case that successful leadership incorporates leadership of self (i.e. the leader), leadership of the team and the leadership of the organisation. Consequently, the chapter creates an inventory of personal, team and organisational interventions that have an impact by creating reinforcing mechanisms for realising the Virtuous DIP Circle

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Book SynopsisThis aim of this open access book is to launch an international, cross-disciplinary conversation on fatherhood engagement. By integrating perspective from three sectors—Health, Social Policy, and Work in Organizations—the book offers a novel perspective on the benefits of engaged fatherhood for men, for families, and for gender equality. The chapters are crafted to engaged broad audiences, including policy makers and organizational leaders, healthcare practitioners and fellow scholars, as well as families and their loved ones. Table of Contents

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Book SynopsisThis book fills a gap in international literature by providing critical reviews on variables of organizational behavior and the main psychological instruments developed to measure them. Measuring instruments developed with theoretical and methodological rigor in the field of Organizational and Work Psychology can contribute to the development of diagnostic analyses to enable organizations to implement the evidence-based changes required for their survival. These changes demand diagnoses based on precise assessments of organizational and individual variables, but many times the professionals responsible for conducting these assessments are not sure of what is the best measuring instrument available. This book is intended to serve as a guide to these professionals. The volume is divided in two parts. The first part brings together chapters dedicated to the following micro-organizational variables: Job Crafting, reactions to organizational change, Psychological Wellbeing at Work, Bridge Employment Assessment in the Work-Retirement Transition, Resilience at Work, and Leadership in Organizations. The second part presents the state-of-the-art of research on the following macro-organizational constructs: Quality of Life at Work, Organizational Climate for Creativity, Values and Organizations, Assessments of Organizational Support, and Contributions by Social Networks Analysis and Organizational Effectiveness. The last chapter presents a critical discussion about the nature and future of organization behavior measuring. Assessing Organizational Behaviors: A Critical Analysis of Measuring Instruments is intended to help market professionals select the diagnostic instruments that best fit into their organizational reality in order to correctly assess organizational behavior. The book will also be of interest to researchers and students in the field of Organizational and Work Psychology as it provides comprehensive overviews of a wide range of instruments developed to measure different variables of organizational behavior. Table of Contents1.Job crafting measures.- 2.Employee reactions to organizational change: the main models and measures.- 3.Psychological Well-Being at Work Measures.- 4.Bridge Employment Assessment Measures in the Work-Retirement Transition.- 5.Resilience at work: research itineraries, a critical review of measures and a proposal for measurement of the construct for organizational diagnosis.- 6.Leadership in Organizations: state-of-the-art with emphasis on measurement instruments.- 7.Quality of life at work: concepts, models and measures.- 8.Creativity Climate: An Analysis of Measurement Scales.- 9.Values in Organizations: Theory, measurement, and theoretical reflections.- 10.Evaluation tools of Social Support at Work and contributions of Social Networks Analysis.- 11.Organizational Effectiveness: a critical review of the proposals for conceptualization and measurement of the construct.- 12.The next challenges for measuring organizational behavior constructs.

