Personnel and human resources Books

Book SynopsisThis book is a guide to planning and implementing the training of professional civil engineers. In an increasingly fast-moving industry, ensuring that engineers have the necessary skills, ability and commitment is key to success.

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Book SynopsisWhile disagreement persists in most contemporary organizations, how employees express dissent at work and how their respective organizations respond to it vary widely. This book provides students, scholars, and practitioners with an understanding of dissent as an important aspect of workplace communication.Trade Review"This scholarly acknowledgement of the vital role of dissent is refreshing and long overdue." Choice "Kassing convinces the reader that the question of organizational dissent is of singular importance in the study of organizational communication. The book provides an interesting synthesis of the attitude research designed to tease out the intricacies of dissent, and it is replete with the stories of some of our most important dissenters." Tim Hegstrom, San Jose State University "Dissent in Organizations is an important book for students, scholars, and indeed citizens in general. Kassing widens and deepens our understanding of why and how dissent occurs in organizations. Above all, this book helps to build an important bridge between our understanding of what we do during a huge proportion of the hours of our lives - that is, work - and our common commitment to democratic practices." George Cheney, University of Texas at Austin "Dissent in Organizations is a ‘must read' if you have ever made suggestions for change and been surprised at others' reactions. The book provides an insightful and interesting integration of research on dissent across multiple disciplines. It is full of excellent examples that have immediate relevance to managers and employees across all types of organizations." Linn Van Dyne, Michigan State UniversityTable of ContentsDetailed Table of ContentsList of Tables and FiguresPrefaceChapter 1: Why is Organizational Dissent Relevant?Chapter 2: What is Organizational Dissent?Chapter 3: How Do We Make Sense of Organizational Dissent?Chapter 4: What Triggers Organizational DissentChapter 5: How Do Employees Express Dissent?Chapter 6: Upward Dissent Anyone?Chapter 7: Can Organizational Dissent Be Managed Well?References

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Book SynopsisColin Beard is a consultant and senior lecturer at Sheffield Hallam University. He works with clients internationally in corporate organizations, higher and further education and adult education.Trade Review"Beard...presents 30 learning "experiences" (i.e. activities) that educational and training practitioners can put to use to promote learning on a wide range of topics, including service learning, corporate social responsibility, customer service skills, company product knowledge retention, strategic thinking and negotiating, financial skills, time management, and the development of innovation and creativity." * Book News Inc. *Table of Contents Chapter - 4.5: String lines: exploring journeys in life; Section - FIVE: The fifth dimension: knowing; Chapter - 5.1: The marketplace: developing creativity and innovation; Chapter - 5.2: How to get to…: developing higher thinking; Chapter - 5.3: The Singapore obelisk: multiple intelligence (logical/mathematical); Chapter - 5.4: Skills for researching and consulting: practitioner-researcher training; Chapter - 5.5: Walk the talk: learning to understand complexity; Section - SIX: The sixth dimension: being; Chapter - 6.1: Cards on the table: learning to change by playing cards; Chapter - 6.2: Comic strips and newspapers: reflection and change using storylines; Chapter - 6.3: Behavioural awareness: changing individual and group behavioural interactions; Chapter - 6.4: Service learning: social and environmental responsibility; Chapter - 6.5: Unmasking: the hidden and unknown self Chapter - 4.4: Unfinished statements: sentences that access the feeling dimension; Chapter - 4.3: Reframing, rewriting, rethinking: the emotions of fear and risk; Chapter - 4.2: Accessing emotions: popular metaphors; Chapter - 4.1: Ace of spades: space for reflection; Section - FOUR: The fourth dimension: feeling; Chapter - 3.5: Nuts and bolts: systematic thinking – classifying and organizing; Chapter - 3.4: The rucksack and the fleece: effective presentations; Chapter - 3.3: Shape and colour: using the senses to generate conversations about learning and personality; Chapter - 3.2: Blindfold: communication and the senses; Chapter - 3.1: Brand sense: the role of senses in brand development; Section - THREE: The third dimension: sensing; Chapter - 2.5: Hearing voices: voice work for reception and call-centre training; Chapter - 2.4: Antiques Roadshow: developing product expertise in employees; Chapter - 2.3: Read all about them: an experience to develop writing skills; Chapter - 2.2: Altering reality: negotiating skills development; Chapter - 2.1: Bike it!: teams, leadership and communication; Section - TWO: The second dimension: doing; Chapter - 1.5: Listening to silence: experiencing silence through sensory focus; Chapter - 1.4: Different ways to know: spatial mapping of knowledge; Chapter - 1.3: Edventure: learning encounters with people and place; Chapter - 1.2: Coffee and papers: positive mood and reading retreats for learning; Chapter - 1.1: Just four steps: customer service and customer complaints; Section - ONE: The first dimension: belonging; Chapter - 0: Introduction;

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Book SynopsisJohn P Wilson is a consultant and researcher and holds positions at Oxford, Sheffield and Bradford University. He is the editor of Human Resource Development and author of Experiential Learning (both published with Kogan Page). John is Director of the EU Commission project Call Centre Training and Knowledge Transfer.

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Book SynopsisDr. Susie Linder-Pelz has experience in academia, business and personal development. With a World Health Organisation scholarship she earned a PhD from Columbia University in New York and worked as a behavioural science researcher. Later she developed a successful NLP-based career coaching practice. She has authored four books and numerous articles in peer-reviewed journals, addressed conferences in the USA, Singapore and Australia; delivered career and life management programs to government departments, insurance and investment advisory firms; addressed private sector universities, business and professional groups; talked on radio and TV.Trade Review"NLP Coaching provides a clear, accurate picture of NLP" Making Money Jan 2010Table of Contents Chapter - 00: Introduction; Section - ONE: NLP and coaching; Chapter - 01: What is NLP coaching?; Chapter - 02: Catching a coach at work; Chapter - 03: The ‘magic’ of NLP; Chapter - 04: Meeting industry standards; Chapter - 05: Shifting paradigms; Section - TWO: An evidence-based approach to NLP coaching; Chapter - 06: Best practice is evidence-based; Chapter - 07: Systemic principles with psychological overlay; Chapter - 08: Links to psychology; Chapter - 09: Empirical evidence; Section - THREE: Towards best practice; Chapter - 10: Building on NLP coaching; Chapter - 11: Working as a practitioner-researcher; Chapter - 12: Benchmarking and evaluating competencies

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Book SynopsisJonathan Passmore is a chartered occupational psychologist, an accredited AC coach, a coaching supervisor and fellow of the CIPD. He is the author of several books and editor of the first edition of Excellence in Coaching as well as Psychometrics in Coaching, Diversity in Coaching and Leadership Coaching, all published by Kogan Page.Table of Contents Section - ONE: Approaches to supervision; Chapter - 01: Supervision and continuous professional development in coaching – Jonathan Passmore; Chapter - 02: The reflective coaching practitioner model – Francine Campone; Chapter - 03: Action learning supervision for coaches – Roy Childs, Martin Woods, David Willcock and Angy Man; Chapter - 04: The Gestalt supervision model – Marion Gillie; Chapter - 05: Self-supervision using a peer group model – Barbara Moyes; Chapter - 06: Narrative supervision – the experiential field and the ‘imaginal’ – Sue Congram; Chapter - 07: Non-directive supervision of coaching – Bob Thomson; Chapter - 08: Presence in coaching supervision – Elaine Patterson; Section - TWO: Coaching ethics and the law; Chapter - 09: Ethical frameworks in coaching – Claire Townsend; Chapter - 10: Coaching ethics – developing a model to enhance coaching practice – Julie Allan, Jonathan Passmore and Lance Mortimer; Chapter - 11: Legal considerations in coaching – Kevin Rogers; Section - THREE: Continuous professional development; Chapter - 12: Continuous professional development for coaches – David Hain, Philippa Hain and Lisa Matthewman; Chapter - 13: Creative approaches to continuous development – Anne Davidson and Dale Schwarz; Chapter - 14: Undertaking and reviewing coaching research as CPD – Max Blumberg and David Lane; Section - FOUR: Personal reflection; Chapter - 15: Coaches’ use of reflective journals for learning – Declan Woods; Chapter - 16: Building emotional, ethical and cognitive capacity in coaches – a developmental model of supervision – Peter Hawkins; Chapter - 17: Using case studies for reflective practice – Jonathan Passmore, Gladeana McMahon, Diane Brennan, Bob Lee, Barbara Christian and Michelle Tenzyk

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Book SynopsisMichael Armstrong is a former Chief Examiner of the CIPD. He has sold over 500,000 books on the subject of HRM (published with Kogan Page). Duncan Brown is director of HR Business Development at the Institute of Employment Studies and was Assistant Director General at the CIPD. Peter Reilly is director of HR Research and Consultancy at the Institute of Employment Studies.Trade Review"The book is grounded in facts and theory with the mainstay of the subject being written with the past very much underpinning practices put forward for consideration in respect of organisational reward policy." Hr Network Scotland, September 2010 "This book, which fills a big gap, presents the tools and techniques that can be applied and draws on the experience of many organizations, not just those that are the focus of the case studies." Benefits and Compensation International, September 2010Table of Contents Chapter - 00: Introduction; Chapter - 01: The concept of evidence-based management; Chapter - 02: The concept of evidence-based reward management; Chapter - 03: The reality of evidence-based reward management; Chapter - 04: The impact of evidence-based HR and reward management; Chapter - 05: The process of evidence-based reward management; Chapter - 06: Reviewing reward; Chapter - 07: Measuring and evaluating reward; Chapter - 08: Developing and implementing reward; Chapter - 09: Conclusions on evidence-based reward management

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Book SynopsisClive Johnson is a highly experienced negotiator, facilitator and coach. His extensive experience includes in-house mediation and acting as course director of various conflict training programmes. A prolific writer and speaker, Clive is a partner with conflict specialists, The Janus Partnership (www.thejanuspartnership.com) and is co-founder of the International Conflict Management Forum (www.conflictmanagementforum.org).Jackie Keddy is a highly experienced mediator, coach and conflict consultant. As a former facilitator of some of the London Metropolitan Police Service's most high profile and complex disputes, a grievance appeals investigator and a founding member of the Met's Leadership Academy, Jackie brought her many years' of experience as a police officer and DCI into a new life in managing people. With Clive, Jackie is a partner of The Janus Partnership (www.thejanuspartnership.com) and co-founded the International Conflict Management Forum (www.conflictmanagementfTrade Review"This easy-to-read book presents effective conflict management as a combination of good communication, emotional intelligence and common sense - underpinned by the application of sound techniques. It's a practical read packed with solid information, diagrams, tables and clear definitions. It also covers training for roles such as informal mediator and skills for giving testimony at employment tribunals. Essential reading for managers." * Professional Manager *"This is an excellent book which combines clarity of expression with solid information presented in an easy to read format...This book is essential reading for everyone, and should be required reading for those with any management responsibility at any level." * Chartered Management Institute *"It's a practical read packed with solid information, diagrams, tables and clear definitions. It also covers training for roles such as informal mediator and skills for giving testimony at employment tribunals. Essential reading for managers." * Professional Manager *Table of Contents Chapter - 01: The nature of conflict; Chapter - 02: Deciphering conflict management; Chapter - 03: Options for resolving conflict; Chapter - 04: RESOLVE – The Janus perspective; Chapter - 05: Preventing conflict; Chapter - 06: Managing conflict from the front line; Chapter - 07: Escalated dispute resolution; Chapter - 08: The practice of dispute resolution: critical encounters; Chapter - 09: Strategic planning and conflict management; Chapter - 10: Implementing a conflict management strategy; Chapter - 11: Monitoring and evaluation

