Personnel and human resources Books

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 SynopsisDavid Shaked is a certified Lean Six Sigma Master Black Belt with many years of experience on-the-ground implementing and teaching these approaches with different organisations and functions.He is also an AI practitioner and trainer, certified by NTL, the leading organisation in the US for teaching OD practice. David founded Almond Insight, a change management consultancy which helps organizations solve business challenges in sales, marketing, finance, customer services, distribution and human resources.Trade Review"This book is the first on integrating Lean Six Sigma and Appreciative Inquiry. David does a masterful job blending the principles and processes of Appreciative Inquiry with the rigour of Lean Six Sigma to influence innovation and sustainable results in organizations. The book represents an insightful contribution to both disciplines." * Jacqueline M Stavros, Professor and Director of DBA Program, Lawrence Technological University *Table of Contents Chapter - 00: Introduction; Section - ONE: Define; Chapter - 01: Approaches to organizational change and process improvement; Chapter - 02: Strength-based approaches to change; Section - TWO: Discover; Chapter - 03: The birth of Strength-based Lean Six Sigma; Chapter - 04: The potential contribution of the Strength-based approaches to Lean Six Sigma; Chapter - 05: The principles behind the strength-based approach to Lean Six Sigma; Chapter - 06: Exploring the ‘positive core’; Section - THREE: Dream; Chapter - 07: What is Strength-based Lean Six Sigma?; Chapter - 08: The vision for a Strength-based Lean Six Sigma practice; Chapter - 09: Strength-based metrics and performance review; Chapter - 10: Approaches to Strength-based Lean Six Sigma; Section - FOUR: Design; Chapter - 11: The Strength-based Lean Six Sigma Tools; Chapter - 12: The Strength-based Lean Six Sigma process – classic frameworks with a fresh twist; Chapter - 13: A proposed design for a strength-based Kaizen event; Chapter - 14: Moving beyond frameworks and tools; Section - FIVE: Deliver/Destiny; Chapter - 15: Introducing Appreciative Inquiry to organizations practising Lean Six Sigma; Chapter - 16: Defining the topic of inquiry; Chapter - 17: Strength-based Lean Six Sigma case stories; Chapter - 18: Destiny – opening the door to the future of Strength-based Lean Six Sigma

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Book SynopsisDonald Taylor began his career in technology and training in the early 1980s. His experience ranges from training design and delivery to managing director and vice-president positions. Based in London, he travels internationally to consult and speak about workplace learning and associated technologies. He is Chairman of both the Learning Technologies Conference and the Learning and Performance Institute and is editor of Inside Learning Technologies magazine. The 2007 recipient of the Colin Corder award for services to training, he is a graduate of the University of Oxford and has an honorary doctorate from Middlesex University.Trade Review"No one asks or answers the tricky question "How can I implement LT successfully in my organization?" Now finally someone has. We have some practical, concrete and exceptionally clear answers here that should not be ignored. This book could save you time, money and a lot of embarrassment. Go read it." * Nigel Paine, international speaker and author of The Learning Challenge *"Anyone engaged in workplace learning will benefit from reading this book. Drawing on plenty of real-world examples, it spells out clearly what L&D professionals need to do when looking to extend their focus beyond the classroom and into integrating learning technologies." * Charles Jennings, Co-founder, 70:20:10 Institute *"This book illustrates a key fact of learning and performance tools - that making them work has very little to do with the technology and almost everything to do with the people involved. These tools are just that. Having a hammer doesn't make one a carpenter. This book speaks to the key factors we need to adopt to bridge this gap and get the most out of these valuable resources. Highly recommended!" * Bob Mosher, learning advocate, Masie Center *"There is enough rhetoric around leveraging SMAC (Social, Mobile, Analytics and Cloud) within enterprise learning. This can mean putting together a comprehensive learning architecture that could include enterprise social platforms, contemporary LMS, mobile learning apps, simulations, virtual reality tools, and so on. Donald H Taylor focuses on the leadership, maturity and mindset required to launch and embed these disruptive ideas within enterprise learning. He also highlights the skills required to champion new ways of working that must be built on a robust understanding of organizations' internal reality and context." * Sunder Ramachandran, general manager – training, GlaxoSmithKline Pharmaceuticals India *"The future of learning at work is blended and increasingly informal. No one is better placed than Donald H Taylor to understand both the opportunities and the practical approaches needed to overcome the numerous obstacles in our path." * Clive Shepherd, founding director, The More than Blended Learning Company *"Since 2003, Towards Maturity's benchmark research has shown how learning innovation can, and does, deliver business impact. It has also uncovered that many L&D professionals struggle to understand the tactics necessary for success. Donald H Taylor combines his pragmatic experience with research and case studies to explore good practices in learning technology implementations and has created a must-read for everyone involved in the process." * Laura Overton, CEO and founder, Towards Maturity *"So much of modern workplace learning relies on technologies and yet nobody has written a definitive guide to their implementation - until now. It's readable, insightful and useful and I recommend it." * Jane Hart, founder, Centre for Learning and Performance Technologies *Table of Contents Section - ONE: The Learning Technology Landscape; Chapter - 01: A Learning Utopia?; Chapter - 02: How Did We Get Here?; Chapter - 03: How We Learn at Work; Chapter - 04: What Are Learning Technologies and Why Bother With Them?; Chapter - 05: Platforms, Content and Communication; Chapter - 06: Types of Content; Section - TWO: Implementing Learning Technologies; Chapter - 07: Change, Models and Process; Chapter - 08: APPA: Four Characteristics of Success; Chapter - 09: Aim; Chapter - 10: People Focus; Chapter - 11: Perspective; Chapter - 12: Attitude; Section - THREE: What’s Next?; Chapter - 13: Future Learning Technologies; Chapter - 14: The Future Roles of L&D;

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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 Excellence in Coaching, Psychometrics in Coaching, Diversity in Coaching, Leadership Coaching and most recently, Mastery in Coaching, all published by Kogan Page with the Association for Coaching.Trade Review"Whether you are a coach, a leader or the representative of an organization, please don't read this book, use it! Diversity in Coaching can make a positive difference for your organization, you co-workers and yourself." * Marshall Goldsmith *"The book provides useful information for any organisation with a culturally diverse workforce... But Diversity for Coaching goes beyond the international differences; it also looks at gender and age issues." * Works Management *"As coaching becomes increasingly cross-discipline, cross-gender and cross-cultural, coaches need to develop a strong awareness of where and how their own assumptions about clients may affect the quality and outcomes of the coaching relationship. This book provides prespectives from a wide range of cultures and traditions, and in doing so reflects the diversity of coaching itself." -- Professor David Clutterbuck, Clutterbuck Associates * Professor David Clutterbuck, Clutterbuck Associates *"Longitudes and latitudes converge as together we unravel the conundrum of coaching global talent...Diversity in Coaching is a must-read. In sighful case studies, reflective yet pragmatic approaches gifted to the reader. I will be packing it for my next plane journey." -- Angela ryan, Group HR Director Asia Pacifica, GroupM (WPP plc) * Angela Ryan, Group HR Director Asia Pacifica, GroupM (WPP plc) *"This is a great step forward in the advancement of global coaching practices and will be of benefit not just to professional coaches. but managers who seek to develop a global coaching culture in their organizations." -- Dee Dutta, former Global CMO, Sony Ericsson * Dee Dutta, former Global CMO, Sony Ericsson *"they do a sterling job in making coaches culturally and religiously aware when operating in different territories. It's a useful country-by-country guide, and there are differences when it comes to coaching." -- Human Resources * Human Resources *Table of Contents Chapter - 18: Coaching and mental health – Dr Jen Nash Chapter - 17: Coaching gay and lesbian clients – Shane Warren; Chapter - 16: Coaching disabled people – Lynn Cox; Chapter - 15: Coaching people through life transitions – Bob Garvey; Chapter - 14: Coaching with women – Kate Ludeman; Chapter - 13: Coaching with men: alpha males – Eddie Erlandson; Section - THREE: Coaching difference; Chapter - 12: Coaching in Central America – Geoffrey Abbott and Carlos Romero; Chapter - 11: Coaching in Japan – Takashi Tanaka; Chapter - 10: Coaching in Russia – Julia Choukhno; Chapter - 09: Coaching in India – Yogesh Sood; Chapter - 08: Coaching in the Middle East – Tom Palmer and Val J Arnold; Chapter - 07: Coaching in China – Catherine Ng; Chapter - 06: Coaching in Brazil – Villela da Matta and Flora Victoria; Chapter - 05: Coaching in South Africa – Craig O’Flaherty and Janine Everson; Section - TWO: Developing coaching practices across the globe; Chapter - 04: Coaching in Australasia – Jodie Anagnos; Chapter - 03: Coaching in North America – Robert J Lee and Mary Wayne Bush; Chapter - 02: Coaching in Europe – Katherine Tulpa and Frank Bresser; Section - ONE: International perspectives; Chapter - 01: Cross-cultural and diversity coaching – Jonathan Passmore and Ho Law;

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Book SynopsisPete Hamill is a consultant, facilitator and coach with an international background in leadership and organizational development. He is the only executive coach in Europe to have completed an intensive training internship with Dr. Richard Strozzi-Heckler at the Strozzi Institute for Embodied Leadership. He has been certified as a Somatic Leadership Coach and has completed a Certificate in Humanistic Counselling with the Gestalt Centre in London.Trade Review"A thought provoking, practical, accessible guide on how to use your body to develop authority, presence and impact as a leader." * John Leary-Joyce, CEO of the Academy of Executive Coaching *"This book offers refreshingly practical ideas for everyone wanting to develop their leadership skills. It takes deliberate practice, but building on the principles of embodied leadership it opens our eyes to how much choice we actually have when we don't let our past determine our behavior, and hence our potential at work" * Eeva Sipila, Chief Financial Officer, Cargotec Corporation *"A thoroughly insightful and fresh perspective on leadership which makes a compelling case for a different approach." * Melanie Richards Partner, KPMG *Table of Contents Chapter - 00: Introduction; Section - ONE: Setting the foundations; Chapter - 01: What do we mean by leadership anyway?; Chapter - 02: How do I get better at it?; Chapter - 03: If I am to develop myself, what exactly is my ‘self’?; Chapter - 04: What does neuroscience have to say about the self?; Chapter - 05: Embodying our selves; Section - TWO: Exploring the ideas in practice; Chapter - 06: Developing choice and clarity as a leader; Chapter - 07: Conflict, stress and our conditioned tendencies; Chapter - 08: Giving feedback and being mindful rather than mindless; Section - THREE: The wider implications for leadership; Chapter - 09: Ethical leadership; Chapter - 10: Leadership for the 21st century; Chapter - 11: Conclusions