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Book SynopsisThis book fills a gap in international literature by providing critical reviews on variables of organizational behavior and the main psychological instruments developed to measure them. Measuring instruments developed with theoretical and methodological rigor in the field of Organizational and Work Psychology can contribute to the development of diagnostic analyses to enable organizations to implement the evidence-based changes required for their survival. These changes demand diagnoses based on precise assessments of organizational and individual variables, but many times the professionals responsible for conducting these assessments are not sure of what is the best measuring instrument available. This book is intended to serve as a guide to these professionals. The volume is divided in two parts. The first part brings together chapters dedicated to the following micro-organizational variables: Job Crafting, reactions to organizational change, Psychological Wellbeing at Work, Bridge Employment Assessment in the Work-Retirement Transition, Resilience at Work, and Leadership in Organizations. The second part presents the state-of-the-art of research on the following macro-organizational constructs: Quality of Life at Work, Organizational Climate for Creativity, Values and Organizations, Assessments of Organizational Support, and Contributions by Social Networks Analysis and Organizational Effectiveness. The last chapter presents a critical discussion about the nature and future of organization behavior measuring. Assessing Organizational Behaviors: A Critical Analysis of Measuring Instruments is intended to help market professionals select the diagnostic instruments that best fit into their organizational reality in order to correctly assess organizational behavior. The book will also be of interest to researchers and students in the field of Organizational and Work Psychology as it provides comprehensive overviews of a wide range of instruments developed to measure different variables of organizational behavior. Table of Contents1.Job crafting measures.- 2.Employee reactions to organizational change: the main models and measures.- 3.Psychological Well-Being at Work Measures.- 4.Bridge Employment Assessment Measures in the Work-Retirement Transition.- 5.Resilience at work: research itineraries, a critical review of measures and a proposal for measurement of the construct for organizational diagnosis.- 6.Leadership in Organizations: state-of-the-art with emphasis on measurement instruments.- 7.Quality of life at work: concepts, models and measures.- 8.Creativity Climate: An Analysis of Measurement Scales.- 9.Values in Organizations: Theory, measurement, and theoretical reflections.- 10.Evaluation tools of Social Support at Work and contributions of Social Networks Analysis.- 11.Organizational Effectiveness: a critical review of the proposals for conceptualization and measurement of the construct.- 12.The next challenges for measuring organizational behavior constructs.

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Book SynopsisThis book presents scholarly reflections on women's entrepreneurial propensity and on women's entrepreneurship in Science, Technology, Engineering, and Mathematics (STEM) fields. Contributing to a country's innovativeness and competitiveness, women entrepreneurs also promote healthy social and economic growth and act as mentors and role models for younger women. However, the low involvement of women in STEM, which begins at education, affects the share of women entrepreneurs in these fields. The authors address these issues and highlight the output of research studies by bringing together both global and country-specific evidence. Researchers and policymakers interested in advancing women's entrepreneurship, especially in STEM, will particularly benefit from this book.Table of ContentsUnderstanding the entrepreneurial intention of women in STEM fields.- Individual factors explaining women entrepreneurship in STEM fields.- Analysis of the European Women entrepreneurship in STEM fields.- Women High Tech Entrepreneurship in India.- Public policies and private efforts to increase women entrepreneurship in STEM field.

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Book SynopsisThis book shows why mindful leadership is the key element for supportive management and leadership in the 21st century. It highlights the fundamentals of mindful leadership in philosophy and history in different cultural traditions and shows latest research on mindfulness and digitalization, technology, social networking, and leading-self concepts. The book bridges the past and the future. By combining a range of research perspectives, it connects mindfulness to serving leadership concepts and describes resilience for both individuals and organizations. In addition, it presents theoretical aspects and practical recommendations on how to implement mindful leadership and supportive environments in organizational cultures. The book encompasses history, present leadership challenges and future management perspectives and enables the implementation of models of good practice into daily working life. It includes contributions from researchers of different continents, and offers an international overview of state-of-the art leadership research.This book is of interest to professionals and researchers working on leadership, from the perspective of positive psychology, organizational studies, and wellbeing studies. Table of ContentsPart 1: Fundamentals of Mindful Leadership – Philosophy, History and Application.Chapter 1: Analysis of Work and Organization today (Klaske) Chapter 2: A History of the Mindful Leadership Concept (Volker)Chapter 3: Indian Perspectives on Mindful leadership (Anuradha Sathiyaseelan, Sathiyseelan Balasundaram, Michael Zirkler)Chapter 4: The ideal Emperor from Chinese Perspective (Thomas Zimmer)Chapter 5: The Concept Mindful Leadership and its Christian Roots (Arie Verkuil)Chapter 6: Cardinal Virtues and Leadership (Paul Imhof and Volker)Part II: Traditions and Perspectives of Mindful LeadershipChapter 7: Ethics in Mindfulness Context (Martijn de Kiewit)Chapter 8: Taming the minds - Health and Resilience (Klaske)Chapter 9: Digitalization as a Challenge for Mindful Leadership (Thomas Thiessen)Part III: Transfer from Theory to Practice Chapter 10: Interventions of Mindfulness and Compassion (Christoph, Philipp, Alvaro)Chapter 11: Mindfulness and Technology (Jan Willem de Graaf)Chapter 12: Mindfulness in social Networks – Self-management and distanced sociability (innovation workplace, Hanze University)Chapter 13. Mental Training through Mindfulness (Marc Aeschbacher)