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Book SynopsisJane Newell Brown has worked in the recruitment industry for twenty years. She is a consultant who advises on recruitment strategy and is also a co-author of The Professional Recruiter's Handbook, published by Kogan Page.Trade Review"Much more than just a 'How to' recruitment manual, Jane Newell Brown puts all of her experience and research to work and shows how successful recruitment really is the engine of outstanding business performance. A great read for anyone involved in what Jane herself describes as the 'mindset' of recruitment as well as recruitment professionals." * Brian Wilkinson, Executive Board Member, Randstad NV *"Having recruited literally hundreds of people over the years I have been in business, it is a pleasure to find a book aimed at taking the mystery out of recruitment for the non-professional recruiter, and provide a genuine hands-on guide. This is a superb tool for anyone needing to understand the mechanics of the recruitment process and a great resource for any business needing to recruit, whether seeking senior executives, scarce talent or high volume resource." * Graham Cove, Director of WiFi, Everything Everywhere *"An accessible and comprehensive guide for non-professional recruiters, this book highlights not only how to go it alone but when to call in the experts! Importantly, recruitment is not considered in isolation but the wider issues of retention, engagement and assessment are also explored. It's an indispensable help for everyone who needs to get recruitment right first time." * Ann Swain, Chief Executive, APSCo (Association of Professional Staffing Companies) *"All recruitment should be done by a professional yet this book provides the advice of a professional recruiter without the cost. A logical framework, easy to use process and excellent tips from years of experience in the field, this book will help you get the results you need from the daunting task of getting recruitment right as well as save you money!" * Juliet Lloyd, Clinical Nurse Lead, Castle Partnership *Table of Contents Chapter - 00: Introduction; Section - ONE: The recruitment environment; Chapter - 01: Joined-up recruitment; Chapter - 02: The costs of poor recruitment; Chapter - 03: Engagement and retention; Chapter - 04: Creating a great place to work; Section - TWO: Making great recruitment happen; Chapter - 05: Elements for successful recruitment; Chapter - 06: Developing a successful recruitment and talent strategy; Chapter - 07: A recruiting process fit for purpose; Chapter - 08: Attraction; Chapter - 09: Assessment; Chapter - 10: On-boarding

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Book SynopsisJanice Caplan was the previous CIPD Vice-President of Learning and Development. She has over 25 years experience in HR which encompasses a Masters degree and designing and implementing talent management solutions for different types of organizations. She continues to teach and run courses for the CIPD.Trade Review"Her book has two major strengths. First, when Janice Caplan discusses a topic she has is likely to have a good understanding and to display sound judgement. Secondly, she writes clearly and structures her material well. This makes for a good read and the checklists and guidance she offers are very practical. Overall this makes it a very good buy for the learning and development professional who is five years or further into their career. Anyone less experienced could struggle with the sheer weight of information and the challenge that it represents. Training Journal, February 2011" * Training Journal *"Here obviously speaks a person with oodles of years of operating in the commercial world and Caplan puts this experience (of which she has plenty ending up as VP of Talent Development for our mother ship, the revered CIPD) to extremely good use by making the text easy to follow and which can be applied practically without too much palaver rather than having to wade through the treacle that is supposed to pass for theory offered up by various other writers on the same subject. HRNetwork, February 2011" * HRNetwork *Table of Contents Chapter - 01: This new world; Chapter - 02: The new world organization; Chapter - 03: Setting the strategic direction; Chapter - 04: Developing the strategy; Chapter - 05: Assessment: Capabilities as the cornerstone of talent management; Chapter - 06: Assessment: Performance management and reward; Chapter - 07: Development; Chapter - 08: Deployment; Chapter - 09: Engagement; Chapter - 10: The role of HR: Gaining acceptance to talent management

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Book SynopsisMichael Armstrong is a former chief examiner of the Chartered Institute of Personnel and Development (CIPD), joint managing partner of e-reward and an independent management consultant. He has sold over 500,000 books on Human Resource Management Practice with Kogan Page, including the classic text for all those studying or entering HR, Armstrong's Handbook of Human Resource Management Practice.Table of Contents Chapter - 00: Introduction; Section - ONE: Human Resource Management; Chapter - 01: The Practice of Human Resource Management; Chapter - 02: Strategic Human Resource Management; Chapter - 03: HR Policies and Procedures; Chapter - 04: Human Capital Management; Chapter - 05: Knowledge Management; Chapter - 06: Corporate Social Responsibility; Chapter - 07: International HRM; Section - TWO: Organizations and People; Chapter - 08: Organizational Behaviour; Chapter - 09: Employee Engagement; Section - THREE: HRM Practice; Chapter - 10: Competency-based HRM; Chapter - 11: Job and Role Analysis and Design; Chapter - 12: People Resourcing; Chapter - 13: Learning and Development; Chapter - 14: Managing Performance; Chapter - 15: Reward Management; Chapter - 16: Employee Relations; Chapter - 17: Employee Well-being; Section - FOUR: People Management Skills; Chapter - 18: Managing Change; Chapter - 19: Leadership Skills; Chapter - 20: Selection Interviewing Skills; Chapter - 21: Performance Management Skills; Chapter - 22: Learning and Development Skills; Chapter - 23: Managing Conflict; Chapter - 24: Handling People Problems

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Book SynopsisPatrick Forsyth runs Touchstone Training & Consultancy based in the U.K and specialises in marketing, sales and communications skills. He is the author of more than fifty successful business books (with translations into 23 languages). These include: Successful time management, How to Write Reports and Proposals, Tough Tactics for Tough Times and The PowerPoint Detox (also published by Kogan Page). .Trade Review"Patrick Forsyth has an easy knack of writing books in such a way that even hardy, well-worn practitioners will find refreshing." * Sales & Marketing Management *"Patrick has a lucid and elegant style of writing, which allows him to present information in a way that is organized, focused and easy to apply." * Professional Marketing *Table of Contents Chapter - 00: Introduction; Chapter - 01: The motivation process; Chapter - 02: How people feel about work; Chapter - 03: The negative side of the balance; Chapter - 04: The positive side of the balance; Chapter - 05: Taking the temperature; Chapter - 06: Incentive schemes; Chapter - 07: The contribution of communication; Chapter - 08: Involvement and empowerment; Chapter - 09: Action plan

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Book SynopsisMargaret Parkin is Founder and Principal of Success Stories. She has worked with individuals, groups and major organizations for over 20 years, helping them with her innovative and refreshing approach to training.Trade Review"Offers trainers and mentors different options in teaching life-long lessons" * Engineering Management *"Parkins book is well-crafted, innovative and refreshing. She has a remarkable clarity to her writingCuriously, I began this book review purely as a professional project. Well into Parkins book and through several of the 50 tales, I realized I was in the midst of a meaningful coaching experience. It was as if Margaret was coaching me herself" * The Bulletin of the Association for Coaching *Table of Contents Chapter - 00: Introduction; Section - ONE: Are You Sitting Comfortably?; Chapter - 01: Introducing Storytelling; Chapter - 02: Coaching and Storytelling; Chapter - 03: Finding and Using Stories in Coaching; Chapter - 04: Telling the Tale; Section - TWO: Then I’ll Begin…; Chapter - 05: The Tales; Chapter - 06: Problem Solving; Chapter - 07: Reframing and Creativity; Chapter - 08: Empowerment; Chapter - 09: Success and Self-Esteem

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Book SynopsisJohn P Wilson is a researcher and consultant with 40 years' experience in education and training, working with a range of international organizations. He currently teaches at the University of Oxford and the University of Sheffield. He is also Director of the EU Commission project Call Centre Training and Knowledge Transfer. He is the author of The Call Centre Training Handbook and Experiential Learning (both also published by Kogan Page).Trade Review"Overall this looks a very promising publication with 24 both interesting and relevant chapters and is probably the best book available in the UK for domestic HRD practitioners, academics and students." * David E Williams, Programme Leader- MA Personnel and Development, University of Greenwich *"I would wholeheartedly recommend this third edition of International Human Resource Development to any student, professional HRM / HRD colleague or manager interested in the local, national and international arena of learning and development." * Dean Horsman, Senior Lecturer and Director of the NHS Trainee Scheme, MA in Human Resource Management, Leeds Business School *Table of Contents Section - ONE: International human resource development and learning; Chapter - 01: International human resource development – John P Wilson; Chapter - 02: Strategic human resource development – Thomas N Garavan and Ronan Carbery; Chapter - 03: What is learning? – John P Wilson; Section - TWO: Organizational learning; Chapter - 04: Change management and organization development – John P Wilson; Chapter - 05: Knowledge management – Eduardo Tomé; Section - THREE: National and international learning, education, training and human resource development; Chapter - 06: National systems of education – John P Wilson; Chapter - 07: UK vocational education and training – John P Wilson; Chapter - 08: European vocational education and training – Martin Mulder; Chapter - 09: National human resource development strategies: comparing Brazil, Russia, India and China – Alexandre Ardichvili, Elena K Zavyalova and Vera N Minina; Chapter - 10: International development: policy learning as an approach to VET reform in transition and development countries – Sören Nielsen and Madlen Serban; Chapter - 11: Capacity development and human resource development – Dalia Al-Zendi and John P Wilson; Section - FOUR: The training cycle; Section - FOUR A: Identification of learning needs; Chapter - 12: The identification of learning needs – Richard Palmer, Allan Claudius Queiroz Barbosa, Leandro Pinheiro Cintra, Junia Marcal Rodrigues and Juliana Barbosa e Oliveira; Section - FOUR B: IDesign; Chapter - 13: Designing learning events – David Simmonds; Chapter - 14: Working in multicultural and multilingual environments: HRD professionals as learning and change agents in the global workplace – Maria Cseh and Beatriz Coningham; Section - FOUR C: IDelivery; Chapter - 15: Delivering training – John Kirkham and Jacqueline Pattison; Chapter - 16: Informal, non-formal and work-based methods of learning – Jacqueline Pattison, John Kirkham and Mariana Gabriela Hudrea; Chapter - 17: Coaching and mentoring – Stephanie T Sturges; Section - FOUR D: Evaluation; Chapter - 18: Assessment and evaluation – Tanuja Agarwala; Section - FIVE: Managing HRD; Chapter - 19: Leadership and management development – Ronan Carbery and Thomas N Garavan; Chapter - 20: Managing human resource development functions and services – Barney Erasmus and Pieter Loedolff; Chapter - 21: HRD practice and research: investigating business issues through applied social science research – K Peter Kuchinke; Chapter - 22: HRD and consultancy – Kiran Trehan and Clare Rigg; Chapter - 23: Learning spaces that change people and organizations – Colin Beard and Ilfryn Price; Chapter - 24: HRD and business ethics – Alexandre Ardichvili and Douglas Jondle