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Book SynopsisNigel Paine is a change-focused leader with a worldwide reputation and extensive experience in leadership and consultancy. 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, board member of Management Issues and a Masie Learning Fellow.Trade Review"This book is well researched, covers the right ground, gives some fascinating examples of great programs from all over the world and extracts the learning from all of this. For me, it is the right book at the right time." * Elliott Masie, CEO and President, The Masie Centre *"This book should be required reading for everyone in leadership development... Anyone paying attention to its messages will deliver better and more effective leadership programmes. Highly recommended." * Donald H Taylor, Chair, Learning and Performance Institute *"This books is extremely well written, accessible and easy to understand, whilst being very well researched. Nigel Paine has a unique perspective on what makes leadership development effective and it will help anyone interested or involved in this field." * Dr Annie McKee, Senior Fellow at the University of Pennsylvania and Director of the PennCLO Executive Doctoral Program *"This book provides a solid foundation: a conceptual framework, and a broad range of grounded case studies, sharing both design and execution stories, tales of aspiration, tales of learning, tales of failure. It is this willingness to ground the work in a succession of practical examples that differentiates this for many of the other leadership texts that adorn my bookshelf." * Julian Stodd, Founder of Sea Salt Learning *"Leadership development is a dangerous game: easy to commit to, much harder to win. Nigel Paine's new book Building Leadership Development Programmes plots a sensible course eschewing high theory in favour of multiple, grounded, pragmatic and freely shared case studies....It is this willingness to ground the work in a succession of practical examples that differentiates it from many of the other leadership texts that adorn my bookshelf." * Inside Learning Technologies and Skills magazine *"[Nigel's] books are very practical and immediately applicable" * Adam Stedham, Senior Vice President, Learning Solutions at GP Strategies Corporation *"[It] was a pleasure to read....There were some examples that I enjoyed in particular, such as the BP and the SeaSalt example, mostly because they were new to me and provided a lot of insight in how others approach big challenges.... I also LOVED chapter 11 (The Shape of the Future). It gave me a completely different perspective on the potential of AI and VR." * Mirjam Neelen, Sr. Learning & Development Consultant at Learnovate Centre *"My team is presently in the process of designing a flagship programme for scientific leaders...and I've no doubt it will be incredibly useful in shaping our approach." * Director, People Development and Operations at Broad Institute of MIT and Harvard *Table of Contents Chapter - 00: Introduction: Why this book? Section - ONE: The Leadership Challenge Chapter - 01: The leadership context Section - TWO: Improving the Paradigm Chapter - 02: Beyond the corporate university: GE’s Crotonville Chapter - 03: Leadership on the edge: Discomfort as a learning experience Chapter - 04: Rethinking executive leadership development: DeakiPrime Chapter - 05: Leadership as a catalyst for change: The example of the NHS Section - THREE: Changing the Paradigm Chapter - 06: Any time, any place leadership: BP’s digital leadership development Chapter - 07: Leadership development as storytelling: Social leadership in a large company Chapter - 08: Making online learning an immersive experience Section - FOUR: Elements for Transformation Chapter - 09: Action learning: The community develops itself Chapter - 10: DIY leadership development: Ensuring leadership development when you have a very low budget Chapter - 11: The shape of the future: The increasingly powerful role of technology Section - FIVE: Lessons Learned Chapter - 12: How to move forward

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Book SynopsisSally Bibb is a consultant, speaker, award-winning author and director of Engaging Minds, a strengths consultancy. She carries out organizational change work in Europe, USA and Asia, and has a track record of transformational work in organizations. In the corporate world, she held senior roles at The Economist Group and international development roles in the telecommunications and media sectors.Trade Review"Sally Bibb explains convincingly that traditional recruitment based on technical competence too often produces square pegs in round holes. Her advocacy of strengths-based recruitment, identifying what recruits actually want to do and how to liberate their strengths, is supported by evidence which I found compelling." * Vince Cable, former Secretary of State for Business, Innovation and Skills *"Successful people are good at what they do. So why not build the talent in your organisation by putting your people in positions they enjoy doing? Strengths-Based Recruitment and Development shows you how to do just this.... A must-read for business leaders, HR professionals and academics alike." * David Buckley, Company Director and Former CEO of Morgan Stanley Bank International Limited *"This book is a must read for anyone involved in talent management.... Making sure that we identify the personality of the candidate and of the role and ensuring a good fit, is a strength-based approach, but rarely done. This book highlights the how and why...excellent read." * Professor Sir Cary Cooper, Manchester Business School, University of Manchester *"Great careers and great performance result from playing to strengths and ensuring you have "round pegs in round holes". Sally Bibb explains what strength based talent management is all about, offers guidance on how to do it, and provides plenty of ammunition for leaders needing to persuade sceptical colleagues of the case for change." * Tom Hayhoe, Chairman of West London Mental Health NHS Trust *"Strengths-based recruitment is rightly here to stay and any serious recruiter can no longer ignore the benefits. Sally Bibb is the preeminent expert and has given us an interesting, practical and inspiring guide to everything we need to know." * James Darley, Executive Director, Graduate Recruitment Division, Teach First *"If you want to make a profound change to the performance and wellbeing of your staff and organisation, then this book is for you." * Professor Dame Jill Macleod Clark, RGN, FRCN, Emeritus Professor and former Dean of the Faculty of Health Sciences, University of Southampton *"Sally Bibb...demonstrates successful strengths-based talent selection, development and management for the 21st century. Her advice is holistic, systematic, and both rational and practical. It's hard to imagine leaders not following her approach and integrating it into their agendas." * John Hofmeister, former President, Shell Oil Company, and former HR Director, Royal Dutch Shell *"This is the most refreshing book I have read about recruiting and retaining talent.... If I could get every hiring manager in our matrixed organisation to read and apply just three or four things from this book our business would see remarkable outputs." * Emy Rumble-Mettle, Director of Talent and Development, GroupM, a WPP Company *"Whether you're looking to improve the efficiency and profitability of your business or you're an ambitious graduate looking for a job that's the right fit, Bibb's book makes compelling reading." * Susan Debnam, Visiting Lecturer, CASS Business School, City University London *"I found this book extremely interesting and more importantly, useful and practical. Strengths-based talent management... makes for a truly high performing and motivated team!" * Ian Carter, President, Global Development, Hilton Worldwide *"I'm always looking for more effective ways of enhancing performance and improving productivity. This book provides compelling evidence as to why using a strengths based approach to recruitment and development helps to achieve this." * Jo Kelly, Head of Executive Progression, John Lewis Partnership *Table of Contents Chapter - 00: Introduction 1 Section - ONE: A practical guide to implementing strengths-based recruitment and development 5 Chapter - 01: An introduction to strengths-based recruitment 7 Chapter - 02: Why do organizations implement strengths-based recruitment? 30 Chapter - 03: How does strengths-based recruitment work in practice? 54 Chapter - 04: Successfully implementing strengths-based recruitment 71 Chapter - 05: Strengths-based development and performance management 95 Chapter - 06: Putting strengths at the heart of your talent management strategy 120 Chapter - 07: Well-being and happiness 138 Chapter - 08: The future of strengths 149 Section - TWO: Real-life insights and stories 161 Chapter - 09: Interviews with senior leaders 163 Chapter - 10: Interviews with managers and recruiters 198 Chapter - 11: Interviews with people who transitioned from the wrong job to the right job 216

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Book SynopsisDr. Mark Loon is a faculty member at Bath Business School, Bath Spa University. He has published in various academic journals such as the Journal of Managerial Psychology, as well as practitioner reports and books. He is currently the Chair of the British Standards Institute's Human Capital Standard Sub-Committee on developing International HRM Standards and the Deputy Vice Chair of the Programmes and Qualifications committee within the University Forum on Human Resource Development. Prior to academia, he was in management consulting, working for firms such as Cap Gemini, Ernst & Young and KPMG.Trade Review"The contributions that Mark Loon has collected together in this volume do much to ensure that the student of business develops their own critical voice. They exhort the student to be guided by but not blinded by theory; to take responsibility for their own learning, and to recognize their role in helping and supporting their organization and its workforce in adapting to change." * Dr Geoffrey Elliott, Professor of Post-Compulsory Education, University of Worcester *"Loon assembles a stellar line-up of experts to discuss the many facets of the modern L&D practitioner's role, from consultancy and cutting-edge digital solutions to planning learning with organisational context in mind. There are few more thorough introductions to the topic, and HR generalists with a learning remit will particularly enjoy it." * People Management *"[a collection of] must-read topics on L&D, HR, Management and Consulting development plans that can be applied in the current VUCA climate with consideration of the digital technologies.... highly recommended for any L&D practitioner" * Kanta Pindora MBA, CMgr, MCMI, MIC, for the CMI Management and Consulting Book Club *Table of Contents Chapter - 1: Developing professional practice in L&D; Chapter - 2: Understanding the context of L&D; Chapter - 3: Using information, metrics and developing business cases for L&D; Chapter - 4: Developing and using consultancy skills; Chapter - 5: Enhancing participant engagement in the learning process; Chapter - 6: Designing and developing digital and blended learning solutions; Chapter - 7: Facilitating collective and social learning; Chapter - 8: Developing and delivering L&D solutions for international markets