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Book SynopsisThe situation for career counselors today is particularly complex. Transformational areas such as the Corona pandemic, the climate crisis, the economic situation, and an aging population are bringing rapid changes to the demands of the labor market.This book addresses the challenges in the European labor market from the multinational perspective of career counselors. It includes multiple contributions from different countries that address the country-specific challenges that generate support and development needs for counselors. Measures, solution strategies and future forecasts are included. The contributions are based on the Academia+ project, in which a total of three online training series for career counselors from across Europe on the topics of "Counseling Migrants and Refugees," "Future Jobs," and "Demographic Change" were conducted and evaluated. The book is intended to be a guide for professionals in the vocational training field and to facilitate and support a practice-oriented initial interview from the counselor's point of view.Table of ContentsPart I.- Chapter 1. Academia+.- Part II. Vocational Guidance in Europe: Challenges, Needs, Solutions and Development Perspectives.- Chapter 2. Cyprus: Migrants’ Inclusion in the Labour Market, Education and Society of Cyprus - Current Needs and Perspectives for Change.- Chapter 3. Finland: Vocational Guidance in Finland.- Chapter 4. Germany: The Challenges of Career Counselling in Germany.- Chapter 5. Greece: Challenges Perspectives Against a Difficult Background in Vocational Guidance.- Chapter 6. Ireland: Access to Guidance Provision for Migrant Groups Within Youth Information and the Further Education Sector.- Chapter 7. Lithuania: Are We Ready for Tomorrow Challenges? A Thematic Analysis of Career Development and Prospects Within Lithuania.- Chapter 8. Luxembourg: ‘somewhere Over the Rainbow’ or ‘is There Really a Land Where the Dreams of Social Justice and Equity Do Come True? .- Chapter 9. Spain: Challenges and Perspectives in Times of Inflection on Career Guidance and Counselling in Spain.- Chapter 10. Upcoming Challenges for Vocational Guidance in Europe.

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Book SynopsisThis book demonstrates how leaders can use research from positive psychology to increase work engagement and wellbeing, improve relationships, and increase performance and productivity in the workplace. Specifically, it teaches leaders how to use psychology to understand their own contributions to their leadership style as well as to understand how their employees are being motivated to increase their engagement and productivity. Suitable for leaders, human resource personnel, consultants and coaches, this book gives research-based theory and insight into how leaders’ own attitudes, mind-sets and authenticity are influencing their employees level of performance, emotions and creativity. Readers learn how to motivate, bring meaning into the workplace, improve communication and relationships as well as how to use strength-based leadership. The book features examples from successful companies like Microsoft, Google and Disney and provides practical interventions and techniques in every chapter that can immediately be implemented into the workplace.Table of Contentsintroduction.- What is positive psychology, and why shall we use it in the workplace?.- Research results from the use of positive psychology in organizations.- The leader role.- Positive leadership.- Factors in the leader.- Factors in the leadership tasks.- Results in the employees.- The strength-based leader.- Organizational development with Appreciative Inquiry.