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Book SynopsisKenneth Fee has worked in learning and development for 25 years, as a trainer, consultant, manager, and writer, among other roles. He has an MA degree in social science, an MBA, certificates in training and in assessment, a professional diploma in training management, and he is a Chartered Fellow of CIPD and a Fellow of CMI.Table of Contents Chapter - 23: The talent web; Chapter - 24: The succession planning cycle; Chapter - 25: Devising and using standards of competence; Chapter - 26: Board-level development: a needs audit; Chapter - 27: Learning methods and styles grid; Chapter - 28: Learning methods choice matrix; Section - TWO: Planning learning; Chapter - 29: The six essential elements of a learning strategy; Chapter - 30: Using the learning and development cycle to plan learning interventions; Chapter - 31: A step-by-step guide to planning a learning event; Chapter - 32: Personal development planning; Chapter - 33: Using different approaches to learning and development; Chapter - 34: Criteria for choosing a learning approach; Chapter - 35: A checklist for procuring learning services; Chapter - 36: Outsourcing versus insourcing; Chapter - 37: The four phases of knowledge management; Chapter - 38: The three component parts of e-learning; Chapter - 39: The five models of e-learning; Chapter - 40: Learning design: the five dimensions; Chapter - 41: The route map model for e-learning design; Chapter - 42: A classification of e-learning technologies; Chapter - 43: What to look for in a digital learning platform; Chapter - 44: Checklist – 10 things to look out for when dealing with e-learning vendors; Chapter - 45: What to look for in a learning and development consultant; Chapter - 46: What to look for in learning materials; Chapter - 47: Working with union learning representatives; Chapter - 48: Using qualifications; Chapter - 49: Reference list of learning and development methods; Section - THREE: Implementing learning; Chapter - 50: Icebreakers; Chapter - 51: Coaching – tips and pitfalls; Chapter - 52: Facilitation – tips and pitfalls; Chapter - 53: Lecturing – tips and pitfalls; Chapter - 22: The five aspects of talent management; Chapter - 21: Knowledge management: distinguishing data, information and knowledge; Chapter - 20: Neuro-linguistic programming; Chapter - 19: Gardner’s multiple intelligences; Chapter - 18: Emotional intelligence; Chapter - 17: Accelerated learning; Chapter - 16: The learning value chain; Chapter - 15: How to develop a learning organization; Chapter - 14: How to develop a learning culture; Chapter - 13: Johari window; Chapter - 12: Overcoming barriers to learning; Chapter - 11: Rose’s learning styles; Chapter - 10: Honey and Mumford’s learning styles; Chapter - 09: Kolb’s experiential learning cycle; Chapter - 08: Informal and non-formal learning; Chapter - 07: Bloom’s taxonomy of learning domains; Chapter - 06: The learning curve; Chapter - 05: Performance analysis quadrant; Chapter - 04: Identifying organizational learning needs: a step-by-step approach; Chapter - 03: L&DNA grids; Chapter - 02: Understanding learning, development, education and training; Section - ONE: Learning needs analysis; Chapter - 01: The learning and development cycle; Chapter - 00: Introduction; Chapter - 54: How to mentor someone; Chapter - 55: How to organize work-based learning; Chapter - 56: Guided practice; Chapter - 57: Putting together action learning sets; Chapter - 58: Setting up a community of practice; Chapter - 59: The seven pillars of a corporate university; Chapter - 60: Preparing a lesson plan; Chapter - 61: Preparing to deliver a course: a checklist; Chapter - 62: Tips for team teaching; Chapter - 63: 360-degree feedback; Chapter - 64: Psychometric instruments for development rather than assessment; Chapter - 65: Innovative approaches to learning; Chapter - 66: Using storytelling in learning and development; Chapter - 67: Games, and learning through play; Chapter - 68: Simulation; Chapter - 69: Volunteering-based learning; Chapter - 70: Development centres; Chapter - 71: Assessing and recording competence; Chapter - 72: Learning logs and contracts; Chapter - 73: Guided reading; Chapter - 74: Appreciative inquiry; Chapter - 75: Networking via professional bodies; Chapter - 76: Outplacement services; Chapter - 77: Blended learning models; Chapter - 78: Social networking and collaborative tools; Chapter - 79: Checklist for setting up a learning centre; Section - FOUR: Evaluating learning; Chapter - 80: Costing learning; Chapter - 81: Assessing learning; Chapter - 82: Talent management and development: the GE nine box model; Chapter - 83: Quality management of learning: the diamond model; Chapter - 84: Applying quality management tools to learning; Chapter - 85: Making a business case for learning and development; Chapter - 86: Internal marketing of learning and development; Chapter - 87: How to get value from a corporate university; Chapter - 88: How to get value from learning consultants; Chapter - 89: Evaluation: how to recognize and when to use the main methods; Chapter - 90: Kirkpatrick’s four levels of evaluation; Chapter - 91: Producing an evaluation sheet; Chapter - 92: Measures in evaluating learning; Chapter - 93: CIPD partnership of learning model; Chapter - 94: Evaluation metrics; Chapter - 95: Calculating return on investment; Chapter - 96: Evaluation: return on expectations; Chapter - 97: Six Sigma for learning and development; Chapter - 98: Balanced scorecard for learning and development; Chapter - 99: E-learning: the impact matrix; Chapter - 100: Evaluation: total value add; Chapter - 101: You

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Book SynopsisHilarie Owen has been a successful director, author, strategist, founder and Chief Executive of the Institute of Leadership. She was Head of Leadership Services for the Police Service in England, Wales and Northern Ireland after a successful corporate career and has worked for a variety of global companies in the United States, Europe, Middle East and South Africa. She has lectured at Cranfield, Manchester Business School and Madrid University and was invited to speak at Harvard Kennedy School of Government in a debate on how people learn leadership.Trade Review"Hilarie Owen has produced a well researched and highly practical guide to one of the most pressing topics of the day. Both large corporations and ambitious SME companies will find this guide an invaluable tool to accessing the cost effective solution mentoring gives to the issue of identifying and unlocking the potential talent that exists within their organisations in the face of increasingly tight internal resources." -- Tony Stubbs, Regional Director, Executives OnlineTable of Contents Chapter - 01: Introduction to mentoring; Chapter - 02: Mentoring in organizations; Chapter - 03: Finding the right people; Chapter - 04: The nuts and bolts of a mentoring scheme; Chapter - 05: The role of mentoring in diversity and culture; Chapter - 06: Evaluating mentoring; Chapter - 07: The wisdom of mentoring; Chapter - 08: Mentoring for small and medium enterprises; Chapter - 09: Mentoring for leadership; Chapter - 10: Conclusion

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Book SynopsisMichael Armstrong is a former Chief Examiner of the CIPD. He has sold over 500,000 books on the subject of HRM (published with Kogan Page).Ann Cummins is a management consultant specializing in reward and performance management.Table of Contents Chapter - 00: Introduction: the tools and how they are used; Chapter - 01: Reward reviews; Chapter - 02: Reward strategy; Chapter - 03: Total rewards; Chapter - 04: Reward risk management; Chapter - 05: Job evaluation; Chapter - 06: Market analysis; Chapter - 07: Base pay management; Chapter - 08: Contingent pay; Chapter - 09: Bonus schemes; Chapter - 10: Executive remuneration; Chapter - 11: International reward; Chapter - 12: Employee benefits; Chapter - 13: Pay reviews; Chapter - 14: Evaluating reward

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Book SynopsisMike Bryon is an expert in psychometrics and training solutions. He is also the author of The Advanced Numeracy Test Workbook, How to Pass Graduate Psychometric Tests, How to Pass the Civil Service Qualifying Tests, How to Pass Selection Tests, Ultimate Psychometric Tests and How to Master the UKCAT, as well as many other titles, all published by Kogan Page.Table of Contents Chapter - 01: A career as a firefighter; Chapter - 02: The application forms and questionnaire about your attitude to work; Chapter - 03: Written tests and practice questions; Chapter - 04: Practice tests; Chapter - 05: Interview and team exercise, physical tests and references; Chapter - 06: Answers and explanations

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Book SynopsisRaisa Arvinen-Muondo works in HR management in Luanda, Angola. She has undertaken doctoral research at the University of Bedfordshire, on the career development of Angolan professionals within Western multinational organizations, focusing on the impact of experiences associated with international living.Stephen J Perkins is Dean of London Metropolitan Business School and a Visiting Research Fellow at Cass Business School. In addition to having served in several universities, he has held senior management posts in industry at times of transformational change and consulted with private and state-owned organizations internationally.Table of Contents Section - ONE: Introduction; Chapter - 00: Introduction – Stephen Perkins and Raisa Arvinen-Muondo; Section - TWO: Individuals at work under an employment relationship; Chapter - 01: Managing diverse identities at work – Janice Johnson and Christina Schwabenland; Chapter - 02: Perception, making decisions and people management – Raisa Arvinen-Muondo; Chapter - 03: Motivation at work: engagement and facilitation – Nahid Rozalin; Section - THREE: Employing human resources to work together for a purpose; Chapter - 04: Managing performance – Caroline Bolam and Sarah Jones; Chapter - 05: Leadership, communication and organizational effectiveness – Linda Holbeche; Chapter - 06: Talent management – Raisa Arvinen-Muondo and Qi Wei; Section - FOUR: Shifting contexts for organizational behaviour; Chapter - 07: Conflict, power and politics – Philip Davies and Rod Smith; Chapter - 08: Organizational culture – Eliot Lloyd; Chapter - 09: Managing organizational change – Faten Baddar Al-Husan and Konstantinos Kakavelakis; Chapter - 10: Creativity, innovation and the management of knowledge – Pauline Loewenberger; Section - FIVE: Summation and reflection; Chapter - 11: Coda: HRM and OB – accenting the social – Stephen Perkins and Raisa Arvinen-Muondo

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Book SynopsisAnne Brockbank was a learning and development consultant and EMCC Master Practitioner, working with clients in a range of public and private enterprises. She was a visiting lecturer at City University and co-author with Ian McGill of Facilitating Reflective Learning in Higher Education and The Action Learning Handbook.Ian McGill is a development consultant working with senior managers and staff in government agencies, higher education, and the private sector. He is the co-author of The Action Learning Handbook.Table of Contents Section - ONE: How coaching and mentoring support reflective learning; Chapter - 01: The revised situational framework; Chapter - 02: Learning theories for coaching and mentoring; Chapter - 03: Reflective dialogue and learning; Section - TWO: What is the difference between coaching and mentoring?; Chapter - 04: What is mentoring?; Chapter - 05: What is coaching?; Chapter - 06: Mentoring models; Chapter - 07: Coaching models; Section - THREE: Coaching or mentoring in each quadrant; Chapter - 08: Performance; Chapter - 09: Engagement; Chapter - 10: Development; Chapter - 11: The systemic quadrant; Section - FOUR: The reflective practitioner: accreditation, ethics, diversity and supervision; Chapter - 12: Accreditation, ethics and diversity; Chapter - 13: Why supervision? Theory, sources and models; Chapter - 14: Conclusion

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Book SynopsisJane Newell Brown has worked on all sides of the staffing sector, in contingency, search, selection and managed services. She is now one of the leading management consultants in the sector, to both recruitment firms and their client base. Ann Swain is the Chief Executive of The Association of Professional Staffing Companies (APSCo). She is a well-respected authority in the recruitment industry, a hugely popular international speaker and a passionate advocate for the UK Staffing Sector.Trade Review"Finally: the ultimate 'go to' guide for recruiters - a one-stop shop of professionalism with panache." * Recruiter *"[Newell Brown and Swain] are unquestionably authorities on recruitment. What they don't know about our industry isn't worth knowing" * Dan McGuire, Co-founder of Broadbean Technology and serial entrepreneur *"I can think of very few people better qualified to write about the recruitment industry." * Russell Clements, CEO, SThree *Table of Contents Chapter - 00: Introduction; Section - ONE: The recruitment industry; Chapter - 01: The development of the recruitment industry; Section - TWO: The successful recruiter; Chapter - 02: The recruitment cycle; Chapter - 03: Working to your strengths; Chapter - 04: Developing a business strategy; Chapter - 05: Developing key performance indicators; Section - THREE: How to deliver excellence in recruitment practice; Chapter - 06: Candidate management; Chapter - 07: Client acquisition; Chapter - 08: Client strategy; Chapter - 09: Candidate attraction

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Book SynopsisWarren Redman is founder and President of the Emotional Fitness Institute. He has trained and coached high profile professionals and leaders for nearly thirty years. Having developed Emotional Fitness coaching and written 16 books he now trains coaches in this approach through the E-Fit Institute.Trade Review"Emotional Fitness Coaching is an accessible and engaging read that will help any leader, and aspiring leader, get a handle on some of the "soft skill"competencies critical to their success" -- Steve Mitten CPCC, MCC, Former President of International Coach Federation, Founder of acoach4u.com and ICF 'Coach of the Year' 2007 * Steve Mitten CPCC, MCC, Former President of International Coach Federation, Founder of acoach4u.com and ICF 'Coach of the Year' 2007 *Table of Contents Chapter - 00: Introduction; Chapter - 01: Why Emotional Fitness brings success; Chapter - 02: Power Listening; Chapter - 03: Learning is earning; Chapter - 04: Treasure seeking; Chapter - 05: The energy equation; Chapter - 06: Inside story; Chapter - 07: The E-Fitness coach; Chapter - 08: Actions speak louder; Chapter - 09: Spreading the E-Fitness bug

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Book SynopsisAdrienne Green has practised for many years as a psychotherapist with people suffering with severe stress, anxiety and depression.She has also lectured at Lancaster University in theories of counselling and psychotherapy.John Humphrey advises many leading employers on health and employment issues. He has run the healthcare functions of Procter and Gamble and the Beecham Group. Adrienne and John are the founding directors of Nice Work Consulting Ltd a company that specialises in workplace psychology and employee wellbeing.Trade Review"By working through the 'Keys' in Coaching for Resilience you will equip yourself to deal with all of life's challenges. Keep it with you." * Peter Davidson, Chairman South Tyneside NHS Trust *"Adrienne has helped me to understand myself more, develop my inner strength, identify and appreciate my own abilities and provided me with the skills and techniques I needed to enhance my working relationships with others." * Joan Didier, Deputy Head Teacher *"It has made me challenge my outlook in a way that I have never had the tools to do before, despite reading numerous books on the subject." * Tim Styles *Table of Contents Chapter - 00: Introduction; Section - ONE: Essential foundations for lasting resilience; Chapter - 01: Defining ‘resilience’ and ‘stress’; Chapter - 02: The science bit; Chapter - 03: The effects of modern-day chronic stress; Chapter - 04: Managing stress to build resilience; Chapter - 05: What you already know; Section - TWO: The 7 KEYS; Chapter - 06: KEY 1; Chapter - 07: KEY 2; Chapter - 08: KEY 3; Chapter - 09: KEY 4; Chapter - 10: KEY 5; Chapter - 11: KEY 6; Chapter - 12: KEY 7