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Book SynopsisEileen Arney is Teaching Director of Masters Programmes at The Open University Business School, UK. She is a Chartered Fellow of CIPD, has taught on level 7 CIPD programmes and has trained and practised as an executive coach. She has held senior civil servant posts including Assistant Director of National Police Training and has designed and delivered leadership programmes for senior managers in the UK and overseas.Trade Review"Eileen Arney has cut through the mystique surrounding organizational development and produced a book that is both academic in content and practical in use. It clearly sets out the theoretical and research underpinnings for strategies to enable learning and change in organizations. This book will prove invaluable to both students and managers alike. I believe it will fill a gap in this area for people struggling to grasp the concept of organizational development and how it applies to organizations and management practice." * Angela Baron, HR lecturer and author *"Makes complex ideas accessible to learning and development practitioners. The book is also very good at showing them how their work can contribute to strategic approaches to organization development." * Dr Mark Loon, Senior Lecturer in Organizational, Behaviour/Human Resource Management, University of Worcester *"Full of practical guidance, underpinned by academic rigour. By positioning coaching and mentoring within the wider remit of OD, talent management, cultural change and change management, Eileen Arney allows the reader to assess what form of intervention will best support their organization's needs, who is best equipped to meet the need and how learning can be sustained." * Dr Carole Pemberton, executive coach, author of Coaching to Solutions and Resilience and Visiting Professor, Ulster University Business School *"We all know the role of L&D is changing, and Arney here focuses on the areas where it can have the most important impact on business performance - from coaching and facilitation to effective talent management. A chapter on how learning should be measured and accounted for inside organisations is particularly insightful, but there's plenty of wisdom throughout this book." * People Management (May 2017) *Table of Contents Chapter - 01: Understanding Organizational Development; Chapter - 02: The Role of Learning and Development in Talent Management; Chapter - 03: Developing Leadership and Management Capability; Chapter - 04: Using Facilitation Skills; Chapter - 05: Implementing Coaching and Mentoring; Chapter - 06: Evaluating Learning and Development in a Knowledge Economy;

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Book SynopsisEmma Weber is the Founder and Director of Lever Learning. A recognised authority on the subject of transfer of learning, she created the Turning Learning into Action methodology, established to help organizations and their employees create business results by converting learning to effective action back on the job.Dr. Patti Phillips is President and CEO of the ROI Institute, Inc. She has implemented ROI in private and public sector organizations around the world, and has conducted ROI impact studies on programmes such as leadership development, sales, new hire orientation, and human performance improvement programmes.Dr Jack J. Phillips is a world-renowned expert on accountability, measurement and evaluation, providing consulting services for Fortune 500 companies and major global organizations. His expertise in measurement and evaluation is based on more than twenty-seven years of corporate experience in the aerospace, textile, construction materials and banking Trade Review"A great combination of practical advice, real-world experience and solid theoretical underpinning, Making Change Work provides the vital bridge between L&D practice and the behavioural change that ensures business impact." * Donald H Taylor, Chairman, Learning and Performance Institute *"The cost of not getting change right is enormous - competitive cost, social cost, emotional cost and more. This book builds on the authors' earlier work and explores the way a structured approach can vastly increase the opportunity of getting change right." * Charles Jennings, 70:20:10 Institute *Table of Contents Section - 01: Why change?; Chapter - 01: The need for results from change; Chapter - 02: Business alignment: The V Model; Chapter - 03: Current failures of behavioural change; Section - 02: TLA process and theory; Chapter - 04: The TLA process and applications; Chapter - 05: Preparation; Chapter - 06: ACTION conversation; Section - 03: Evaluation; Chapter - 07: Evaluation planning; Chapter - 08: Data collection; Chapter - 09: Data analysis; Chapter - 10: Reporting results; Section - 04: TLA in practice; Chapter - 11: Making TLA work: Skill set; Chapter - 12: Making TLA work: Guiding the conversations; Chapter - 13: How to roll out TLA in line with the alignment model; Chapter - 14: Case study: UNSW Innovations at UNSW Australia; Chapter - 15: Case study: Successfully managing a mature workforce

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Book SynopsisSarah Lewis is an Associated Fellow of the British Psychological Society, a Principal member of the Association of Business Psychologists, and the owner of Appreciating Change, where she works as a facilitator and consultant.Jonathan Passmore is an award-winning professor of psychology with an international reputation for his work in coaching, change and leadership. He is managing director of Embrion and consults and speaks at conferences across the world.Stefan Cantore is the Principal Teaching Fellow in Organizational Behaviour and HRM and the Director for the MSc in Organizational Change Management at the University of Southampton. He is an experienced leadership and organizational development consultant.Trade Review"Accessible and comprehensive, this book is the 'go to' guide for anyone wanting to take their first steps to understanding and applying more positive, affirming and successful approaches to change management." * Paul Neville, Chartered FCIPD, FRSA, Assistant Director, HR & Staff Engagement, Trinity Laban Conservatoire of Music and Dance *"This is a great read for the novice AI practitioner as well as anyone interested in the power of positive change. It's more than a book on AI. It provides us with methods that are wholly relevant to today's multi-generational, inclusive and emergent world of work." * Iain Harrison, People Advisory Services, EY *"This book will change the way we talk, relate and think about change. The authors unpack the meaning and significance of Appreciative Inquiry and the positive revolution in 'conversation-based change', with powerful stories and brilliantly clear writing. It is a remarkable how-to book that perfectly blends theory, practice and life-empowering perspectives. A must read for anyone interested in leading with hope and optimism, and creating the future through the collaborative engagement of our highest human strengths." * David Cooperrider, PhD, Fairmount Minerals Professor, Department of Organizational Behaviour, Case Western Reserve University (about the previous edition) *"This is a great book from which I've taken nuggets that will inform both my coaching and facilitation, and will be a great resource for those seeking to enable change in a positive way." * Ian Pettigrew for HR Director *Table of Contents Section - 01: Organizations as machines, workers as cogs and management as a control process; Section - 02: An alternative approach: organizations as living human systems; Section - 03: The development of conversational approaches to organizational change; Section - 04: Appreciative Inquiry: how do you do it?; Section - 05: The power of the question; Section - 06: The power of conversation; Section - 07: Extending practice: working with story in organizations; Section - 08: Extending practice: working with appreciative coaching; Section - 09: How Positive Psychology enhances Appreciative Inquiry; Section - 10: Developing your conversational practice; Section - 11: Becoming an appreciative conversational practitioner; Section - 12: How to introduce Appreciative Inquiry and related approaches to your organization; Section - 13: Case study: using Appreciative Inquiry at BP Castrol Marine; Section - 14: Case study: revitalizing corporate values in Nokia; Section - 15: Case study: World Café enabling strategic change at the American Society for Quality; Section - 16: Case study: rapidly transforming conflict into co-action at a South African coal mine; Section - 17: Case study: applying Appreciative Inquiry to deliver strategic change at Orbseal Technology Center;

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Book SynopsisMichael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice and several other titles published by Kogan Page. With over a million copies sold, his books have been translated into twenty-one languages. He is managing partner of E-Reward as well as an independent management consultant. Prior to this he was a chief examiner of the Chartered Institute of Personnel and Development (CIPD) and an HR director of a publishing company.Table of Contents Chapter - 01: Performance Management – The Concept; Chapter - 02: Performance Management – The Reality; Chapter - 03: Effective Performance Management; Chapter - 04: What’s Happening to Performance Management?; Chapter - 05: Reinventing Performance Management - The Issues; Chapter - 06: Improve Objective Setting; Chapter - 07: Replace the Annual Performance Review; Chapter - 08: Abolish Rating; Chapter - 09: Enhance Personal Development; Chapter - 10: Provide Training; Chapter - 11: The Reinvention Programme; Chapter - 12: Conclusions

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Book SynopsisAdrian Furnham is professor of psychology at UCL, and adjunct professor of management at the Norwegian School of Management. He has written over 1,000 scientific papers and 70 books and is among the most well-known psychologists in the world.Ian MacRae is Director of High Potential, an organizational consultancy providing customised psychological tests and reports for improving performance, predicting potential and developing people. He is a PhD candidate at Maastricht University.Trade Review"Few topics are as important, yet poorly understood, as workplace motivation. This book provides an authoritative guide for leaders and professionals interested in leveraging the science of motivation to enhance individual, team, and organisational performance. A must-read if you care about evidence-based management and understand the limits of intuition." * Tomas Chamorro-Premuzic, CEO of Hogan Assessments and Professor of Business Psychology at University College London and Columbia University *"Everyone knows that an engaged workforce is more productive and profitable yet so many try to achieve this with a singular 'silver bullet' solution that often harms as much as it helps. Motivation and Performance gives balance to the complex factors at play, shows leaders where to look and guides their judgement. It clearly shows just what startling results can be achieved by getting it right and how dire the consequences of getting it wrong. Leaders of any size of organisation can learn and profit from this book." * Group Captain John Jupp, PhD, OBE *"This book is an extremely valuable resource for leaders of businesses of all sizes and anyone working in HR. It contains great practical tools such as templates and guidelines for best practice. The anecdotes and case studies bring the academically informed points to life articulately making it relevant and accessible to readers." * Paul Rein, Principal Consultant Psychologist, Thomas International *"There is no doubt that despite its huge significance and decades of work, organisations do not yet set out to systematically review and improve motivation and/or performance. Why not? There are quick wins to be had, and this book describes very clearly the constructs required to make substantial and long-lasting improvements." * Mike Haffenden, founder and Director of Strategic Dimensions and of Corporate Research Forum (CRF) and Performance and Reward Centre (PARC) *"As a small business owner and teacher, I found this book a valuable resource as well as being interesting and often entertaining. It uses stories and examples to highlight many of the issues and opportunities that all businesses need to know about. I would recommend this book to my students and business owners." * Louise Dannhauer, Owner, Spa Time & Instructor, Vancouver Community College *"Motivation and Performance is an excellent balance between theory and practice. Any business professional would benefit from the very practical examples, and step-by-step processes provided throughout. As well, the inclusion of the 'why' behind these processes give reason and credibility to the suggestions offered." * Roberta Sawatzky MA CPHR, Professor at Okanagan School of Business and Adjunct Professor at University of British Columbia Okanagan *Table of Contents Section - 01: Introduction; Section - 02: A Model of Motivation; Section - 03: Generational Differences; Section - 04: The Biology of Stress and Well-being; Section - 05: Measuring Motivation; Section - 06: The Power of Communication and Conversations; Section - 07: Intrinsic Motivation; Section - 08: Work Engagement, Organizational Health and Culture; Section - 09: Extrinsic Motivation and Rewards; Section - 10: Culture and Values; Section - 11: The Importance of Motivation Gaps; Section - 12: Outsourcing Motivation; Section - 13: The Dark Side and Derailed Motivation; Section - 14: Best and Worst Practice from Real Companies;