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Book SynopsisThis book analyzes the harms related to whistleblower retaliation, its psychosocial impacts on employees, and the institutional dysfunction it creates and perpetuates. Stigma and biases against whistleblowers interfere with their ability to make protected disclosures when harm to others is at stake. Retaliatory toxic tactics create an atmosphere and corporate culture that embodies fear and encourages bystander behavior. In this book, the authors explore psychosocial impacts across domains that include financial, legal, social, physical, and emotional well-being. Ten of the 14 chapters specifically examine the toxic tactics of retaliation: gaslighting, mobbing, marginalizing, shunning, devaluing, double-binding, career blocking, counter-accusing, bullying, and doxxing. These toxic tactics are the building blocks of workplace traumatic stress (WTS) and can lead to posttraumatic stress disorder (PTSD), depression, substance abuse, and suicide. WTS is a term that differentiates between workplace violence or job stress, which can be components of WTS but do not fully describe the systemic hostile work environment that targets an employee. Understanding WTS and how it disrupts identity, causes moral injury, and shatters world views are important aspects for clinicians treating clients who are victims of this kind of hostile work environment. The Psychosocial Impacts of Whistleblower Retaliation is a useful resource offering a new way for social workers, mental health providers, advocates, and other support services professionals and practitioners to assist whistleblowers. It helps clinicians understand how to view patients suffering from whistleblower retaliation and gives them a lexicon for forensic evaluations. Lawyers, especially those specializing in employment, labor, and Qui Tam cases, also could benefit from having a means to describe the psychosocial impacts of retaliation and WTS on their clients when filing for compensatory damages for pain and suffering during judicial proceedings. Finally, the book could appeal to employees and managers, human resources professionals, victim rights advocates, elected officials, media personnel, and other professionals who are interested in learning more about whistleblower retaliation and its psychosocial and cultural implications.Table of ContentsPart I – Introduction 1. Morality, Virtue, and Ethics Part II – Toxic Culture and Tactics 2. Toxic Leaders and Their Impact 3. Gaslighting 4. Mobbing 5. Marginalizing 6. Shunning 7. Devaluing 8. Double-binding 9. Career Blocking 10. Counter-accusing 11. Bullying 12. Doxxing Part III – The Scope of Harm and Damages 13. Psychosocial and Cultural Implications Part IV – The Workplace Promise 14. Implications for Organizations