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Book SynopsisJonathan Passmore is an occupational psychologist with an international reputation having spoken at conferences across the world. He is the editor of the Association for Coaching series with Kogan Page as well as Appreciative Inquiry for Change Management and Top Business Psychology Models.Trade Review"This book fills an important gap in the coaching literature. Psychometric data figures increasingly in the background materials coachees bring to the learning alliance and the book provides valuable guidance on how to make safe, effective use of a wide range of instruments." * Professor David Clutterbuck, Clutterbuck Associates *"Executive coaches are increasingly aware that our observations are invariably biased, distorted and selective. While that is part of the charm and power of coaching, this textbook is invaluable in balancing our sometimes overly subjective perception." * Erik de Haan, Director of Centre for Coaching, Ashridge Business School *"A very timely book. Both coaching and psychometrics are fast growing areas. Psychometric test results help build the foundation on which effective coaching rests. Any coach should know this information." * Professor John Rust, The Psychometrics Centre, University of Cambridge *"The book is for those new and experience using psychometric tests, as well as students in psychology, psychometrics and human resources management" * Sci Tech Book News *"This book... is an invaluable addition to the growing number of books on coaching. Psychometrics in coaching is a must for those commissioning coaching, for coaches wishing to improve their knowledge of this area and for those studying leadership. The clear style makes it accessible for readers new to this area as well as being suitable for experienced practitioners - a useful book to add to the library." * Coaching at Work *Table of Contents Chapter - 00: Introduction; Section - ONE: Psychometrics and feedback; Chapter - 01: Using psychometrics and psychological tools in coaching – Elizabeth Allworth and Jonathan Passmore; Chapter - 02: Designing psychometric questionnaires – Nollaig Heffernan; Chapter - 03: Administering and managing the use of psychometric questionnaires – Angelina Bennet; Chapter - 04: Psychometric tools in development – do they work and how? – Mark Batey, Anna Walker and David Hughes; Chapter - 05: Using feedback in coaching – Almuth McDowall; Section - TWO: Individual instruments and their use; Chapter - 06: Coaching with the MBTI instrument – Sally Carr, Bernard Cooke, Leanne Harris and Betsy Kendall; Chapter - 07: Coaching with teams: Team Management Systems (TMS) – Dick McCann; Chapter - 08: Coaching with OPQ – Eugene Burke; Chapter - 09: Coaching with the Motivation Questionnaire – Dave Bartram, Alexander Fradera and Helen Williams; Chapter - 10: Coaching with Saville Consulting Wave™ – Rainer Kurz, Rab MacIver and Peter Saville; Chapter - 11: Coaching with the 16PF questionnaire – Rob Bailey and Pauline Willis; Chapter - 12: Coaching for emotional intelligence: MSCEIT – David R Caruso and Peter Salovey; Chapter - 13: Identifying potential derailing behaviours: Hogan Development Survey – James M Fico, Richard Brady and Robert Hogan; Chapter - 14: Coaching for engaging transformational leadership: The Transformational Leadership Questionnaire (TLQ™) – Beverly Alimo-Metcalfe and Glenn Mead; Chapter - 15: Developing resilience through coaching: MTQ48 – Peter Clough, Keith Earle and Doug Strycharczyk; Chapter - 16: Using archetypes in coaching – Thomas J Hurley and Jeff Staggs; Chapter - 17: Coaching for strengths using VIA – Carol Kauffman, Jordan Silberman and David Sharpley; Chapter - 18: Coaching for stress: StressScan – Kenneth M Nowack; Chapter - 19: Coaching for cultural transformation: CTT – Richard Barrett; Chapter - 20: Coaching with FIRO Element B – Roy Childs; Chapter - 21: Coaching with LSI – Quentin Jones; Chapter - 22: MTR-i and Type Mapping system for team coaching – Roy Childs and Steve Myers

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Book SynopsisRo Gorell specializes in performance improvement and talent development, working with a broad range of clients looking to leverage talent and effect change. Ro's enthusiasm for group coaching began in 1999 whilst coaching process improvement teams. She is the co-author of 50 Top Tools for Coaching published by Kogan Page as well as Are They On The Right Bus?The 55-Minute Guide to Talent Management (Verb Publishing)Trade Review"A fresh, well considered, and practical guide for those considering harnessing group coaching as a talent development tool'" * Sharon Hitch, Director of the Talent Management Association *"Although I'm only into the first few words of chapter two I've already pulled value from the book....[I] look forward to getting into the rest of the book." * Richard Scott-Will-Harknett *Table of Contents Chapter - 00: Introduction: taking the group coaching journey; Section - ONE: The context of group coaching; Chapter - 01: Why it’s important to start with self; Chapter - 02: Benefits of group coaching; Chapter - 03: Certainty drives action; Section - TWO: Creating a group coaching strategy; Chapter - 04: Group coaching process; Chapter - 05: Group coaching blueprint; Chapter - 06: Group dynamics and the group directive; Section - THREE: Tools and processes; Chapter - 07: Contracting for ‘success’; Chapter - 08: Discovering the right tools; Chapter - 09: Creative group coaching; Section - FOUR: Measuring success; Chapter - 10: The challenges of measuring results from group coaching; Chapter - 11: Measuring success in practice; Section - FIVE: Group coaching as talent liberation; Chapter - 12: Using group coaching as part of your talent system; Chapter - 13: Actions for optimizing collective talent

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Book SynopsisLiz Hall is an award-winning journalist and coach. Awards include the Periodical Training Association's Journalist of the Year award and the Association for Coaching's Award for Impacting (Leadership/External Focus) Service to the Wider Community for 2010-11. She is the editor and co-owner of Coaching at Work magazine, has written and worked for publications including The Guardian; The Financial Times; The Observer; The Daily Mail, People Management; Personnel Today; Training magazine; Employers' Law; Spirituality & Health and Mandala magazine. She is the author of Mindful Coaching, also published by Kogan Page.Trade Review"Liz Hall expertly intertwines relevant theory, the latest thinking of leading academics and real-world practice to provide coaches with an essential guide for working with people facing challenging transitions. Compelling, timely and inspiring!" * Dr Christian van Nieuwerburgh, Associate Professor in Coaching, Centre for Coaching and Behavioural Change, Henley Business School *"The generosity in the material that is shared, the power in the stories, the vulnerability and honesty in the case studies makes this book an exciting and compelling read that brings you face to face with your own learning edge of working with crisis. This book stretches the assumptions of what it is to coach." * Dr Alison Whybrow, Chartered Psychologist and Coach *"The idea of this book was initially a little daunting, as I wasn't sure how coping with crisis was something I wanted to be drawn towards. Rather than uncomfortable reading, it's inspiring. To connect with so many real and relatable stories of people's triumph in almost impossible experiences caused me to wonder - what would I do in this situation? Liz's research and references are comprehensive and it's a read I think most coaches would get something from." * Julie Starr, Director, Starr Consulting and author of The Coaching Manual *"Neil and Alister provide both an inspirational and thought provoking piece of writing as well as a range of methods and tools." * Peter Hawkins, Emeritus Chairman of Bath Consultancy Group and Professor of Leadership at Henley Business School (about the legacy thinking chapter) *"[the] writing resonates with the biggest challenges facing businesses now. The key question I am asking myself after reading the chapter [on legacy thinking] is... [W]ould shareholders be better served by adopting legacy thinking and looking to the long term?" * Andrew Jones, Finance director for an international fund management company *Table of Contents Chapter - 1: Definitions; Chapter - 2: Shared territory; Chapter - 3: Models and frameworks for exploring change and transition; Chapter - 4: No mud, no lotus? Crisis as a catalyst for transformation; Chapter - 5: Coaching for Compassionate Resilience through Creativity: The Case for a ‘Turn to Autoethnography’; Chapter - 6: Insights from Neuroscience; Chapter - 7: Executive Coaching in Times of Organisational Change: a Vital Support and Developmental Mechanism; Chapter - 8: Leaders in Crisis: Attending to the shadow side; Chapter - 9: The Role of Coaching in Supporting Organisations to Address Mental Health Issues; Chapter - 10: Nourishing the lotus flower: turning towards and transforming difficulties with Mindful Compassionate Coaching; Chapter - 11: Self coaching; Chapter - 12: Legacy Thinking: An Approach for a Better Now, and a Better Future;

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Book SynopsisRobin Hoyle has worked in training and development for 27 years, designing courses and delivering sessions across the public, private and voluntary sectors. He has trained school leavers and senior executives, sole traders and multi-national corporations. His company, Learnworks, works with global organizations designing blended learning programmes, particularly in the areas of sustainability, commercial governance and marketing. He has been the architect of award-winning e-learning programmes and workshops for both technical and interpersonal skills. He has trained thousands of trainers on every continent. A regular speaker at industry events and conferences, he has twice been nominated for Outstanding Contribution to the Training Industry at the World of Learning Awards.Trade Review"Robin's work constantly asks you to challenge your preconceptions of what good training should be about. He excels in questioning the attitudes of the status quo and accepted thinking that has allowed much of L&D to lack the innovation it needs. 'Complete Training: From recruitment to retirement' is no exception and is highly recommended reading for everyone in the industry." * Jon Kennard, editor, TrainingZone.co.uk *"Based on many years of experience in adult learning, working with a variety of clients, including big multinationals with dozens of thousands of people to develop, Robin summarises here his uncompromising views about what's wrong with corporate training and development and how it can be put right. It provides vital advice for anyone interested in developing an organisation's most valuable resource - its people." * Svetlana Omeltchenko, Vice President Consumer Market Insights at Coty Inc *Table of Contents Chapter - 00: Introduction: a manifesto; Chapter - 01: Employee life cycles; Chapter - 02: Complete Training tools: the starting point; Chapter - 03: Complete Training tools: workshops; Chapter - 04: Complete Training tools: follow-up activities and on-the-job/informal learning; Chapter - 05: Can all the tools work together?; Chapter - 06: Technology: what works and what doesn’t; Chapter - 07: Knowledge management and performance management: mutually exclusive?; Chapter - 08: What gets measured gets done; Chapter - 09: Growing your own talent and succession planning; Chapter - 10: The strategy checklist

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Book SynopsisDoug Strycharczyk is Managing Director of AQR a consultancy that works to improve the 'mental toughness' of organizations. Before he founded AQR in 1989 he held a variety of HR and consultancy roles in the private and public sectors. These include Castrol (UK) Limited, Goodyear Tyres, Decca Ltd, J Wedgwood Ltd and the Burton Group. He was the Head of Operations for Castrol (UK) Ltd at the same time as being Head of HR. He is the co-author of Developing Mental Toughness with Peter Clough and a contributor to Psychometrics in Coaching, both published by Kogan Page.Charles Elvin is Chief Executive of the Institute of Leadership and Management (ILM). He is a highly experienced Director achieving significant commercial results in the business services sector, in particular driving revenue and profit growth in the learning, training and professional development industry. Previous roles include Director of the B2B Division of the Open University, leading the British StandTrade Review"Developing Resilient Organizations' central premise that the future for individuals and organizations is both challenging and arriving at break neck speed is correct. We can't any longer debate whether we want change or not, we have to embrace it. The book provokes business leaders into thinking about the future - in particular two hugely important factors. Firstly, developing a positive, confident mindset in the workforce through developing mental toughness. Secondly, applying real leadership behaviours that engender trust from staff. The most important thing though is to be alert to change and what it means for all stakeholders. This book helps the reader to do just that." * Neil Scales, Director-General, Dept. of Transportation and Main Roads *Table of Contents Chapter - 00: Introduction; Section - ONE: Change in the 21st century; Chapter - 01: A general overview – Doug Strycharczyk; Chapter - 02: The new factors – Doug Strycharczyk; Chapter - 03: Mental toughness – Professor Peter Clough, Dr Fiona Earle, Dr Keith Earle, Dr John Perry and Doug Strycharczyk; Chapter - 04: Trust-based leadership and resilient organizations in the 21st century – Charles Elvin; Chapter - 05: Leadership, resilience and the 21st-century organization – Professor Sharon Turnbull and Rob Noble; Section - TWO: Practitioner perspectives; Chapter - 06: Leadership and the BP grit in the oyster – developing mental toughness – Jo Shuttlewood and Rachel Billington; Chapter - 07: Changing times for the public sector – Zoe Sweet and Jo Carruthers; Chapter - 08: New realities: Personal growth for an uncertain future – Sue Pinder, Raymond Robertson and Craig Thomson; Chapter - 09: Ethics, ethical practice and their growing importance in developing sustainably performing organizations in the 21st century – Richard Cresswell and Murray Clark; Chapter - 10: Big data, big business – Andrew Cuthbert