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Book SynopsisMichael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice and several other titles published by Kogan Page. With over a million copies sold, his books have been translated into twenty-one languages. He is managing partner of E-Reward as well as an independent management consultant. Prior to this he was a chief examiner of the Chartered Institute of Personnel and Development (CIPD) and an HR director of a publishing company.Trade Review"The definitive guide on the processes of management and leadership" * Commerce and Industry (about a previous edition) *"A revealing book that will help readers to develop leadership skills in others and guide them towards personal excellence as a leader" * Business Executive (about a previous edition) *"this is a helpful and fairly comprehensive reference source for middle and senior managers and students." * Bob Baker for the CMI Management and Consulting Book Club *Table of Contents Section - ONE: Leading, managing and developing people fundamentals Chapter - 01: Leadership Chapter - 02: Management Chapter - 03: Developing people Section - TWO: Human resource management and learning and development Chapter - 04: The essence of human resource management Chapter - 05: The practice of HRM Chapter - 06: The practice of learning and development Chapter - 07: The contribution of HRM and L&D in different types of organizations Chapter - 08: The professional and ethical approach to HRM and L&D Section - THREE: People management processes Section - 09: Motivation Chapter - 10: Commitment Chapter - 11: Employee engagement Chapter - 12: Change management Chapter - 13: Flexible working Chapter - 14: Managing diversity and inclusion Section - FOUR: Leadership, management and learning and development skills Chapter - 15: Leadership skills Chapter - 16: Management skills Chapter - 17: People management skills Chapter - 18: Learning and development skills Chapter - 19: Managing interpersonal relationships at work Chapter - 20: Managing oneself Chapter - 21: Problem solving and decision making Chapter - 22: Analytical, critical and consultancy skills Chapter - 23: Information handling skills Chapter - 24: Business and financial skills Chapter - 25: Postgraduate study skills

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Book SynopsisProfessor Julie Hodges is a leading expert on change in organizations. Prior to this, Julie Hodges worked as a business consultant for over 20 years in several profit and non-profit organizations, including PwC. Based in Durham, UK, she is also an Academic Fellow of the ICMCI (International Council of Management Consulting Institutes), a Principal Fellow of the Higher Education Academy, and a Senior Fellow of the Foundation for Management Education (FME), and a member of the editorial board of the 'Management Consulting' journal.Trade Review"Hodges provides a comprehensive and considered overview of both the consultancy and change management literature, while offering up a clearly charted path for the reader to follow in solving complex organisational issues." * Olivier Bastien, Consultant, Digital Marketing & Strategy, L'Oréal Canada *"The challenge of change is one we face constantly, and this is a clear and valuable guide for those looking to navigate it successfully. Bridging practical and theoretical perspectives, the book guides the reader through the key issues and draws on a range of case studies while building on a thorough and well-researched academic foundation. The focus on people and relationships within this book, as well as including a whole chapter on ethics, is most welcome." * Dr Neil Turner, Senior Lecturer, School of Management, Cranfield University, UK *"This book fills a number of gaps between Organisational Development, Change Management and Consultancy. Julie has skilfully blended her academic, OD and consultancy experience in this excellent book. A must read for any one active in or wishing to be active in Organisational Change Consultancy." * Denis Kelly, Manager HR Projects and Change, ESB Networks *"Packed with key concepts, models checklists, tools, techniques and case studies, Julie Hodges's book is of real value for new and existing practitioners seeking to stand out from the crowd." * Peter Cook, MD, Human Dynamics and The Academy of Rock *"Dr. Julie Hodges has again demonstrated her mastery of the nexus of work experience, academic research, and knowledge transfer.... If the first half of the book is a Swiss-army toolkit, the second half is a mentorship. I suggest that both practitioners and clients would benefit from this work. So many of the failed engagements I have seen could have been mitigated, or avoided, if the participants could have availed themselves to the insights and structure Hodges provides in this well-crafted book." * Dr. Brad R. Atkinson, Organizational Economist, Bethesda, MD, USA *"Finally, a comprehensive guide to consultancy for all levels, from early practice to post graduate professional. Very well written, it holds attention from the global picture of consultancy through case study examples, the consultant's role, and is packed with loads of research. A must read." * Kathy Gilbert, Executive Consultant, Complex Projects & Change, Australia *"If you are a consultant who advises organisations going through change or a manager navigating your organisation through change, this book is for you. The well documented theory and practical examples and stories make this book a must read for anyone contemplating or going through change." * Tonje Aaroe, CEO, Growthitude AS, Norway *Table of Contents Section - ONE: The Context of Consulting; Chapter - 01: The Nature and Value of Consulting; Chapter - 02: Roles and Responsibilities of Consulting; Section - TWO: The Consulting Cycle; Chapter - 03: Preparation and Contracting; Chapter - 04: Diagnosing the Need and Readiness for Change; Chapter - 05: Designing and Delivering Interventions; Chapter - 06: Transition; Section - THREE: Consulting Capabilities; Chapter - 07: Building Capabilities for Consulting; Chapter - 08: Becoming a Consultant; Chapter - 09: The Shadow Side of Consultancy; Chapter - 10: Conclusions and Reflections

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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 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 SynopsisJonathan Passmore is well known for editing the Association for Coaching series, as well as for other titles in leadership and organisational psychology. He is an occupational psychologist with an international reputation, having spoken at conferences across the world from Harvard University, to Denmark, South Africa and Israel. He is also the Series Editor for the Wiley Blackwell Industrial Psychology series and has authored/co-authored Top Business Psychology Models, AI for Change Management and The Facebook Manager over the last four years. In 2010, Jonathan was awarded the AC Global Coaching Award for his contribution to practice and research. He divides his time between academia, where he works as a professor of psychology at the University of East London, and business, where he works as a practicing psychologist.Trade Review"This book is filled with useful models, insights and profound thinking that can serve any serious coach." * W Timothy Gallwey, author of The Inner Game of Tennis, The Inner Game of Work and The Inner Game of Stress *"This book contains the latest thinking on coaching and leadership. The chapters are well researched and provide practical advice. It is a must-read for anyone involved in coaching." * Professor Binna Kandola OBE *Table of Contents Chapter - 01: Leadership coaching; Chapter - 02: Coaching for authentic leadership; Chapter - 03: The integrated leadership model; Chapter - 04: Coaching for emotionally intelligent and inspiring leadership; Chapter - 05: The Leadership Radar™; Chapter - 06: An Asian perspective on leadership coaching: Sun Tzu and The Art of War; Chapter - 07: Coaching for Icarus leadership: helping leaders who can potentially derail; Chapter - 08: Coaching for integral leadership; Chapter - 09: Coaching political leaders; Chapter - 10: Leadership coaching with feedforward; Chapter - 11: Coaching from a systems perspective; Chapter - 12: Coaching for transactional and transformational leadership; Chapter - 13: Coaching for leadership style; Chapter - 14: Strategy coaching; Chapter - 15: Coaching global top teams; Chapter - 16: Coaching using leadership myths and stories: an African perspective; Chapter - 17: Coaching for conversational leadership; Chapter - 18: Coaching for team leadership: using the Belbin ‘team roles’ model; Chapter - 19: Coaching for strength-based leadership; Chapter - 20: Coaching with complexity-informed leadership