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Book SynopsisThis textbook provides an overview of organisation models used in practice from over a century ago to the present day. It outlines the effects these models have on efficiency, learning, innovation and workers’ health and offers critical reflections for students. Some of the models covered are Taylorism, bureaucracy, the socio-technical school, process organisation such as lean production, learning organisations, knowledge management, project organising including agile, platform economy, professional organisations, new public management and sustainable organisations. Featuring learning objectives and reflective questions for students of organisation studies and design, this textbook has a pedagogical structure based on the division of work and the coordination of work. Conclusions are presented on contemporary work organisation models’ impact on working life, ultimately encouraging students to ask the question, how can we create more sustainable work organisations.Table of Contents1. Organisation and work organisation Learning objectives Introduction The organisation society Work Work organisation Motivation Leadership – autocratic, democratic and laissez-fa1. Organisation and work organisation Learning objectives Introduction The organisation society Work Work organisation Motivation Leadership – autocratic, democratic and laissez-faire Reasons for the development and diffusion of work organisation models Summary Reflection questions 2. Taylorism and Fordism Learning objectives Scientific management Ford’s mass production Summary Reflection questions 3. The bureaucratic organisation Learning objectives Introduction Features of the bureaucracy Strengths and weaknesses related to the bureaucracy Bureaucracies for profit Advantages and disadvantages related to bureaucracy like organisations Summary Reflection questions 4. The sociotechnical school Learning objectives The self-directed working group Empowerment and the work environment Workers participating in development work The diffusion of the sociotechnical work organisation Critique of the sociotechnical work organisation Summary Reflection questions 5. Total quality management (TQM) and process organisation Learning objectives Quality for the customer The quality standard ISO 9000 Cutting down process time Lean production A comparison between lean production and the sociotechnical school Shifts of work organisation models Time based management Business process reengineering Summary Increased focus on change and learning Reflection questions 6. Organising for change, learning and knowledge Learning objectives The organic organisation The learning organisation Project organisation and Agile management Hinders and prerequisites for development Knowledge management Summary Reflection questions 7. Professional organisation and new public management – conflicting organisation perspectives in the public sector Learning objectives Introduction The professional organisation New public management Critical reflections on the professional organisation and NPM Summary Reflection questions 8. Network organising Learning objectives The network society and global supply chains Open innovation The gig economy: Platform organisations Summary Reflection questions 9. A changing working life – both up-skilling and down-skilling, more pressure and control Learning objectives Introduction Polarisation – both up-skilling and down-skilling More sophisticated control mechanisms Increased demands, intensification of work and stress related unhealth Summary Reflection questions 10. Sustainable work organisations Learning objectives Healthy working conditions Actors, agreements and frameworks supporting a sustainable working life Summary Reflection questions Bibliography Indexire Reasons for the development and diffusion of work organisation models Summary Reflection questions 2. Taylorism and Fordism Learning objectives Scientific management Ford’s mass production Summary Reflection questions 3. The bureaucratic organisation Learning objectives Introduction Features of the bureaucracy Strengths and weaknesses related to the bureaucracy Bureaucracies for profit Advantages and disadvantages related to bureaucracy like organisations Summary Reflection questions 4. The sociotechnical school Learning objectives The self-directed working group Empowerment and the work environment Workers participating in development work The diffusion of the sociotechnical work organisation Critique of the sociotechnical work organisation Summary Reflection questions 5. Total quality management (TQM) and process organisation Learning objectives Quality for the customer The quality standard ISO 9000 Cutting down process time Lean production A comparison between lean production and the sociotechnical school Shifts of work organisation models Time based management Business process reengineering Summary Increased focus on change and learning Reflection questions 6. Organising for change, learning and knowledge Learning objectives The organic organisation The learning organisation Project organisation and Agile management Hinders and prerequisites for development Knowledge management Summary Reflection questions 7. Professional organisation and new public management – conflicting organisation perspectives in the public sector Learning objectives Introduction The professional organisation New public management Critical reflections on the professional organisation and NPM Summary Reflection questions 8. Network organising Learning objectives The network society and global supply chains Open innovation The gig economy: Platform organisations Summary Reflection questions 9. A changing working life – both up-skilling and down-skilling, more pressure and control Learning objectives Introduction Polarisation – both up-skilling and down-skilling More sophisticated control mechanisms Increased demands, intensification of work and stress related unhealth Summary Reflection questions 10. Sustainable work organisations Learning objectives Healthy working conditions Actors, agreements and frameworks supporting a sustainable working life Summary Reflection questions Bibliography Index

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Book SynopsisPart of the Palgrave Executive Essentials series, this engaging text is the only dedicated resource for executive learners, professionals and students of human resources and labour relations, providing a strategic management guide to employee relations in the unionised workplace.