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Book SynopsisPatricia Cichocki leads Design to Change. She has over 25 years' experience working in and advising international organizations and clients on organization design and change. She holds degrees from HEC Paris, Oxford University and University College London and is a member of the Organization Design Forum. Patricia was a founding director of the Change Leaders.Christine Irwin retired in 2011 after a career that saw her become one of the UK's leading practitioners in organization design and implementation. The first edition of Organization Design is just part of that legacy. She was an elected board member of the US-based Organization Design Forum from 2001 to 2010 and holds degrees from Manchester Business School and Leeds University.Table of Contents Chapter - 00: Introduction; Section - ONE: Understanding organization design; Chapter - 01: Putting organization design in context; Chapter - 02: Familiarize yourself with the Organization Design Compass and the OPTIMAL Way; Chapter - 03: Some essential building blocks; Section - TWO: Designing your organization the OPTIMAL Way; Chapter - 04: Outlining your brief; Chapter - 05: Pulling together your programme; Chapter - 06: Taking stock of the change required; Chapter - 07: Identifying assessment criteria; Chapter - 08: Mapping the design options; Chapter - 09: Assessing the alternatives; Chapter - 10: Laying out the way forward; Section - THREE: Dealing with recurring challenges; Chapter - 11: How to maintain design integrity over time; Chapter - 12: How to choose between design options when the environment is very uncertain; Chapter - 13: How to assess the level of capability maturity of an organization over time

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Book SynopsisRichard Griffin is Director of Institute of Vocational Learning and Workforce Research in Health and Social Care, where he undertakes research, audit and evaluation of a range of workforce interventions, including the development of new roles and the impact of training on productivity. His recent projects in this role include evaluations of a leadership training programme and a retail staff training programme. Richard is a regular contributor to The Training Journal's magazine and holds a blog on their website. He is also a regular conference speaker and runs workshops on the subject of training evaluation.Trade Review"I regard it as both a pleasure and a privilege to applaud this innovative and insightful text which will provide essential reading and practical guidance for all who are involved in the field of training, education and impact evaluation of the same. This inspiring text provides a range of pragmatic recommendations, solutions and guidance that have been informed by personal testimony, experience and evidence-based practice acquired by the author who is regarded as an expert in his field." * Emeritus Professor David Sines, Buckinghamshire New University *"Griffin's approach in Complete Training Evaluation is spot on. This book provides clear direction for training professionals who wish to create and implement a credible training evaluation plan to demonstrate the organizational value of their efforts." * James D. Kirkpatrick, Co-author, Training on Trial *"Richard Griffin is a real expert on the ROI of L&D. He combines an academically rigorous approach to research with a real-world knowledge and understanding of the challenges facing L&D professionals in measuring the return on investment in their activities, and, as a result, produces work that really drives the issue of ROI forward." * Elizabeth Eyre, Senior Editor at Mind Tools *Table of Contents Section - ONE: The state of training evaluation; Chapter - 01: Introduction; Chapter - 02: The power of training evaluation; Chapter - 03: The workplace, learning and performance; Chapter - 04: Where are we now?; Section - TWO: Getting ready; Chapter - 05: Barriers to evaluation and how to overcome them; Chapter - 06: Planning an evaluation; Chapter - 07: Surveys, peer review evaluation, observation and other ways to evaluate; Chapter - 08: Stakeholder evaluation; Section - THREE: Evaluation; Chapter - 09: Meaningful reaction measures: Moving beyond happy sheets; Chapter - 10: Rating scales: Measuring the effectiveness of training; Chapter - 11: ‘Can do, will do’ – the importance of self-efficacy; Chapter - 12: Training transfer and retention: Making training stick; Chapter - 13: ‘What difference did the training make to you?’; Chapter - 14: Evaluating e-learning; Chapter - 15: Evaluating learning outcomes; Chapter - 16: Evaluating informal learning; Chapter - 17: Costs; Section - FOUR: Bringing it together; Chapter - 18: Presenting evaluation results; Chapter - 19: Complete evaluation checklist; Chapter - 20: Bringing it all together; Chapter - 21: Boosting performance through complete evaluation

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Book SynopsisNigel Paine is a change-focused leader with a worldwide reputation and extensive experience in leadership and consultancy with public service broadcasters, SMEs, global industry players, government and education institutions. As the Head of Training and Development at BBC, he built one of the most successful learning and development operations in the UK. He now runs his own consultancy, which focuses on leadership, creativity, innovation and e-learning, working with companies in Europe, Brazil, Australia and the US.He is an academic director and member of the international advisory board at the University of Pennsylvania in Philadelphia, board member of Management Issues and a Masie Learning Fellow. Frequent conference speaker, Nigel has also written many articles for Training Zone and contributed and edited two books for the internationally respected Masie Centre think tank. In recognition of his contribution to learning, he received a Global Learning Leader Award at the 2006Trade Review"This book checks all the boxes for me. A great summary of the challenges and opportunities for learning in organizations all over the world." * Elliott Masie, Head, The MASIE Center *"Superb and paradigm-shifting. I will require my staff to do a deep read of the book." * Diane Adams, Director, Division of Training & Ed./OD, Department of HR, The Mount Sinai Health System *"The Learning Challenge is full of strong, supportive messages for both the new and established talent development professional. Great read for talent development professionals in the trenches, facing new challenges head-on." * TD Magazine *Table of Contents Chapter - 00: Introduction; Section - ONE: The Manifesto for Change; Chapter - 01: The changing context for learning; Chapter - 02: Work is changing; Chapter - 03: The learning leader role is changing; Section - TWO: New Ideas for Learning; Chapter - 04: What 70:20:10 is and why it is important; Chapter - 05: Measuring impact; Chapter - 06: Performance support; Chapter - 07: Instructional design; Section - THREE: The Game Changers; Chapter - 08: Coming to terms with big data and learning analytics; Chapter - 09: The lessons from neuroscience; Chapter - 10: The importance of technology for learning

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Book SynopsisStephen Frost is a leadership, communications and inclusion expert. He was formerly Head of Diversity and Inclusion for the London Organizing Committee of the Olympic Games and Paralympic Games (LOCOG) 2007-2012, and is currently a Visiting Fellow with the Women and Public Policy Program at Harvard Kennedy School. He is also Vice President (Diversity) of the Chartered Institute of Personnel and Development.Trade Review"Phenomenal - I have never seen such a holistic, strategic and effective mandate for organisational change" * Iris Bohnet, Academic Dean, Harvard Kennedy School *"One more sceptic converted, one more step to real inclusion, one step closer to improving the state of the world. I implore any senior executive who cares about wider society to read this book" * Klaus Schwab, Founder and Executive Chairman, World Economic Forum *"This is the book on diversity we've all been waiting for. The fact it has never been undertaken before is an indictment on business. The fact it now can be applied, offers me hope." * Lord Paul Deighton, Commercial Secretary to the Treasury and former CEO, London 2012 *"The Inclusion Imperative has opened up a whole new way of thinking about how we work together in the modern world. We are using it as a guidebook for how to organize large projects here in Minnesota, like our plans to host the 2023 World's Fair EXPO, in ways that change the communities they touch for the better. It is inspiring because it is based on the actual experience of one of the largest and most successful global projects ever undertaken and it is so helpful by giving specific ideas, advice, and suggestions applicable to all of the challenges we face- no matter how small or large." * Mark Ritchie, Former Secretary of State, Minnesota *"The Inclusion Imperative has something for everyone. For executive leaders or those new to the Diversity and Inclusion profession, it is a definite read, especially those in the business/corporate sector. Frost's reporting of data and research helps anyone who is working on developing an inclusion strategy. For those like myself, who are from the higher education sector, the book adds to the chorus and volumes of diversity research that is decades old; however, Frost frames diversity and inclusion in new, compelling ways that can aid our mandates and give it new life. Overall, I highly recommend the book." * Denise O’Neil Green, Vice-President Equity and Community Inclusion, Ryerson University and Executive Editor of Institutional Diversity Blog *Table of Contents Chapter - 00: Introduction – Paul Deighton, Tanni Grey-Thompson and Jean Romlin; Section - ONE: Courage; Chapter - 01: Inside the tent: the seven stages of life in an organising committee; Chapter - 02: Outside the tent: the Olympic and Paralympic movements; Chapter - 03: Re-defining Diversity and Inclusion; Chapter - 04: The real business case for action; Section - TWO: Creativity; Chapter - 05: The process; Chapter - 06: Understand; Chapter - 07: Lead; Chapter - 08: Deliver; Chapter - 09: The interventions; Chapter - 10: Workforce; Chapter - 11: Procurement; Chapter - 12: Service delivery; Section - THREE: Talent; Chapter - 13: 200,000 people: the workforce story; Chapter - 14: 2,700 footballs and 22 tape measures: the procurement story; Chapter - 15: Logo and mascots; Chapter - 16: Who got tickets?; Chapter - 17: Education and the Cultural Olympiad; Chapter - 18: The Torch Relay; Chapter - 19: Use your LOAF: accessibility inside the tent; Chapter - 20: Transport, screening and a walk along the South Bank: accessibility outside the tent; Chapter - 21: Trapped in polyester; Chapter - 22: The ceremonies; Section - FOUR: Legacy; Chapter - 23: The theory: what have we learned?; Chapter - 24: The tools: game-changers; Chapter - 25: The lessons: failures; Chapter - 26: The applications: no more excuses

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Book SynopsisEmma Weber is the founder of Lever Learning and developer of the Turning Learning into Action methodology. Lever Learning delivers programmes throughout 16 countries and in 11 languages. Users of the TLA methodology include companies such as BMW, Apple, Electrolux, Landrover Jaguar, Colgate, Suncorp, Cisco and Nokia. A recognized authority on the transfer of learning, Emma has been a guest speaker on learning effectiveness at conferences in Australia, New Zealand and the USA.Trade Review"The Turning Learning into Action methodology has made a concrete difference to our training results over the last eight years. A must to read and implement!" * James Harper, Training Manager, BMW Group Japan *"A significant contribution to the transfer of learning to the job, with a practical approach of how real business results can be delivered." * Jack and Patti Phillips, founders of the ROI Institute *"Emma's dedication to learning outcomes has made a real contribution to the success of our entrepreneurs since 2009." * Tracey Webster, CEO, Branson Centre of Entrepreneurship, Johannesburg, South Africa *"LIW has used the Turning Learning into Action methodology with global clients for the last four years. It has become a crucial part of our approach to delivering measurable business impact for our clients - I highly recommend it!" * Pia Lee, CEO, LIW *"Turning Learning into Action is a well-argued description of how training and learning in organisations is falling short; what can be done about it and how these different actions can benefit not only trainers and their participants but other stakeholders whose involvement is crucial for success. If you've ever been frustrated that the hard work put into creating the 'perfect' training programmes has been undermined by low levels of commitment to doing things differently and doing different things once the formal training input is over, then you will not be alone in the field of L&D. In Turning Learning into Action, Emma Weber has provided some straightforward and instantly applicable routes away from that frustration being repeated in the future." * Robin Hoyle, Training Zone *Table of Contents Section - ONE: The learning transfer challenge; Chapter - 01: The evolution of training; Chapter - 02: Learning’s missing link – why it has been missing for so long; Chapter - 03: Learning’s missing link: the solutions so far; Section - TWO: The learning transfer solution; Chapter - 04: Turning Learning into Action®; Chapter - 05: Preparation – setting expectations; Chapter - 06: Preparation – creating the TLA plan; Chapter - 07: Action – the ACTION Conversation model and how to use it; Chapter - 08: Action – the ‘must have’ skills for successful TLA delivery; Chapter - 09: Action – helping others to ‘get in the gap’; Chapter - 10: Action – managing the TLA conversations; Chapter - 11: Evaluation – how to measure and report success; Section - THREE: Making learning transfer happen and the benefits by stakeholder; Chapter - 12: How to roll out TLA successfully; Chapter - 13: The benefits of TLA by stakeholder