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Book SynopsisMervyn Dinnen is a talent analyst, advising recruitment and HR technology businesses on the emerging trends impacting hiring, retention and engagement. He is a writer and international speaker on recruitment and HR trends, and an award winning recruitment blogger. He spent 20 years as a recruitment and HR practitioner.Matt Alder is a strategic consultant focusing on recruitment marketing, employer branding and HR Technology. Over the last 17 years he has built a reputation as a global thought leader, working with some of world's best known employers to develop and optimize their digital strategies.Trade Review"This is the definitive work on attracting, recruiting and retaining talent. This book tells businesses leaders how to improve their employee offering and recruitment process so they get and keep the talent that will make their organisation a success. A must read" * Kevin Green, Chief Executive, Recruitment & Employment Confederation *"An honest, practical appraisal of the key opportunities and challenges facing employers in the search for the very best." * Jamie Lawrence, Managing Editor, HRZone.com *"I can't think of two better people than Mervyn Dinnen and Matt Alder to document how the talent journey and the world of human resources is being disrupted in the digital age, and Exceptional Talent certainly doesn't disappoint. On the contrary, it surpasses even my lofty expectations and carves an interesting, informative and stimulating path along the ever-changing talent journey of the 21st Century. I heartily recommend that anyone working in human resources, interested in the future of work or driven to hire, develop and retain exceptional talent should read this book." * David Green, Global Director, People Analytics Solutions, IBM Watson Talent *"Not all HR books are created equal. Exceptional Talent is not just a "How To" Manual but a "Why to" Manual for recruitment and talent attraction. It's comprehensive, thoughtful and, above all, practical. The kind of book that won't gather dust on the office shelf but will get daily use by HR and recruitment practitioners alike." * Mathew Davies, HR Director, Addison Lee *"This book is the best template for corporate talent strategy from "attention to retention and beyond" that I've seen. It clearly captures the employer imperative to create "long-term human-centric relationships with ... talent" and provides a blueprint (as well as on-point case studies) to get the completely transformed work of talent management right. There is no more important work today in an organization than managing talent and this book will put you ahead of your competition for talent." * China Gorman, Universum Communications board member, and Chair, North America Advisory Board *"In any business the key resource is our people. In this book we are provided with tools to ensure we select the "right" people. Simple." * Russell Dalgleish - Founder, Scottish Business Network *"In this book, Alder and Dinnen, drag current thinking around Recruitment into the modern age. The authors demystify the contemporary talent landscape and offer practical steps for employers beyond the promises of the vendors panaceas. Much of the current writing on Talent Acquisition is impractical and unworkable. In this book Alder and Dinnen guide the reader towards new thinking at a blistering pace. At a time when all businesses can be better at attracting and hiring, this book can be your difference." * Matt Buckland - Head of Talent and Human Resources at Lyst *"Dramatic advances in technology, the rise of social media, and changing expectations from the next generation entering the workforce are combining to force the best-performing organizations to re-think how they attract, hire, engage, develop, and retain their best talent. The challenge for HR and business leaders is how to navigate these demands and changes in ways that enable them to win the competition for the best, most talented employees. In Exceptional Talent, HR and business leaders will find a modern, comprehensive guide to navigating these changes, to better understand how to utilize new methods, approaches and technologies for talent attraction, engagement, and management, and enable their organizations and their workforce to thrive in this new and dynamic world of work." * Steve Boese, HR Technology Conference Program Chair & Co-host, HR Happy Hour Podcast *"Job searching and the world of work have changed dramatically in recent years thanks to the advancement of technology - and changes aren't going to slow down. HR, recruitment and talent professionals need to equip themselves to deal with this new reality. Dinnen and Alder have provided a practical, readable and inspiring guide to help them do it." * Katie Jacobs, Editor HR Magazine *Table of Contents Section - 00: Introduction; Section - 01: Talent Attention and Persuasion; Section - 02: Talent Attraction; Section - 03: Talent Acquisition; Section - 04: Talent On-boarding; Section - 05: Talent Development; Section - 06: Talent Engagement and Retention; Section - 00: Conclusion;

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Book SynopsisDebbie Mitchell is an organizational development consultant specializing in employee engagement, coaching, talent management, change and HR support. She works with businesses both locally and internationally that include consumer electronics, FMCGs, pharmaceuticals as well as those in the transportation, insurance, not for profit and education sectors. Prior to this, Debbie held in-house HR and OD roles for British American Tobacco for 10 years, and has experience of HR roles in retail, public sector and manufacturing.Trade Review"Given that only 17% of UK employees are fully engaged, 83% have a greater contribution to make if we could enhance their levels of engagement (Gallup 2011 to 12). In 50 Top Tools for Employee Engagement, Debbie Mitchell offers clear advice on how to do just this. Every manager with responsibility for leading people should have this book on their shelf. Whenever they wonder how to enhance the contribution from their team, they will have some inspirational and pragmatic ideas at their fingertips." * Susan Binnersley, Managing Director, H2H Resources Ltd *"This book is packed with practical action items and clear insights. It's an excellent and handy resource, has simple diagnostic tools and great examples... I'd recommend it to any HR or line manager....One size definitely doesn't fit all in engagement. So when you need a bit of help, lift this book up and pick a tool that will help you close that important gap to motivate and engage your team." * Helen Hancock, HR director, The AA *"This book offers an abundance of practical tips and tools to help engage your workforce at different stages and through different activities. There's something in here for everyone, no matter your business or your challenge, just open the toolkit and starting building a more engaged workforce." * Debra Corey, Group Reward Director at Reward Gateway, and author of Effective HR Communication *"A terrific book to guide those striving to create engagement and wellbeing in a fast paced world. It targets beautifully the key issues and gives useful strategies and hands on tools for leaders. Harnessing discretionary effort is a critical focus for leaders - this book gives it all." * Wendy Hall, Director and Organisation Development Consultant, Response Consulting Australia *Table of Contents Section - ONE: Engaging One on One; Section - TWO: Engaging Teams; Section - THREE: Engaging the Organisation; Section - FOUR: In Talent Attraction; Section - FIVE: In Induction; Section - SIX: In Training; Section - SEVEN: When Life Changes Happen; Section - EIGHT: When Career Changes Happen; Section - NINE: On Retirement; Section - TEN: On Leaving; Section - ELEVEN: Business Improvement; Section - TWELVE: Change; Section - THIRTEEN: Customer Focus; Section - FOURTEEN: Delivering Results; Section - FIFTEEN: Evaluating Organisational Engagement; Section - SIXTEEN: Quick View of Tools and Some Additional Templates

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Book SynopsisDaniel Wintersberger is a teaching fellow at Birmingham Business School in the UK, specializing in International Human Resource Management. He currently teaches on the MBA (HRM), MSc in Human Resource Management and the BSc in Business Management. Previously, Daniel lectured at Cardiff University Business School and Swansea School of Management. He has conducted research for the International Transport Workers' Federation (ITF) and worked with the British Airline Pilots' Association (BALPA). His professional and research experience spans Central and Eastern Europe, China, India and Brazil.Trade Review"Comprehensive coverage by well-known scholars in the field, illustrated with informative and easy-to-digest business cases" * Jacky Fok Loi Hong, Associate Professor in Management, University of Macau *"This book effectively points out the key challenges for today's global HR teams and provides some very useful frameworks." * Cate Prescott, VP Global HR, National Instruments *"This is the book that I have been wishing for after practising HR management for over four decades particularly after my lead in developing the professional standard for HR some 10 years ago! The book stimulates HR practitioners to understand the contribution of cross-cultural synergy at workplace and prepare themselves for the upcoming evolution of their roles in the age of global and technical-integrated business alliance." * KT Lai, Former President, Hong Kong Institute of Human Resource Management *"About 12 years ago I was charged with the responsibility to facilitate the establishment of business operations from the HR perspective in the uncharted water of foreign cities. The difficulties I encountered both within and without were tremendous and I felt I was not well equipped to deal with all the challenges. This comprehensive book does not just deal with day to day operational matters like recruitment, there are sufficient depth and strategic vision in various chapters like the one on Leadership to inspire organization development initiatives. I wish I had this book then." * Weymond HW Lam, Former General Manager - Human Resources, China State Construction International Holdings Ltd. *"The world is getting not only flat, but also more and more inter-linked. Going global is no more a choice, but a must, for corporates who want to continuously flourish and strengthen competitive edges. This book provides a full spectrum on very practical Human Resources Management theories, tools and easy to digest cases for those executives who operate business internationally." * Bob Xie, Founder and Principal Consultant, Bozan Consulting Limited, P.R China *"A brilliant read for anyone learning and involving in international human resources management. The breadth and depth of this book offers a valuable compass for HR leaders sensibly navigating an increasingly interdependent world. The real-life case studies and reflective questions makes this book a great companion to both teaching fellows and learners." * Carrian Leung, Adjunct Lecturer, University of Hong Kong - School of Professional and Continuing Education (HKUSPACE), Hong Kong *Table of Contents Section - ONE: The Context of International HRM; Chapter - 01: Introduction and Background to International HRM [Daniel Wintersberger]; Chapter - 02: The Cultural Context of International HRM [Daniel Wintersberger]; Chapter - 03: Leadership Across Cultural Contexts [Avis Tam]; Chapter - 04: Cross-Cultural Communication [James Baba Abugre]; Chapter - 05: The Institutional Context of International HRM [Daniel Wintersberger]; Chapter - 06: Global Labour Governance and Core Labour Standards [Christina Niforou]; Section - TWO: Functional Areas of International HRM; Chapter - 07: International Recruitment, Selection and Talent Management [Peter Foss]; Chapter - 08: International Staffing in Multinational Companies [James Baba Abugre]; Chapter - 09: International Reward [Daniel Wintersberger]; Chapter - 10: International Training and Workforce Skills [Daniel Wintersberger]; Chapter - 11: International Employee Relations [Geraint Harvey]; Chapter - 12: Work Organization and Job Design across National Contexts [Daniel Wintersberger and Jorge Muniz Jr]; Chapter - 13: Conclusions: Change or Continuance in National Systems of HRM?;

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Book SynopsisAndy Swann is the Founder/ CEO of My Amazing Team, where he works around the world on unique, innovative and impactful innovation projects for some of the planet's largest organizations and biggest brands. Known as an expert on the connection between people, organizations and action. A regular media contributor, Swann has been featured on the BBC, NBC, ABC, Fox and many others. He also hosts The LifeWork Podcast and recently launched the weekly Give Out But Don't Give Up live show on YouTube.Trade Review"The principles set out in The Human Workplace are helpful for any company that emphasizes purpose and identity, connection with the company, each other and the community, as well as co-creation and two-way dialogue with employees. This is a helpful guide on how to grow by design." * Mark Levy, Airbnb's first Head of Employee Experience *"Andy Swann knows better than most that things just aren't that straightforward. Bringing his work at the coalface of organizational change with him, he leads us through the challenges, debunks the fads and offers practical and effective ways of not only coping with the challenges of the future but possibly even enjoying them." * Euan Semple, Author, Speaker and Business Strategist *"This book is pragmatic, relevant, current - it should be required reading for all leaders claiming "People are the most important thing to me" and selectively pointing at other companies saying "I want that one" without understanding the elements, i.e, people." * Andy Meikle, former Chief People Officer, JustGiving and Founder, Folk Consulting *"The Human Workplace offers a thoughtful and incisive examination of our complicated relationship with our work, its meaning and our attitudes. In this comprehensively researched book, Andy Swann considers the full scope of how we work, from the interpersonal to the networks and communities on which we rely, and how this is translating into today's society. In an age of digitization and artificial intelligence, Swann repeatedly finds that applying our shared humanity is the most important element of a high-performing workplace. From case studies to personal reflections, he explores engaging workplace comparisons and finds ingenuity at work in work. This book made me reconsider how we should shape the future of work and appreciate that it will be those who are constantly learning in our high-speed world that will deserve success for their teams and a resilient future for their organizations." * Tim Pointer, former HR Director, Dixons Carphone and Founder, Starboard Thinking *Table of Contents Section - 00: Introduction; Section - 01: Getting to grips with the basics; Section - 02: Building your structure; Section - 03: All about people; Section - 04: In all the right places; Section - 05: Turning it into action; Section - 06: Communications and technology; Section - 07: Getting there: making the change; Section - 08: Final thoughts;