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Book SynopsisChapter 1: Do Women Lack Confidence?.- 1.1 What is Confidence?.- 1.2 What Feeds the “Women Lack Confidence” Narrative?.- 1.3 What Research Says About Women’s Confidence and Ambitions.- 1.4 Overconfidence, Assertiveness, and the Confidence Myth.- 1.5 More Myths: Women are Reluctant Risk-Takers and Women Don’t Ask.- Chapter 2: Disrupt Self-Defeating Behaviors.- 2.1 Self-Doubt and the Power of Reframing.- 2.2 Stop Rumination and Self-Blame.- 2.3 Become Visible, Proactive, and Take Credit.- 2.4 Communication Pitfalls.- 2.5 Be Careful with the Menial Tasks at Work.- Chapter 3: Transform Challenging Conversations into Opportunities.- 3.1 Delivering Bad News.- 3.2 Providing Feedback and Expressing Dissent.- 3.3 Dealing with Conflict: Avoiding the Drama Triangle.- 3.4 Conversations Around Salary, Raises, and Promotions.- 3.5 Managing a Difficult Relationship with Your Boss.- Chapter 4: Recognize and Deflect.- 4.1 Microaggressions.- 4.2 Gaslighting.- 4.3 Myths Perpetuated by Gaslighting.- 4.4 Role Incredulity, Untitling, and Uncredentialing as Forms of Devaluation.- 4.5 Benevolent Sexism.- 4.6 The Queen Bee Phenomenon.- Chapter 5: Faking It, Authenticity, and Imposter Phenomenon.- 5.1 Should We Really Fake It Until We Make It?.- 5.2 Authenticity.- 5.3 Imposter Phenomenon.- Chapter 6: Thriving at Every Life Stage.- 6.1 Motherhood, Work-Life Balance, and Advancing in Your Career.- 6.2 Menopause: Are Hormones Hijacking your Leadership?.- 6.3 How a Therapist Can Help.

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Book SynopsisImagine this . . . you are leading a team that is full of energy, enthusiasm, creativity, cooperation, and participation. Team members enjoy working　with one another and the nature of the work itself. Simply put, the team is a pleasure to engage with and they help you achieve organizational goals − on time and under budget. Sounds great – right? Of course it does . . . but it may not be your reality. Your team’s success is impacted by changes within the work environment, and as a leader, manager, human resources professional or organizational development consultant you are constantly striving to address threats to employee engagement and well-being. One such threat is the global phenomenon: burnout.　 Fired Up! offers a framework and collection of interconnected principles that can help you build a positive and effective work environment. It serves as a starting point for people leaders (and those that work with people leaders) to understand burnout and engagement while developing a plan of action. Inspired by the stories, anecdotes, and strategies included in the book, you will find support and tools for creating an environment that fosters engagement for your team.　 Gain an insight into the causes and consequences of burnout, learn how to assess your team and work environment and become aware of the conditions that can shift your team from burnout to engagement. Table of ContentsContents Acknowledgments XI Preface XVII Introduction XIX Part I: A stronghold Chapter 1 Burnout matters 3 Burnout as a global phenomenon 3 You can count the costs 4 Nobody is immune to burnout 5 Burnout is an organizational problem 6 The casualties of burnout 7 Managing burnout requires leadership 9 Chapter 2 Why we work – in general and in organizations 11 Wake, work, sleep, and repeat 11 Division of labor and productivity 12 Everyone wants meaningful work 14 Organizations need motivated employees 15 Motivating the masses 17 Chapter 3 Your work environment and well-being 19 The surroundings tell the story 20 A focus on what is positive and effective 21 Key characteristics of the work environment 25 Job demands 25 Job resources 26 Organizational support 27 The dynamic work environment 27 Current realities 28 Span of control 37 Part II: A trench and the oasis Chapter 4 Burnout – the making of a concept 41 The three dimensions of burnout 41 What burnout is not 43 The causes and consequences of burnout 43 What every leader and manager needs to know 46 So, what next? 46 Chapter 5 Work engagement 47 A most desirable state 47 The causes and consequences of work engagement 49 An essential focus for organizations 51 From an individual focus to your team’s work engagement 51 So, what next? 53 Part III: Minding the gap Chapter 6 Shifting from burnout to engagement 57 The Organization-Job-Personal (OJP) framework 57 Three steps 60 Chapter 7 Step 1 – Assess 63 Bringing it all together 69 Chapter 8 Step 2 – Acknowledge 70 Ideating strategies 70 OJP potential strategies and solutions 75 Bringing it all together 77 Chapter 9 Step 3 – Act 78 Brick by brick, build a plan 78 Assess, acknowledge, act, and repeat 81 Keep the flame burning 84 Bringing it all together 84 Chapter 10 Self-audit, self-care, and self-compassion 85 Support tools 87 Afterword 91 Endnotes 93 Appendix I The Organization-Job-Personal (OJP) framework 101 Appendix II Work environment assessment 102 Appendix III Leader assessment analysis form 103 Appendix IV Acknowledge – guiding questions table 104 Appendix V OJP strategy chart 105 Appendix VI OJP potential strategies and solutions chart 106 Appendix VII Timeframe 124 Appendix VIII Fired Up! Action Plan 126 Appendix IX Self-care BINGO card 127 Appendix X Create-Your-Own BINGO card 128 Appendix XI Guiding questions for training and facilitation 129 Appendix XII Resources 131 List of figures 133 List of tables 135 Further reading 137 About the authors 151 Index 153