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Book SynopsisJohn G Fisher is CEO of FMI Group, a brand engagement consultancy. He has over 30 years' experience in marketing communications, incentives and performance improvement programmes, specializing in the financial services sector. He has written several business books, including Strategic Brand Engagement (also published by Kogan Page) and is a regular columnist in the marketing and HR press. He is in regular demand as a speaker and also devises and delivers seminars for clients and trade bodies about the practicalities of running employee incentive programmes.Trade Review"Fisher's grasp of the key issues makes this a perfect primer for anyone wanting to know how to create and manage successful engagement and incentive schemes." * Chris Bestley, Education Consultant, Institute of Promotional Marketing *"A great reference for any manager who has to run motivation programmes." * Simon Gilbert, Trade Marketing Manager, Sony Mobile *"John Fisher has been an expert strategist and practitioner in the field of staff motivation for over 30 years. He is also an excellent writer. The result is an always-engaging read, combining real education with valuable insights." * Martin Lewis, Managing Editor, "Meetings & Incentive Travel" magazine *Table of Contents Chapter - 00: Introduction: Dealing with human beings; Chapter - 01: Why ‘benefits’ do not deliver performance improvement; Chapter - 02: Recognition and reward theory; Chapter - 03: Motivation in practice; Chapter - 04: The performance improvement programme model; Chapter - 05: Know your people: The human audit; Chapter - 06: Skills and learning for performance improvement; Chapter - 07: Communicating reward and recognition; Chapter - 08: Rewards; Chapter - 09: Recognition; Chapter - 10: Structuring reward and recognition programmes; Chapter - 11: Setting the budget; Chapter - 12: International aspects; Chapter - 13: Troubleshooting reward and recognition; Chapter - 14: The future of reward and recognition

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Book SynopsisDr Sheila Keegan is a Chartered Psychologist and has a doctorate in organizational change. In 1983, she co-founded Campbell Keegan Ltd, a business psychology consultancy working in the private and public sectors. An organizational consultant and qualitative researcher for more than 25 years, she helps clients in the private and public sectors to make better decisions in the areas of business strategy, social policy and organizational change management. She is a Fellow of the Market Research Society and an Associate Fellow of the British Psychological Society.Trade Review"Whatever the root of fear at the workplace, high-quality leadership - which sees employees as humans, trusts them to be professional and empowers them - seems to be necessary to ensure that such fear does not compromise innovation and productivity. I hope that leaders of academic/corporate organizations read this book and ponder about the environments they are creating at the workplace." * Professor Ranjini Swamy, Goa Institute of Management *"This book should be read by everyone who has anything to do with managing organizations. It is soundly based in history, the literature and personal experience. Keegan not only describes and explains the increase of fear in organizations but also suggests how to reduce it so that everyone can be happier and more productive." * Emeritus Professor Malcolm Harper, Cranfield University *"Sheila Keegan provides a wide-ranging and incisive treatment of this very taboo subject. She questions many current organization practices, including goal setting, and shows how these can easily result in fear and dysfunctional performance. The practice approaches she provides for reducing fear in organizations will provide real value to managers and HR professionals alike." * Michael Wellin, Chartered Psychologist, and Director at Business Transformation consultants *"This book is an interesting read and during the course of my engagement I learnt some great information and many interesting facts. The book is split into two sections the first part of the book sets the scene and introduces the reader to the relationship that both the body and the brain have with fear, it further iterates how that manifests itself in the workplace or how a workplace environment can induce the state of fear either by its organisational structure or by the leadership within. There is a great chapter around the Hawthorne experiments with a useful reference which I will be following up on and thoughts around groupthink and how it can create a collaborative way of thinking be this positive or negative. The second half of the book revolves around how to utilise this source of energy and further covers the areas around appreciative enquiry, trust and the power of language; though during these chapters the topic of fear was digressed it eventually reverts back to the original subject matter. Ultimately this translates into utilising fear as a positive force rather than a negative, and positivity is always a worth sought desire in the wellbeing to life. 4 stars: Strong, strongly recommended for managers and leaders for want to review the type of organisation they manage." * Robert Orton, Information and Content Developer, Chartered Institute of Marketing *"this book is a must read for all who feel the need for a good dose of civilised decency and scholarship to be brought to what many people see as the grubby world of commerce....This is a great little book, full of wisdom on a longstanding problem..." * Malcolm McDonald, Cranfield University, for the International Journal of Market Research *"strongly recommended for managers and leaders wanting to review the type of organisation they manage." * Philip Clarke, Chartered Management Institute book reviewer *Table of Contents Section - ONE: The nature of fear and how it shapes organizations; Chapter - 01: The paradox of fear; Chapter - 02: The cultural backdrop of fear; Chapter - 03: Perspectives on fear; Chapter - 04: Cultures of fear within organizations; Chapter - 05: Feeling fear at work; Chapter - 06: Over-control and manipulation in the workplace; Chapter - 07: Organizations in crisis; Section - TWO: How we can harness fear to improve productivity and organizational health through promoting human values; Chapter - 08: Being human; Chapter - 09: Creating psychologically healthy workplaces; Chapter - 10: Leadership and appreciative inquiry; Chapter - 11: Developing resilience; Chapter - 12: Building trust within organizations; Chapter - 13: The power of language; Chapter - 14: Building a culture of innovation; Chapter - 15: What about the future?

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Book SynopsisAndy Headworth is the founder of Sirona Consulting, a specialist consultancy that helps companies understand and integrate social media into their recruitment strategy and processes. He has 25 years of experience in the recruitment industry and has successfully delivered recruitment projects, workshops and speaking assignments in the UK, Europe, Middle East, Canada, USA and APAC. In 2013 he was named one of the 'Top 100 Most Social HR Leaders on Twitter' by The Huffington Post and one of the '50 Most Popular Recruiting Influencers on Twitter' by ERE/LeadTail.Trade Review"This well-written definitive guide to social media recruitment is an essential resource for integrating social media into recruitment strategies and processes. The book's comprehensive and practical approach, with compelling case studies, provides a strategic framework and a clear road map to deliver, all in an insightful and engaging way." * Heather Travis, Director, Asia Pacific - Armstrong Craven, and Chairman, Executive Research Association (ERA) *"Any recruiting leader wanting to up their game in social recruiting will want to read this from cover to cover." * Tony Restell, Founder, Social-Hire.com *"Social Media Recruitment is one of the most comprehensive sources for all things social media recruiting to date." * Jessica Miller-Merrell, Founder of Blogging4Jobs *"This book is a must read for recruiters, entrepreneurs, leaders and managers. [I]t helps them overcome the fear and doubts they have regarding using social media for recruitment and is a great, veracious guide to successfully doing that." * René Bolier, Co-Founder OnRecruit *"Andy is the social media and recruitment expert that the experts in the industry seek out to read and listen to. His advice is spot on and supported by years of diverse consulting experience." * Kelly Dingee, Director, Strategic Recruiting at Staffing Advisors *"To me, Andy Headworth is the world's preeminent authority in the area of social recruiting. His blogs on the ongoing process of using social media to recruit are always spot on and serve as a text book for best practises in social recruiting. I learn something valuable in every post, every blog, and every comment." * Brenda Burch, Chief Retail Talent Sourcer, Bjork Enterprises Ltd *"A must read for any HR professional who wishes to embark down the social media recruitment route" * Philip Clarke for the Chartered Management Institute *"A brilliant business book for anyone looking to successfully integrate social media in their recruitment strategy. Andy's knowledge of recruitment strategy, candidate attraction and content marketing strategy, as well as social media technologies, is unsurpassed and he delivers that knowledge in an interesting and meaningful way." * Louise Triance, MD, UK Recruiter *"The definitive guide to social media recruitment. Packed with practical advice and examples, this book makes a compelling case for social recruiting for even the most hardened social media sceptic. A must-read for those new to social recruiting, but with plenty of great content for those who are already social too." * Gemma Reucroft, HR Director, Tunstall Group *"Having worked in Recruitment/Talent Acquisition for 20 odd years, the current environment is exciting, fast paced, quickly evolving and for many ...scary. Andy gets this, and this book is really going to help you." * Hassanah Rudd, Australia Recruitment Manager, Fletcher Building *Table of Contents Chapter - 00: Introduction; Chapter - 01: The fast-changing recruitment landscape; Chapter - 02: Recruitment using social media; Chapter - 03: Selecting your social networks; Chapter - 04: Social media tools; Chapter - 05: Social media recruitment strategy; Chapter - 06: Candidate sourcing with social media; Chapter - 07: Building your employer brand; Chapter - 08: Social media big data; Chapter - 09: Establishing ROI; Chapter - 10: Social media guidelines; Chapter - 11: Building a business case for social media recruitment; Chapter - 12: Future recruitment

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Book SynopsisDr. Doug MacKie is a business psychologist and executive coach specialising in the assessment and development of executive capability within top 100 companies both in UK and Australia. He is a past participant on the Australian Psychological Society's strategic leaders programme and was a member of the Standards Australia Committee for the guidelines for Coaching in Organizations. He has completed the largest controlled trial to date on the effects of strength-based coaching on transformational leadership behaviour. His research was shortlisted for the BPS Practitioner of the Year Award in 2013.Trade Review"This ground-breaking book provides a comprehensive and insightful discourse on strength-based leadership coaching in organisations. Dr Doug MacKie has written a tour de force on this important and contemporary subject." * Professor Stephen Palmer, President, International Society for Coaching Psychology *"My frustration over the years with buying and participating in leadership development programs is not knowing which bits really work. Doug combines his skill of being a first-rate coach with a research-rich approach to cut through to what really matters. This book is equally applicable to practitioners as it is to leaders who want to practically understand what they can do to improve organisational performance." * Guy Templeton, President & CEO, Asia Pacific, WSP | Parsons Brinckerhoff *"Strengths-based Leadership Coaching in Organizations provides a rare and timely combination of scholarly critique and pragmatic application on the topic of positive leadership development....The book represents a valuable resource for both researchers and practitioners." * Dr Sandy Gordon, Associate Professor, Sport & Exercise Psychology, The University of Western Australia *"This is a book that needed to be written. It not only nails down the lid on the coffin of deficit-based leadership development, but provides a pragmatic and practical agenda for moving to a strengths-based approach at both individual and corporate level. A must read for anyone serious about building the capacity of existing and future leaders to manage in a complex and dynamic environment!" * Professor David Clutterbuck, David Clutterbuck Partnership *"Strength-Based Leadership Coaching in Organisations takes on some of the key frustrations in contemporary leadership development theory and practice... and offers a new approach. This surely must lead to more authentic and courageous leadership....The book will become an important guide and manual for any serious professional working to develop better leadership at the individual, team and organisational level." * Rolf Moses, Director People & Development, Norton Rose Fulbright Australia *Table of Contents Chapter - 01: An introduction to strength-based approaches in organizations Chapter - 02: Strengths: definitions and models Chapter - 03: Positive leadership theories Chapter - 04: Strengths identification and assessment Chapter - 05: Evidence for the effectiveness of positive approaches to leadership development Chapter - 06: Strengths development Chapter - 07: Coaching for positive leadership development in organizations Chapter - 08: Using strength-based approaches as a leader or manager Chapter - 09: Using strength-based approaches for team development Chapter - 10: The context and limits of strength-based leadership coaching

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Book SynopsisRobin Hoyle has worked in training and development for 28 years, designing award-winning courses across the public, private and voluntary sectors. His company Learnworks designs blended learning programmes in the areas of leadership, sustainability, commercial governance and marketing. He has trained thousands of trainers on every continent. Robin is the Chair of the Annual World of Learning Conference and has been nominated twice for Outstanding Contribution to the Training Industry at the World of Learning Awards. He is the author of Complete Training: From Recruitment to Retirement, also published by Kogan Page.Trade Review"Although I have some 40 years' experience of learning and development, I continue to learn a great deal from Robin Hoyle. He has that unique gift for explaining things in a way that we can understand and relate to. I especially admire his forthright 'tell it like it is' approach." * Colin Steed FLPI, Chief Executive, Learning and Performance Institute *"Robin breaks down the myths and jargon that annoyingly frequent the L&D profession into highly readable sections balanced with humour and candour. Never short of an opinion, at times controversial, Robin conveys a genuine and authentic view of the way we learn in the 21st century workplace." * Jonathan Satchell, Chief Executive, Learning Technologies Group plc *"Never dull, this is essential reading for anyone concerned with improving the capability of modern organizations. It is a well-researched work of reference and a good read - an uncommon combination." * Professor Lord Patel of Bradford OBE, Chairman, Bradford Teaching Hospitals NHS Foundation Trust *"Whilst informal learning cannot be 'managed' in the traditional sense, in the context of today's fast changing workplaces, it needs to be actively encouraged, facilitated and supported by today's learning professionals. Robin Hoyle's practical advice shows you how!" * Laura Overton, Founder, Towards Maturity *"Thank you, Robin, for attempting to herd the informal learning cats and provide us with some ways to re-shape our future as learning professionals." * Clive Shepherd, Founding Director, The More Than Blended Learning Company *"This is an excellent read for those wanting to develop an informal learning culture in their organisation, plenty of detail and references for those wanting to explore even further and a useful overview for those reflecting on their current learning culture." * Kate Brookes, Chartered Management Institute book reviewer *Table of Contents Section - ONE: Making sense of informal learning at work Section - 01: What is informal learning? Section - 02: A model of informal learning Section - 03: The capability contract Section - 04: Formal training and the budget paradox Section - 05: Informal doesn’t mean unmanaged Section - 06: Informal learning and culture Section - TWO: Liking ain’t learning: the rise of social and the impact of technology Section - 07: Liking, learning and looking up the answers Section - 08: Is there hope beyond the social media hype? Section - 09: Smarter social tools? Section - 10: Social networking skills for learning and collaboration Section - 11: Learning from academia: MOOCs and the flipped classroom Section - THREE: Learning as you work, working as you learn Section - 12: Integrating learning into work Section - 13: Measuring and evaluating Section - 14: The informal learning action plan

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Book SynopsisEmma Bridger is an award-winning employee engagement specialist and Director of People Lab, an Employee Engagement Consultancy, working with clients worldwide. She has designed and developed the CIPD range of short Employee Engagement courses as well as contributed to the UK Government Review - Engaging for Success. She now advises the Government taskforce on engagement as part of the "guru group". Emma is also a regular conference speaker and case studies detailing her work have been published in industry journals.