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Book SynopsisDebbie Mitchell is an organizational development consultant specializing in employee engagement, coaching, talent management, change and HR support. She has experience of senior HR roles in organizations across FMCG manufacturing, supply chain, retail, public sector and support service sectors. She is the author of 50 Top Tools for Employee Engagement, also published by Kogan Page.Trade Review"Using the latest evidence, this book captures all aspects of the ultimate workplace wellbeing programme, giving managers confidence in their ability to deliver successful programmes into businesses. Her recommendations are realistic, the tools are functional, and she includes practical suggestions for measuring outcomes, which even the busiest wellbeing manager can utilize." * Dr Fiona Brigg, Healthy Workplace Manager, Link4Life *"The author has created a roadmap that no organization should be without. These tools will help any organization navigate the process of creating a positive working environment no matter its size or sector." * Karen Smith, Head of Wellbeing, University College London *"Another book packed with practical tips and tools from the incredible Debbie Mitchell. This is a must-have resource for any leader." * Angel Conley, Head of Learning and Development, iQ Student Accommodation *"A must-read for all who need to get themselves and their teams more engaged in wellbeing. For managers and HR alike, this book is written in bite sizes with practical advice. An engaging read!" * Liz Illingworth, Director Talent Management Europe, Boston Scientific Ltd *Table of Contents Section - ONE: Leadership and Advocacy; Chapter - 01: Creating a Wellbeing Strategy; Chapter - 02: Workplace Wellbeing Assessments; Chapter - 03: Developing a Wellbeing Programme; Chapter - 04: Wellbeing Committees; Chapter - 05: Championing Wellbeing; Section - TWO: Career; Chapter - 06: Strengths-based People Management; Chapter - 07: Peer Coaching; Chapter - 08: Promoting Learning; Chapter - 09: Finding Purpose; Chapter - 10: Communicating; Chapter - 11: A walk-and-talk; Chapter - 12: Enabling Flow; Chapter - 13: Encouraging a Growth Mindset; Chapter - 14: Mentoring; Chapter - 15: Giving Great Feedback; Chapter - 16: The Check-in; Chapter - 17: Involvement; Chapter - 18: Engagement; Chapter - 19: Change; Section - THREE: Physical and Mental; Chapter - 20: Return to Work Interview; Chapter - 21: Managing Employee Illness; Chapter - 22: The Fruit Box; Chapter - 23: Exercise at Work; Chapter - 24: Workplace Massage; Chapter - 25: Travel Health; Chapter - 26: Stress Prevention and Signalling; Chapter - 27: Managing ‘Overwhelm’; Chapter - 28: Employee Assistance Programmes; Chapter - 29: Emotional Intelligence; Chapter - 30: Building Resilience; Chapter - 31: Reframing; Chapter - 32: Mindfulness; Chapter - 33: Mediation; Chapter - 34: Switching off; Chapter - 35: Getting Organized; Chapter - 36: Designing the Working Environment; Chapter - 37: Remote Working; Chapter - 38: Flexible Working; Section - FOUR: Social and Community; Chapter - 39: Motivation; Chapter - 40: Harmony Initiatives; Chapter - 41: Building Trust; Chapter - 42: Anti-bullying Action; Chapter - 43: Giving Back; Chapter - 44: Shared Interest Groups; Chapter - 45: Netwalking; Chapter - 46: Fun at Work; Chapter - 47: Pets at Work; Chapter - 48: Music at Work; Section - FIVE: Financial; Chapter - 49: Flexible Benefits; Chapter - 50: Pre-retirement Planning; Section - SIX: Supporting Information

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Book SynopsisMichael Armstrong is the UK's bestselling author of HRM books. With over a million copies sold, his books have been translated into twenty-one languages. He is managing partner of E-Reward. Prior to this he was a chief examiner of the Chartered Institute of Personnel and Development (CIPD). He is the author of Armstrong's Handbook of Human Resource Management Practice, Armstrong's Handbook of Reward Management Practice, Armstrong on Reinventing Performance Management, and other titles published by Kogan Page.Trade Review"This book clearly describes the models of job evaluation schemes with concise summaries to aid the decision-making process on what is needed for your organisation. It is essential reading for managers, HR professionals and trade unions who want a practical guide to the implementation and maintenance of job evaluation processes and awareness of equal pay legislation." * Debra Lomasney, Management Chair, UK NHS Job Evaluation Group *"Michael Armstrong provides comprehensive information on the subject of job evaluation; presenting different approaches in an objective manner. He tackles a technical subject and a broad scope of information in a logical, easily understood style; providing practical guidelines and case studies which are helpful to the reader. This is a useful guide to HR practitioners, students within the field and anyone else interested in the subject." * Tracy Radloff, Manager, Human Capital - Reward Consulting, Deloitte *Table of Contents Section - ONE: The Process of Job Evaluation; Chapter - 01: Job Evaluation Fundamentals; Chapter - 02: Job Evaluation Methodology; Chapter - 03: Reviewing Job Evaluation; Chapter - 04: Choice of Approach; Chapter - 05: Developing Job Evaluation; Chapter - 06: Job Analysis; Section - TWO: Job Evaluation Schemes and Market Pricing; Chapter - 07: Point-factor Rating; Chapter - 08: Matching; Chapter - 09: Levelling; Chapter - 10: Market Pricing; Section - THREE: Applications of Job Evaluation; Chapter - 11: Developing Grade and Pay Structures; Chapter - 12: Equal Pay; Section - FOUR: The Practice of Job Evaluation; Chapter - 13: Maintaining Job Evaluation; Chapter - 14: Issues and Trends in Job Evaluation

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Book SynopsisInes Wichert is an Occupational Psychologist and has been working in HR Consulting for over 15 years, advising global organizations on their talent issues. She is the Managing Director at leadership development consultancy TalUpp and previously ran the Women in Leadership research hub and the Diversity & Inclusion Centre of Excellence for IBM's Smarter Workforce initiative.Trade Review"A must-read for HR leaders who are charged with building a strong pipeline of leadership talent. Provides practical and effective solutions for accelerating leadership development; all brought to life by powerful case studies and quotes from HR and business leaders." * Maria Kokkinou, VP Talent Acquisition, Management & Development, Coca-Cola European Partners *"This timely book provides a compelling step-by-step guide for accelerated leadership development. Full of practical tips and examples from some of the world's most notable companies. An informative read for anyone involved in leadership development." * Carolyn Fairbairn, Director-General, CBI *"Good leadership takes courage and so does good leadership development. A well-written and extensively researched book that shows how HR must take bold people decisions to develop the next generation of leaders. Highlights the importance of diversity and inclusion throughout, and rightly so." * Baroness Mary Goudie, House of Lords, UK *"Ines has written an excellent step-by-step guide on how companies should be thinking about and executing long-term development plans for their top talent. It is well laid out and easy to read: full of good examples of best practice and pitfalls to avoid. Essential reading for senior management, HR practitioners, as well as young leaders thinking about their own career trajectories" * Dr. George Olcott, Guest Professor, Faculty of Business and Commerce, Keio University, Japan *"It is no longer about picking winners in the old school sense, but how we nurture outliers and make them succeed. This book could not have come at a better time where we need less promises and more strategy on the topic of diversity (age, gender, ethnicity). Companies may say they are committed to change and Ines provides a specific strategy on how to implement change and what that actually means for both the organization and the individual." * Pauline Wray, MD, Asia Head, Expand Research and Global Lead for BCG FinTech Control Tower *Table of Contents Chapter - 00: Introduction; Chapter - 01: Tomorrow’s leaders: succeeding in a volatile and uncertain world; Chapter - 02: Moving at pace: the speed of leaders; Chapter - 03: Breadth of experience: choosing roles wisely; Chapter - 04: Learning on the job: organizational development approaches; Chapter - 05: Navigating the pitfalls of acceleration: incomplete learning and burnout; Chapter - 06: Successful risk-taking: courageous people decisions in a risk-averse world; Chapter - 07: Reflective learning: looking back to move forward; Chapter - 08: Supportive environments: essential safety nets; Chapter - 09: Women’s careers: keeping the pace; Chapter - 10: Millennials: on the fast track from the start;