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Book SynopsisThe extremely positive response to the first edition of The CMO of People from both practitioners and educators spoke of the value of fresh ideas along with specific steps on how to execute them. This second edition of Peter Navin and David Creelman’s pathbreaking book, with new sections including industry leaders’ insights from Nike, UKG, and DocuSign, corroborates the approach that sees the CMO of People as a business focused people function that utilizes the proven tools of the marketing function and creates a predictable and immersive employee experience that drives productivity and performance. If the human resources function in your talent-centric organization is not bringing the excitement and business impact it should, you need a new mental model that approaches getting the best from people with the same mindset marketing uses to get the best results with customers. Just as the Chief Marketing Officer curates an experience to get the best lifetime value from customers, the head of HR, the CMO of People, can curate an experience to get the best lifetime value from employees. This unique book discusses: What it takes to change the character and intensity of an organization How to run HR so that it has impact Why we need to structure the HR department differently How to find unconventional people to staff this unconventional model How to create a predictable and immersive end-to-end experience for employees How a CMO of People can overcome barriers and drive performance

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Book SynopsisAdopting an Evidence-Based Management (EBM) approach, this book provides the best evidence available on a wide range of topics from Industrial and Organizational Psychology to help managers base their decisions on scientific findings. Drawing on principles and methods first developed by Evidence-Based Medicine, EBM aims to promote the use of scientific knowledge in organizational and managerial decision making. Based on this idea, the book seeks to establish a dialogue between researchers and professionals of the Industrial and Organizational Psychology and Management fields, translating scientific knowledge into useful resources that can be used to inform practitioner’s decisions and interventions in topics such as: Creativity in organizations Optimism and hope Engagement at work Life and career planning Entrepreneurship Innovation in organizations Cultural diversity and inclusion in organizations Social networks Ageing at organizational context Work/life balance Positive rule breaking Expatriation Time pressure, Pacing styles and polychronicity Table of ContentsChapter 1. Introduction: The gap between research and professional practice in work and organizational psychology: tensions, beliefs and options.- Chapter 2. Creativity at work: trends and perspectives.- Chapter 3. Optimism and Hope in Work Organizations.- Chapter 4. Work engagement.- Chapter 5.Ageing in Brazil and Portugal and its impact on the organizational context.- Chapter 6. Life and Career Planning: current challenges.- Chapter 7. Work/life balance in a scenario of Brazilian change: Theoretical aspects and possibilities of interventions.- Chapter 8. The Psychology of Entrepreneurship.- Chapter 9. Innovation in organizations: main research results and their practical implications.- Chapter 10. Positive rule breaking and implications for organizations.- Chapter 11. Time Pressure, Pacing Styles and Polychronicity: Implications for Organizational Management.- Chapter 12. Cultural diversity and inclusion in organizations: State-of-the-arts and challenges.- Chapter 13. Social network analysis in organizations as management support tool.- Chapter 14. Expatriates: The multinationality of multinational and national firms.

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a huge range and FREE tracked UK delivery on ALL orders.