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Book SynopsisGordon Tinline is an experienced Chartered Occupational Psychologist and management consultant. He worked with business psychology consultancy Robertson Cooper for fifteen years and now operates on a freelance basis, delivering training and development programmes to improve employee welfare and business performance. Gordon has worked a wide range of businesses and organizations, including the BBC, the NHS, RBS, Shell and Rolls-Royce.Professor Sir Cary Cooper is co-founder of Robertson Cooper and Professor of Organizational Psychology and Health at Manchester Business School, University of Manchester, UK. He is recognized as a world-leading expert on well-being and work-related stress, and was knighted in 2014 for his services to Social Science. He is President of the British Academy of Management and President of the Chartered Institute of Personnel and Development (CIPD).Trade Review"Caught in the middle? This great new book will help you make the most of it whether you are managing, being managed or looking at talent development from the top. Tapping into oft- misunderstood middle managers' talents is more important now than ever. This book helps you to do just that!" * Ann Francke, Chief Executive, Chartered Management Institute *"As technology speeds the world up, middle managers have a crucial role to play in inspiring and caring for their teams and connecting the front line with senior leadership. This book will help those who are in the Middle to set goals, learn from their experiences and push on to achieve their potential for themselves and their teams." * Andy Rubin, CEO of the Pentland Group and Chairman of Pentland Brands *Table of Contents Section - 01: Life in the middle Section - 02: Life above and below Section - 03: Managing work pressures in the middle Section - 04: Mid-level career development Section - 05: Getting the best out of your team Section - 06: Influencing and working with your peers Section - 07: Managing upwards Section - 08: Lifestyle management Section - 09: Becoming an outstanding middle manager

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Book SynopsisMargaret Chapman-Clarke is an occupational psychologist and applied researcher specialising in coaching, emotional intelligence, resilience and mindfulness in the workplace. She has over 20 years' experience as a head of human resources and consultant in executive, team and organisational development and serves on the editorial board of Coaching at Work and Coaching: An International Journal of Coaching Theory, Research and Practice.Trade Review"an important and essential reference point for practitioners and academics trying to deepen their awareness of mindfulness and in navigating through the narratives of fairness and dignity in relation to work and HR related matters." * Professor Miguel Martinez Lucio, International HRM, The University of Manchester *"Margaret has brought together diverse peers in the community of practice to share their stories, lived experiences, learning, reflections, insights, and practical knowledge on how mindfulness is transforming individuals and the workplace. This is a must-read book for anyone who is thinking about introducing mindfulness in their organization." * Dr Ho Law, Founder, Empsy®, Cambridge Coaching Psychology Group *"Whether you're a vehement critic, still sitting on the fence or feel marginalized in your enthusiasm for mindfulness-based workplace interventions, I urge you to read this important book! Its inclusion of inspiring yet honest stories from practitioners and organisations actually applying mindfulness is particularly welcome in what is still a rather barren field....This collection goes a long way to... heal the split between the personal and the professional in the workplace and beyond, fostering organizational cultures in which people can flourish." * Liz Hall, author of Mindful Coaching and editor of Coaching in Times of Crisis and Transformation *"Chapman-Clarke introduces an impressive array of perspectives, many of them from HR practitioners working in a range of sectors. But she also sets mindfulness in a broader context, and examines critically what evidence-based mindfulness might actually look like." * People Management *"The book draws across real-life mindfulness-based interventions (MBIs) and discusses how they were used in a variety of workplaces and organisations, in order to facilitate positive changes in employee engagement, improve workload and reduce stress.... This book was highly-researched and deserves to be on the bookshelf of any one who is thinking about using mindfulness in their work environment." * Suzanne Collier RCDP, founder of bookcareers.com, for Career Matters magazine *

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Book SynopsisIan Hall is a partner at Glentruim Change Agents. Clients have included NHS Leadership Centre, Department of Work & Pensions National Development Team, BP, Sainsburys, and Lever Brothers. Ian was formerly the Director of the MSc in People & Organisational Development at Salford University and a Visiting Fellow at The Revans Institute in Action Learning.Jo Cumming is an applied psychologist and Partner at Glentruim Change Agents. She has worked with a wide range of private, public sector and not-for profit clients providing executive coaching, team and organizational development. Jo is also a Director of The Pebble Trust and was previously a Director of The Keil Centre, Edinburgh, one of the largest applied psychology organisations in the UK.Trade Review"It is a well-designed and helpful piece of work... A number of the ideas for exercises are creative and original, and I'm convinced would lead to really good outcomes for learners." * Richard Smith, chief examiner for APMG and editor of The Effective Change Manager’s Handbook *"Distilled from years of experience helping and supporting people and organisations through change, Ian and Jo have produced a unique and practical change model and guide which provides an excellent map to navigate change successfully. Highly insightful, it also provides a plethora of stand-alone tools and interventions which can be utilised to help deal with other issues and situations. I would thoroughly recommend it to anyone introducing or managing change." * Glyn Cave, HR Director, The North British Distillery Co. Ltd. *

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Book SynopsisSarah Coleman is director of Business Evolution. Her clients include multinationals and established medium-sized enterprises across government and industry sectors including telecoms, professional and financial services, engineering and healthcare. Sarah is a Fellow and former Trustee of the Association for Project Management (APM) and Visiting Fellow at Cranfield and Lincoln universities.Bob Thomas is a highly experienced programme, portfolio, PMO delivery manager with a consulting and delivery background in airports, retail, government (central and local), insurance, logistics, health, financial services, transportation and management consulting. Bob also established Change Practitioner Groups for the APM.Trade Review"This is a treasure trove of advice from a deeply credible expert group. A collection of stories each with immaculate technical pedigree and referencing - this is a book to read in bite sized chunks, or all at once, and then revisit time and again as a source of wisdom for dealing with practical challenges at work. I look forward to dipping into this resource again and again." * Alastair Ramage, Transformational Change Specialist & formerly Director Transformation, The British Council *"I expect professionals seeking good change management practice will find Organisational Change Explained to be a welcomed and valuable resource. The themes of the book are ones that I see leading organisations consider. In the pages of this book, you will find meaningful insights, drawing on current academic research and relevant change experiences across public, private and not-for-profit sectors." * Dr. Andrew Schuster (FAPM, FIC, FIOD), Director or Programme Assurance at PwC *"Anyone interested in the future of work and organisational change will find this book insightful and thought-provoking. Organisational case studies from the real world of business combined with opinion pieces and insights provide valuable resources to inform leaders and practitioners how to approach their own organisational change initiatives." * Professor Vlatka Hlupic, author of The Management Shift *"Organizational Change Explained presents a wide range of lively and current perspectives about organisational transformation and change, and how this territory is changing. Those responsible for Business Change within Organisations, who are keen to develop their thinking and glean insights from change practitioners, will find rich pickings here!" * Esther Cameron, Co-Author of Making Sense of Change Management *"The contributors to Organizational Change Explained have done a great service for the Change Management community in sharing these practical cases which, taken together with the insightful and contemporary thought pieces in Part 2, offer members of the global change community a rich harvest of learning." * Richard Smith, Leadership and Change consultant, Editor of The Effective Change Manager’s Handbook *"Organizational Change Explained brings much needed insight at a time when the pace of change is increasing for everyone, everywhere. Real life case studies from real life change experts offer reassuring clarity for business leaders when all the traditional rules for managing change just don't work anymore." * Warren Parry, author of Big Change, Best Path, and Managing Director in Accenture Strategy *Table of Contents Section - ONE: The Reality of Organizational Change; Chapter - 1: Organizational development in the NHS; Chapter - 2: Sparking change; Chapter - 3: Changing the way we change; Chapter - 4: Shaping and designing change; Chapter - 5: Brain, behaviour and being the same or different; Chapter - 6: Working with resistance to change; Chapter - 7: Creating the resilient organization; Chapter - 8: Leading change; Chapter - 9: Employee communication and engagement during change; Chapter - 10: Project Carpe Diem; Chapter - 11: Operational readiness for change; Chapter - 12: Managing change in Asia and the West; Chapter - 13: Developing change capacity and capability in organizations; Chapter - 14: Risk and organizational change; Chapter - 15: Embedding and sustaining change; Chapter - 16: Change innovation; Section - TWO: The Future of Organizational Change; Chapter - 17: The future of change and management; Chapter - 18: Leading the agile organization; Chapter - 19: The shift from complicated to complex; Chapter - 20: The future and manufacturing; Chapter - 21: The future and local government; Chapter - 22: The future of healthcare

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Book SynopsisStephen Frost works with clients worldwide to embed inclusion into their decision making. He teaches at various business schools and was formerly Head of Diversity and Inclusion for the London Organizing Committee of the Olympic Games and Paralympic Games.Danny Kalman is a talent management consultant, executive coach and regular speaker on leadership development. He was Director of Global Talent at Panasonic Corporation from 2008-2013.Trade Review"Diversity is not separate from Talent, it is Talent. With their brilliant book, Stephen Frost and Danny Kalman enable us to walk the talk. A must-read for leaders who want to benefit from 100 percent of the talent pool and make a difference in the world." * Iris Bohnet, Professor of Public Policy, Harvard Kennedy School, and author of What Works: Gender Equality By Design *"A must read for HR professionals and for those in roles promoting diversity and inclusion. I particularly like the check-lists in part two of the book as they give an excellent 'nudge' in what steps to take in implementing a talent strategy underpinned by a mind-set of diversity and inclusion" * Ann Pickering, HR Director, O2UK *"I generally steer well clear of management books, they are not my thing, so the fact I found this book both interesting and learned a lot is a very good sign. A compelling and well written book with some humour to boot." * Tim Sarson, Partner, KPMG *"Thought-provoking and practical - the book every executive who cares about people should consider reading" * António Simões, Chief Executive Officer, HSBC Bank plc *"We are truly in the age of diversity, but we still have so much to do in creating inclusive working environments and cultures to give opportunity, build voice, and drive value from that diversity. Stephen and Danny are truly amongst the foremost thinkers and practitioners on diversity in all its forms and provide a thorough and practical review of where we are, and what we need to do. The time is now, and we must make progress. This book will challenge and guide us, and it's then up to all of us to make it happen." * Peter Cheese, CEO, Chartered Institute of Personnel and Development (CIPD) *"Inclusive talent management is imperative to the success of any company that aims to compete in today's global competitive environment. Thanks to their unique professional backgrounds and pragmatic perspectives on the subject, Stephen Frost and Danny Kalman provide us with a very insightful overview of what smart inclusive talent strategies could look like for your company" * Dr. Dominique Turpin, President IMD International *"This book challenges all organisations to review their talent management strategy and provides practical suggestions on how to change their approach to enhance diversity and inclusion. All those in leadership or talent management roles will relate to the issues raised and benefit from considering the proposed solutions to meet their future talent needs" * Stephen Pierce, Chief HR Officer, Hitachi Europe Ltd. *"Intelligent, thought-provoking and practical - the book that every professional who cares about people needs to read." * Melanie Richards, Vice-Chair, KPMG *"Great storytelling, belief shifting data, practical advice and a passion for their subject, makes this a must read for any CEO, Business Owner, Manager and maybe even HR professionals!" * Roger Philby, CEO, The Chemistry Group *Table of Contents Chapter - 00: Challenge - The Addiction to Likeness in an Age of Diversity = Sameness; Section - ONE: The Fierce Urgency of Now; Chapter - 01: Homogenous Talent Management; Chapter - 02: History – How a Segregated Mindset Evolved; Chapter - 03: The Future – Diversity is Local, Inclusion is Global; Chapter - 04: The Case for Inclusive Talent Management; Section - TWO: How to Meet the Challenge; Chapter - 05: ITM in Recruitment – Finding Diverse Talent; Chapter - 06: ITM in Development – Growing Diverse Talent; Chapter - 07: ITM in Retention – Keeping Diverse Talent; Chapter - 08: Leadership – How You Can Make a Difference; Chapter - 09: Resolution: Change the System (Unconscious Nudges) + Change Your Behaviour (Conscious Leadership) = Inclusion