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Book SynopsisJason Lauritsen is a global speaker, author, and advisor on employee engagement, workplace culture and performance management. Prior to this, he was the Director of Best Places to Work at Quantum Workplace and VP of Human Resources at Union Bank and Trust. He is also the North American Advisor for The Employee Engagement Awards, the first global awards to recognize excellence in employee engagement.Trade Review"In Unlocking High Performance, Jason Lauritsen greets us with a hopeful, affirming message: work can be much better - more challenging and more fulfilling - if we do things a bit differently. He shows how common practices like annual performance appraisals may be holding you back - and how you can improve employee engagement and bring excitement and productivity back to the workplace." * Daniel H. Pink, author of When and Drive *"Jason captures the ways in which organizations can help employees find meaning in their work by building stronger relationships and creating a workplace culture grounded in trust, respect, recognition, and humanity. If you want to inspire and motivate your employees to do the best work of their lives, then you should read this book." * Derek Irvine, Head of Strategy and Consulting, Globoforce *"Jason understands the interworking of even the most complex organizations and cuts to the heart of the matter - life is about relationships and work is no exception." * Ryan Picarella - President, The Wellness Council of America (WELCOA) *"Unlocking High Performance is a field manual for leaders and HR practitioners seeking to create workplaces that attract, retain and develop the talent required by any successful and competitive business. Leaders can always choose to do the hard work to get it right. Reading this book is a great way to either begin or remain on that path." * Joni Thomas Doolin, Founder & CEO, People Report & TDn2K *"Jason Lauritsen shows you how to deliver on the original promise of performance management. It's not about bureaucratic documentation; it's about making work better and creating better workers." * David Burkus, author of Friend of a Friend and Under New Management *"Performance management has failed because its view of what makes people successful is far too limited. Jason takes a much more expansive and holistic view and shows how it is truly possible for people to love their work and flourish, so their employers can grow and thrive as well." * Steve Smith, Partner, The Starr Conspiracy *Table of Contents Section - ONE: Work is broken and employees are paying the price; Chapter - 01: The shortcomings of ‘best practice’ and traditional performance management; Chapter - 02: Work is a relationship, not a contract; Chapter - 03: Rethinking performance management; Section - TWO: Performance planning; Chapter - 04: Creating clear expectations and goals; Chapter - 05: Defining behavioural expectations; Chapter - 06: Putting the 'why' and 'how' in expectations; Section - THREE: Performance cultivation; Chapter - 07: Motivation; Chapter - 08: Recognition and appreciation; Chapter - 09: Wellbeing and inclusion; Chapter - 10: Removing obstacles; Section - FOUR: Performance accountability; Chapter - 11: Fixing feedback; Chapter - 12: A new approach to feedback; Chapter - 13: Measurement and ratings; Chapter - 14: The role of reflection; Chapter - 15: Confronting performance issues; Section - FIVE: Building a sustainable and effective performance management system; Chapter - 16: Making immediate improvements; Chapter - 17: Getting buy-in for change and recruiting a design team; Chapter - 18: The design process and avoiding the best practice trap; Chapter - 19: Developing and testing your performance management system; Chapter - 20: Implementation your new performance management system

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Book SynopsisValerie Anderson, Chartered MCIPD, is Reader in HRD at University of Portsmouth. She gained extensive HRM and HRD management and consultancy experience in a range of different public and private sector organizations before moving to a career in higher education.Rita Fontinha is a Lecturer of International Business and Strategy specialising in Strategic and International Human Resource Management at Henley Business School, University of Reading.Fiona Robson, Academic FCIPD is Director of Excellence in Learning & Teaching and Reader in Human Resource Management at Newcastle University Business School.Trade Review"This book is everything that a student of HR could need to successfully complete a research project. Clearly and eloquently written with a wealth of useful real world examples, it walks a new researcher through the entire process and I would not hesitate in recommending this to my students." * Dr. Jill Hanson, Senior Lecturer, Derby Business School, UK *"The fourth edition of Research Methods in Human Resource Management is a thorough and up-to-date textbook concerning how to plan and carry out "major" research projects in human resource management - up to, and including dissertations. It is most valuable to those who are newer in their research experience. Equal balance and coverage is given to qualitative and quantitative research methodology. Even though the authors focus particularly on the United Kingdom, this book can and should have international impact. I recommend it highly, and hope that it further strengthens research rigour in HRM and management education." * Jon M. Werner, Professor of Management, University of Wisconsin-Whitewater, USA *Table of Contents Chapter - 01: Investigating and researching HR issues; Chapter - 02: First stages towards an HR project; Chapter - 03: Finding and reviewing HR literature and information sources; Chapter - 04: Ethics, professionalism, standards and HR research; Chapter - 05: Planning the research process; Chapter - 06: Finding and using documents and organisational evidence; Chapter - 07: Collecting and recording qualitative data; Chapter - 08: Analysing qualitative data; Chapter - 09: Collecting and recording quantitative data; Chapter - 10: Analysing quantitative data; Chapter - 11: Writing up your project and making recommendations; Chapter - 12: Making an impact – the relationship between research and practice

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Book SynopsisStephen Frost is the CEO and Founder of Included, and 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. He is also the author of The Inclusion Imperative and co-author of Inclusive Talent Management (both published by Kogan Page).Raafi-Karim Alidina is a Consultant, Data and Product Lead at Included, where he draws on his background and research in behavioural insights to design and implement interventions to improve equality, diversity, and create inclusive cultures in organizations.Trade Review"This book, by two real thought leaders in the field, provides a comprehensive, well-researched, and highly accessible guide to leaders and managers, as well as HR practitioners, on how to create genuine inclusion from top to bottom. The lessons everyone can learn will help drive more sustainable and responsible business, but also opportunity and fairer access to work for all which is good for wider society." * Peter Cheese, Chief Executive, CIPD *"Frost and Alidina have set out a holistic, step-by-step guide on how to build an inclusive organization. It is a must read for diversity and inclusion practitioners, leaders and future leaders who want to understand how they can ensure that they can make a difference." * Simon Fillery, former Head of Inclusion, Bank of England *"This book gives clear tangibles on how to take action, and how to deliver in a way that is effective and most importantly sustainable. It provides multiple pathways to an inclusive organization and a solid framework for getting there. I highly recommend this book to anyone looking to make a confident step in developing a more inclusive organization and culture." * Claire Camara, HR Director, Co-op *"This is the go-to book for inclusion 3.0 and how to truly have a culture of respecting and embracing difference in a positive way. This book will get you one step closer to organizational change and improve the 3 C's: our companies, cultures and colleagues." * John Athanasiou, Director of People, HarperCollinsPublishers *"Frost and Alidina know the research and they understand how organizations work, from the boardroom and c-suite to mid-level management to frontline employees. This book will help organizational leaders think about what they can do personally and strategically to seize the opportunities and overcome the challenges of inclusion in today's diverse workplaces." * Hannah Riley Bowles, Senior Lecturer in Public Policy and Management, and Co-Director of the Women and Public Policy Program, Harvard Kennedy School *"While inclusion's significance is imperative, its implementation is not always obvious. Frost and Alidina provide the skills to accomplish this and, much more importantly, the practical, financial, and humanitarian reasons why it should be embraced. Building an Inclusive Organization is a call to action and a veritable survival guide for organizations and businesses seeking to remain relevant in the decades to come. This book is a master class for diversity and inclusion." * Brooke Ellison, Assistant Professor of Health and Rehabilitation Sciences, Stony Brook University *"Working with Stephen on some of the ideas that he articulates in this fascinating and important book has genuinely changed the way I think. But more importantly it has changed what I do. It's the most compelling thing that I've experienced about inclusion and diversity, both as an employer and a television producer." * Diederick Santer, CEO, Kudos *"Steve and Raafi have written a book that not only makes a powerful case for why we need to build inclusive organizations, but tells us how to do so in very practical ways. Running Fulbright founded on the premise of fostering mutual cultural understanding between peoples worldwide, it is essential we embrace these ideas and this gives me and my board a clear road map to a more inclusive future." * Penny Egan, Executive Director, US-UK Fulbright Commission *"Stephen Frost has been a wise companion and guide on Wellcome's still-unfinished journey towards becoming a more inclusive organization. His low-key but practical approach has helped to make diversity and inclusion a natural part of the decision-making process. My leadership team colleagues and I have learnt volumes about the impact of our behaviour and the benefits of thinking differently. We have a long way still to go, and I hope that our steps and missteps featured in this book will help others to make progress more swiftly." * Mark Henderson, Director of Communications, Wellcome Trust *"The authors of this terrific book are kind enough to say that the senior people in Wellcome 'get it'-that we get the importance of diversity and inclusion both in achieving our mission and in how we achieve it. Before I met Steve and Raafi, I barely realised there was so much I did have to get, but working with them over the last 18 months has transformed the way Wellcome thinks and the way I think. This book sets out the authors' message persuasively and clearly, and will be essential reading for the largest funder or university as well as for the newly-fledged lab head." * Jim Smith, Director of Science, Wellcome Trust *"This book provides a step-by-step approach for both leaders, HR professionals, and D&I officers on how to understand and lead organizational change towards more diversity and inclusion. There is lots of practical advice, grounded in good theory, both on inclusive leadership behaviours as well as on systems and structures. This makes the book a must-read for any CEO, business owner, or HR professional working with this agenda." * Kristian Villumsen, CEO, Coloplast *"This book is a must have guide for HR professionals working with inclusion & diversity. It gives you concrete advice on how you work with behavioural change as well as all the HR systems. All together an inspiring book that helps you drive the I&D agenda and create sustainable change." * Stine Fehmerling, Head of D&I, Coloplast *"What I like most about Building an Inclusive Organization is that it goes beyond just their case studies and translates lessons from those into action. I would definitely recommend this book to anyone looking to make their organization more inclusive." * Rebekah Martin, Head of Reward and Diversity, AstraZeneca *"This book is excellent. It is a roadmap for the next iteration of what D&I should look like. It is clear, concise, practical and full of useful takeaways at the end of each chapter. If you work in an organization, at any level, and you care about what you do, you should read this book." * Linzi McDonald, Pro Bono and Responsible Business Manager, Kingsley Napley *"This book describes D&I the way it should be and is an unexpectedly gripping read, from the first case study to the last. It contains valuable guidance around how to be creative and brave, yet ultimately practical." * Cindy Godwin, Global Leader – Diversity, Inclusion and Social Responsibility, AlixPartners *"Being inclusive and embracing diversity are ideals that many of us passionately subscribe to, but translating that belief system to actions that lead to inclusion is actually trickier that we would all like to admit. Building an Inclusive Organization raises a healthy dose of self-awareness. But more importantly, this book helps us think logically and practically about minimising the impact of both conscious and unconscious bias, in a very effective but simple way; it encourages small but impactful interventions. I absolutely recommend it!" * Amy Moore, Director of Awards, US-UK Fulbright Commission *Table of Contents Section - ONE: Understand; Chapter - 01: Diversity is a reality, inclusion is a choice; Chapter - 02: Organizations to the rescue; Chapter - 03: It starts with you; Chapter - 04: Defining the challenge; Chapter - 05: Embracing and challenging bias; Section - TWO: Lead; Chapter - 06: Getting buy-in; Chapter - 07: Designing a plan that will work; Chapter - 08: How to make it stick; Section - THREE: Deliver; Chapter - 09: Curating creativity – how to build an inclusive organization in the creative sector; Chapter - 10: Safeguarding norms, challenging norms – how to create change in finance; Chapter - 11: Responsibility, re-invention and revolution – building inclusion in the tech sector; Chapter - 12: Creating knowledge inclusively – building an inclusive organi-zation in academia and foundations; Chapter - 13: To all organizations – make inclusion part of your purpose