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Book SynopsisThis book examines the concept of leadership from within the Islamic worldview, exploring its meaning and various manifestations through textual evidence from the two primary sources of Islam, The Qur’an and hadith. Using this theoretical framework concurrent with contemporary leadership theory, the authors scrutinise the distinctive leadership dynamics of Islamic organisations within a minority-Muslim context and a focus on Australia. Drawing on empirical data gathered over four years, the nature of leadership and its processes within this unique context is examined. Leadership in Islam reconciles the problematic processes that exist within Muslim organisational context and offers a set of measures and strategies to improve leadership processes including enacting leadership, enacting following, accommodating complexity, sense making and embracing basics as the core processes. This book will be beneficial for anyone who seeks to understand the meaning of leadership in Islam, the way Islamic organisations operate, and the way forward for improving leadership processes within an Australian/Western context.Table of ContentsChapter 1: Introduction.- Chapter 2: Leadership in Islam based on primary sources.- Chapter 3: Overview of the Australian Muslim context.- Chapter 4: Australian Muslims’ perceptions of leadership.- Chapter 5: Leadership: Core problems.- Chapter 6: Problematic context.- Chapter 7: Reconciling Problems.- Chapter 8: Accommodating Complexity and Sense making.- Chapter 9: Embracing Basics: Internal & External.- Chapter 10: Conclusion.

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Book SynopsisSharpen your eye for non-verbal communication in recruiting with this book.Well-founded studies show that in the job interview, the non-verbal level of conversation is responsible for 80 percent of whether applicants and companies decide in favor of each other. This is another reason why this book takes a comprehensive look at the important role of nonverbal communication in the recruiting process - from the job interview to the assessment center. Learn how to not only identify the most suitable applicants, but also how to convince the most desirable of them to join your company. As an experienced job market manager, Christian Bernhardt keeps an eye on the current changes in market conditions. In addition, this book provides you:· Valuable, detailed knowledge of body language· Proven impulses for the further development of the recruiting process· Concrete indications to avoid incorrect selection of applicants in the futureThis work will sharpen your senses for the perception of subconscious body signals in the long term.Get to know the body language of your conversation partnerIn this book about non-verbal communication, you can first read more about the framework conditions that companies are currently facing in recruiting. Bernhardt then links the importance of facial expressions and gestures in the course of the recruitment process. Afterwards, you will learn how to correctly read potential candidates already during the job interview. Among other things, this work focuses on the following areas of nonverbal communication:- Appearance of the applicant and first impression- Status and territorial behaviour- Demeanor- Movements- Welcome and handshake- Eyes and eye contact- Facial expressions and emotions- Gestures- Breathing and voice- Legs and feetOverall, the book "Nonverbal Communication in Recruiting" offers you an optimal mix of scientifically based findings and practical elements. However, the clear focus is on the practical transfer, which means that this work provides you with many tips and examples of helpful tools that you can use directly in your everyday professional life. A basic reading recommendation for employees in human resources, headhunting or employer branding as well as for students of business administration.Table of ContentsRecruiting in the "War for Talents".- Learning body language - developing your own competence.- Causes: How does non-verbal communication develop.- Elements of non-verbal communication.- Practical transfer.

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Book SynopsisThis book provides a compact and well-founded set of facilitation skills for all who want to successfully lead meetings, workshops or project rounds. In this way, it is possible to guide the respective communication process to results in a focused, effective and efficient manner - whether online or face-to-face.Stefan Gross shows how guiding questions, methodical impulses, differentiated perception, a clear attitude and specific formats of participation help to achieve sustainable and smart results in groups."This practical book provides a contemporary handout for the many challenges facing dynamic facilitation." Kai Beiderwellen, Mannheim University of Applied Sciences"The book is an invitation to deepen and reflexively develop one's own role." Wolfgang Widulle, Socialnet.deTable of ContentsCharacteristics of good facilitation.- Using methods correctly.- Managing group processes.- Distinguishing tasks and causes.- Including organization and context.- Establishing relationship and contact.- Developing role clarity and self-image.- Using visualization effectively.- Virtual facilitation.- Learning to facilitate

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