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Book SynopsisJohn P Wilson is a researcher and consultant with 40 years' experience in education and training, working with a range of international organizations. He currently teaches at the University of Oxford and the University of Sheffield. He is also Director of the EU Commission project Call Centre Training and Knowledge Transfer. He is the author of The Call Centre Training Handbook and Experiential Learning (both also published by Kogan Page).Trade Review"Overall this looks a very promising publication with 24 both interesting and relevant chapters and is probably the best book available in the UK for domestic HRD practitioners, academics and students." * David E Williams, Programme Leader- MA Personnel and Development, University of Greenwich *"I would wholeheartedly recommend this third edition of International Human Resource Development to any student, professional HRM / HRD colleague or manager interested in the local, national and international arena of learning and development." * Dean Horsman, Senior Lecturer and Director of the NHS Trainee Scheme, MA in Human Resource Management, Leeds Business School *Table of Contents Section - FOUR D: Evaluation; Chapter - 18: Assessment and evaluation – Tanuja Agarwala; Section - FIVE: Managing HRD; Chapter - 19: Leadership and management development – Ronan Carbery and Thomas N Garavan; Chapter - 20: Managing human resource development functions and services – Barney Erasmus and Pieter Loedolff; Chapter - 21: HRD practice and research: investigating business issues through applied social science research – K Peter Kuchinke; Chapter - 17: Coaching and mentoring – Stephanie T Sturges; Chapter - 16: Informal, non-formal and work-based methods of learning – Jacqueline Pattison, John Kirkham and Mariana Gabriela Hudrea; Chapter - 15: Delivering training – John Kirkham and Jacqueline Pattison; Section - FOUR C: IDelivery; Chapter - 14: Working in multicultural and multilingual environments: HRD professionals as learning and change agents in the global workplace – Maria Cseh and Beatriz Coningham; Chapter - 13: Designing learning events – David Simmonds; Section - FOUR B: IDesign; Chapter - 12: The identification of learning needs – Richard Palmer, Allan Claudius Queiroz Barbosa, Leandro Pinheiro Cintra, Junia Marcal Rodrigues and Juliana Barbosa e Oliveira; Section - FOUR A: Identification of learning needs; Section - FOUR: The training cycle; Chapter - 11: Capacity development and human resource development – Dalia Al-Zendi and John P Wilson; Chapter - 10: International development: policy learning as an approach to VET reform in transition and development countries – Sören Nielsen and Madlen Serban; Chapter - 09: National human resource development strategies: comparing Brazil, Russia, India and China – Alexandre Ardichvili, Elena K Zavyalova and Vera N Minina; Chapter - 08: European vocational education and training – Martin Mulder; Chapter - 07: UK vocational education and training – John P Wilson; Chapter - 06: National systems of education – John P Wilson; Section - THREE: National and international learning, education, training and human resource development; Chapter - 05: Knowledge management – Eduardo Tomé; Chapter - 04: Change management and organization development – John P Wilson; Section - TWO: Organizational learning; Chapter - 03: What is learning? – John P Wilson; Chapter - 02: Strategic human resource development – Thomas N Garavan and Ronan Carbery; Chapter - 01: International human resource development – John P Wilson; Section - ONE: International human resource development and learning; Chapter - 22: HRD and consultancy – Kiran Trehan and Clare Rigg; Chapter - 23: Learning spaces that change people and organizations – Colin Beard and Ilfryn Price; Chapter - 24: HRD and business ethics – Alexandre Ardichvili and Douglas Jondle

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Book SynopsisTony Wall is a senior lecturer and international consultant at the University of Chester's Centre for Work Related Studies, facilitates leadership development through coaching, action learning and neuro-linguistic programming (NLP).John Knights is a co-founder and chairman of LeaderShape, is an experienced coach, mentor and facilitator of senior executives, teams and peer groups. He is an expert in Emotional Intelligence and a thought leader in 'Transpersonal Leadership' and the relationship between neuroscience and leadership. John developed LEIPA and 8ICOL, some of the most sophisticated 360 degree leadership assessments ever developed.Trade Review"This book brings together some of the best thinking, case studies and ideas that help us all better understand and develop leaders for the future." * Peter Cheese, CEO – CIPD (Chartered Institute of Personal Development). *"A thoroughly modern take on judging leaders, reflecting a world in which "knowledge is increasingly available to everyone." ... An engrossing guide for leaders or the HR directors empowering them, with some excellent analytical digressions on storytelling, coaching and diagnosing." * People Management *"A "child in their favorite toy store".......that is how this book will make any inquisitive HR Executive or Business Leader feel, when they delve into the rich insights, learnings and opportunities this book provides! For any "self-aware, development-hungry leader" who strives to be successful, this provides both immediate and long term direction on how to excel as a business and a leader whilst encouraging us to become an exceptional role model for future generations." * Peter Collyer, Senior Vice President, Global Human Resources, Claire's Stores, Inc. *"Tomorrow's Leadership will face far greater challenges than today's privileged generation.We need to be developing tomorrow's leadership now and this book provides many tools, approaches and case studies that can help us with that urgent task." * Professor Peter Hawkins, Henley Business School, author of "Leadership Team Coaching". *"Without leadership, organizations (and nations) perish; this is why this book is so timely, and important. Full of interesting research, practical examples, and insightful advice.An excellent contemporary resource for developing leadership talents; invaluable at both an individual and organizational level." * Dr Barry Z. Posner, Accolti Professor of Leadership, Santa Clara University and co-author of The Leadership Challenge, selected as one of the top ten leadership books of all time *"A timely and insightful treatise on a subject of central importance to every organization today. Essential learning for all professionals engaged in leadership and talent development." * Shubhro Sen, Director, TATA Management Training Centre *"Strongly recommended for managers and leaders" * Robert Ryan, Chartered Management Institute *Table of Contents Chapter - 01: Introduction – Tony Wall; Chapter - 02: Twenty-first century needs transpersonal leaders with emotional intelligence – John Knights; Chapter - 03: Recurring leadership development needs: findings from research – Etukudo Odungide and John Knights; Chapter - 04: Blind spots and hidden strengths: findings from research – Etukudo Odungide and John Knights; Chapter - 05: Transpersonal leadership journeys and assessment (LEIPA® and 8ICOL®) – John Knights; Chapter - 06: Feeding (back and) forwards for talent development – Tony Wall and Danielle Grant; Chapter - 07: Coaching for talent development – Danielle Grant; Chapter - 08: Workplace projects for talent development – Tony Wall and Denise Meakin; Chapter - 09: Director peer groups for team talent development – Chris Gulliver; Chapter - 10: Storytelling for talent development – Lisa Rossetti; Chapter - 11: Improving results through measuring ‘return on investment’ – Philip E Sweet

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Book SynopsisLiz Hall is an award-winning journalist and coach. She is the editor and co-owner of Coaching at Work magazine. Her accolades include the Periodical Training Association's Journalist of the Year Award and the Association for Coaching's Award for Impacting (Leadership/External Focus) Service to the Wider Community for 2010-11. She has written and worked for publications including The Guardian, the Financial Times, The Observer, People Management, Personnel Today and Training Magazine. She is also the author of The Employer's Guide to Screening Employees and The Employer's Guide to Monitoring Employees.Trade Review"This book could change your coaching practice very much for the better. More importantly, it could actually change your life." * Michael Chaskalson, mindfulness trainer and coach, author of The Mindful Workplace *"Liz has integrated three fields; coaching, health and resilience, and mindfulness to reveal a technique for helping others (and ourselves) pursue dreams and shared visions. These are the practices that will also transform teams, organizations and communities." * Professor Richard Boyatzis, Case Western Reserve University *"Focuses on the process of using mindfulness in coaching practices and teach a range of issues, from helping work-life balances and teaching how to handle crisis to introducing mindful practices to clients using language they can understand, and considering ethics inherent in leadership options and choices. A powerful guide highly recommended for business and education holdings alike." * California Bookwatch, Midwest Book Review *Table of Contents Chapter - 00: Introduction; Section - ONE: Overview; Chapter - 01: Definitions, origins and relevance to coaching; Chapter - 02: A brief history of mindfulness; Chapter - 03: The impact of mindfulness; Section - TWO: Fundamental principles; Chapter - 04: Presence; Chapter - 05: Curiosity, enquiry and non-judgement; Chapter - 06: Attunement and resonance; Chapter - 07: Compassion; Chapter - 08: Being and doing; Section - THREE: Working with mindfulness in coaching and mentoring; Chapter - 09: Developing, supporting and nurturing the coach; Chapter - 10: Introducing mindfulness to clients; Chapter - 11: The FEEL model; Chapter - 12: Stress, anxiety, depression and work–life balance; Chapter - 13: Resilience, happiness and wellbeing; Chapter - 14: Uncertainty, change, complexity and interconnectedness; Chapter - 15: Working with leaders; Chapter - 16: Ethics; Chapter - 17: Working with emotions; Chapter - 18: Creativity; Chapter - 19: Mindfulness and other approaches; Section - FOUR: The future; Chapter - 20: The Mindfulness in Coaching survey; Chapter - 21: The future is mindful

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Book SynopsisDebra Corey is an experienced HR professional, with over 30 years of experience as a rewards practitioner. She is currently the group reward director at Reward Gateway, having held similar roles at global organizations such as PageGroup, Merlin Entertainments, Quintiles, Honeywell and Gap. Debra has developed and led a variety of award-winning communication campaigns, and currently teaches a communications course through WorldatWork. In 2021 she was named as one of the Most Influential HR Thinkers by HR Magazine.Trade Review"An excellent overview of why communications is such a vital part of HR programmes. This is such a neglected area at times but an increasingly vital one in the war for attracting and retaining talent. Corey uses practical examples and tips to bring the issues to life and demonstrate best-practice. She also helps to focus on the measurement of the communications you use to ensure you are not only effective but are achieving ROI." * Dr Andy Brown, CEO, Engage *"Few people can have more experience in communicating HR/reward programmes effectively than Debra, and her book reveals all of that experience and knowledge. Few of us pay enough attention to communicating and involving staff and stakeholders, and that underpins the poor implementation of most HR/reward programmes. This book will help you deliver your HR/reward policies into practice." * Duncan Brown, Head of HR Consultancy, Institute for Employment Studies *"Practical, informative and full of warmth and fun. Debra's disarmingly honest accounts of her own experiences draw you in and connect you to the learning points." * Glenn Elliott, Founder and CEO, Reward Gateway *"Whatever part of HR change you look at, the common factor is the need for planned, well thought-out and appropriate communication. This engaging book is a comprehensive guide to how to achieve this." * Michael Rose, Reward Strategy Consultant, Rewards Consulting Ltd *Table of Contents Chapter - 1: Investigation; Chapter - 2: Medium; Chapter - 3: Planning; Chapter - 4: Allies; Chapter - 5: Content; Chapter - 6: Testing; Chapter - 7: Case Study: BT employee share plan project; Chapter - 8: Case Study: LV= pensions project Chapter - 9: Case Study: LV= !nnovate project; Chapter - 10: Merlin Entertainments; Chapter - 11: Case Study: Reward Gateway Project Solar; Chapter - 12: Conclusion

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