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Book SynopsisDr Wilson Wong is Head of Insight and Futures at the Chartered Institute for Personnel and Development (CIPD) and Chair of the Human Capital Standards Committee at the British Standards Institution (BSI). Prior to this, he worked in technology policy and financial/investment research.Dr Valerie Anderson is Reader in Human Resource Development at the University of Portsmouth. She has gained extensive HRM and HRD management experience in a range of different public and private sector organizations.Heather Bond is Standards Adviser at CIPD. Her professional expertise in people management and standards have been integral to the development of many standards in this book. Prior to this, she was responsible for CIPD qualifications development and regulatory compliance.Trade Review"As the world of work rapidly evolves, so does the focus on people, or the human capital, which underpins every organization. It is exciting to see the development of standards that help define good practices, but also principles of positive people management and corporate governance. This book is the first to pull these all together, providing a strong context and narrative from experienced professionals and academics who have been at the heart of these developments, to create a route map for HR professionals and business leaders, as well as policy makers and regulators." * Peter Cheese, Chief Executive, CIPD *"Human Capital Management Standards expounds a compelling and thorough set of principles and guidance material that are applicable across all critical people management processes and functions, and which are relevant to an extremely broad range of industries." * Peter Wilson, Chairman Australian HR Institute, and CPA Australia; Immediate Past President, World Federation of People Management Associations *"Insightful and thought-provoking, this book is a must-read for any HR practitioner or manager aiming to use standards to unlock human potential and improve organizational effectiveness." * Dr Linda Holbeche, Co-Director, The Holbeche Partnership, Adjunct Professor at Imperial College and Visiting Professor at Cass, Bedfordshire, Derby, and London Metropolitan Business Schools. *"This is a really important book for those interested in driving improvements in human capital reporting and standards to enhance wellbeing in organizations in the public and private sector. This is a must read for those interested in human capital standards from an outstanding author team." * Professor Sir Cary Cooper, 50th Anniversary Professor of Organizational Psychology and Health at the ALLIANCE Manchester Business School, University of Manchester, UK and President of the CIPD *"Despite its significance to value creation, Human Capital is not always measured, fully understood or documented. The authors deliver valuable insights in the drivers shaping standards and workforces and how these can affect the future of people management." * Lucas van Wees, President of the European Association of People Management; Director HRM, University of Amsterdam *"This book gives a comprehensive overview and summary about the first Human Resources Management Standards which have been published and the ongoing further activities. This management book should be mandatory in the library for all HR professionals, because it shows how Human Resource Management could create competitive advantage and value for companies and defines the role and responsibilities of Human Resource Management." * Oliver Kothrade, HR Director Panasonic Appliances Europe *"This book gives a comprehensive overview of how to apply quality standards to a range of human capital issues and will be of much interest to managers, organizational leaders and HR professionals. It is a compelling, thought-provoking read and gives practical tools and insights, which can be used in a range of settings." * Dr Liz Mear, Chief Executive, The Innovation Agency, UK *"The international HR standards in this volume offer eminently practical guidance to HR professionals everywhere about how to create value for their organizations by managing their people more effectively." * Wayne F. Cascio, Ph.D., Distinguished Professor, University of Colorado; Robert H. Reynolds Chair in Global Leadership, University of Colorado *"Human Capital Management Standards is a unique collection of guidelines for management-related activities as diverse as recruiting, development, performance management and organizational governance. It is both food for thought and guidance for action." * Denise M. Rousseau, H.J.Heinz II University Professor of Organizational Behavior and Public Policy, Heinz College and Tepper School of Business, Carnegie Mellon University *"An amazing collection brought to you by global thought leaders discussing the standards developed by the global HR community that will play a significant role in the future of work." * Amy Schabacker Dufrane, CEO, HR Certification Institute *"This book tackles important issues about standards, people and organizations. It enables experts to identify the current value of standards and consider how standards can make sure people management keeps pace with the new data-driven world of business and global competition." * Sharon Mavin, Chair of University Forum for Human Resource Development; Director of Newcastle University Business School and Professor of Leadership and Organization Studies *"Wilson Wong, Valerie Anderson and Heather Bond have curated a comprehensive collection of people management standards from across the world - an essential resource for all serious HR practitioners. It's a seminal work and proof of how far human resources has come in the last 100 years." * Steve Corkerton, Chief People Officer, National Crime Agency *"This is an insightful and provocative guide to standards in human capital management and development. When our public services are facing ever growing expectations and changing patterns of demand with increasing complexities, the need for excellent standards in leadership and people management have never been so acute. This comprehensive book challenges HR professionals to think more expansively about human capital." * Adrian Smith, Deputy Chief Executive & Corporate Director Place, Nottinghamshire County Council *"It is about time that human capital specialists establish a standard on how to professionally practice HR. This is not a backward-looking standard but a forward-looking one, which is what human resources is all about - continuously adding value to the business through human capital with forward-looking people practices." * Low Peck Kem, Chief HR Officer and Senior Director (Workforce Development), Public Service Division, Prime Minister’s Office, Singapore *"This is a valuable, practical and insightful guidebook to the future of the key standards affecting human capital management and development. It is highly recommended. The authors are international authorities on this important topic." * Greg J. Bamber, Professor, Monash University, Australia; co-editor, International & Comparative Employment Relations: National Regulation, Global Changes *Table of Contents Chapter - 01: Governance, human capital and culture - the role of standards and standardization [Edward Houghton]; Chapter - 02: It’s all a matter of standards [Heather Bond]; Chapter - 03: Workforce planning [Julie Sloan]; Chapter - 04: Recruitment [Sandy J Miles]; Chapter - 05: Learning and development [Valerie Anderson and Alaa Garad]; Chapter - 06: Diversity and inclusion [Anne McBride and Helge Hoel]; Chapter - 07: Occupational health and safety management [Martin Cottam]; Chapter - 08: Moving on from the organization [Valerie Anderson]; Chapter - 09: Cross-national, cross-sectoral and cross-functional issues [Alaa Garad]; Chapter - 10: Assessment and accreditation [Angela Mulvie]; Chapter - 11: The future of standards affecting human capital management and development [Wilson Wong]

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Book SynopsisKevin Green, Chartered CCIPD, is a non-executive director and strategic advisor to six fast growth human capital businesses. Prior to this, he was the Chief Executive of the Recruitment and Employment Confederation (REC), the HR Director at Royal Mail and founder and Managing Director of Qtab, a leading HR consultancy who advised organizations including First Choice, Unilever, Bae Systems and the UK Cabinet Office.Trade Review"One of the most important and accessible HR books of the year." * People Management *"The importance of a forward-thinking, comprehensive people strategy to underpin our business strategies has never been more important. Kevin lends his experience and insights from many years as a business and HR leader to provide challenge as well as great practical advice on all aspects of people strategy, and the innovations needed in HR practices to help people and organisations to thrive in a fast-changing future." * Peter Cheese, Chief Executive, CIPD *"This book is an "A to Z" for HR professionals. It offers an all-encompassing approach which shows how joined up thinking in relation to people can lead to business success. Confronting and energizing in equal measure." * Alison Hodgson VP People Virgin Media Ireland *"In this book, Kevin brings a unique perspective to the strategic opportunities organisations can achieve through their people. Providing insight and direction not just for people practitioners, but for anyone leading an organisation who has questions about how to better drive performance and productivity." * Neil Morrison, Director of HR, Severn Trent *"A must-read book for all leaders, articulating the steps to creating a competitive people strategy for commercial and ultimately broader societal good. AI is changing the face of work, creating more flexibility and a greater ease of removing the mundane, but there is a heightened need for creativity, innovation and intuition, which can only come from an engaged, energised and committed workforce." * Helen Pitcher OBE, Chairman of Advanced Boardroom Excellence, President INSEAD Directors Network, NED and Remuneration Committee Chair C&C Group PLC, Chairman Criminal Cases Review Commission *"Kevin clearly outlines the importance of driving a coherent strategy in order to compete in an increasingly difficult labour market - where a business cannot be afraid to self-disrupt and diversify their offerings if they are to thrive, attract and retain talent. People and effective use of technology are at the heart of this and Competitive People Strategy underscores the all-too-common pitfalls to avoid and the real commercial and social upside of getting this right."" * Bill Richards, UK Managing Director, Indeed *"An insightful and engaging look at the role people play in the success of businesses, especially if they are motivated, organised, and utilised in the right ways. Kevin talks from a position of authority having spent a lifetime in this arena, both as a CEO, HRD and also as a thought leader and change agent. A great read!" * Chris Moore, Chairman, Recruitment and Employment Confederation *"At a time when the workforce is becoming more dispersed, remote and diverse, building and leading communities of workers will become one of the key disciplines of 21st-century business. This book provides inspiring insights in how to implement a total talent management strategy to improve performance and retain your talent." * Denis Pennel, Managing Director, World Employment Confederation *"Kevin distils, codifies and then crafts the necessary focus on the future of work's undeniable constant: people. It's all about the people. No longer will people say "I'm not sure what to do about my people strategy" because it's all in this book. Enough guidance, enough back story and enough stimulation to just go and do it. So, if in doubt about the status of your people strategy, check in with this book and check out with Kevin's series of tools, recommendations and tactics." * Perry Timms, Author of Transformational HR *"Kevin has written a book that acts as a field guide for the changing times we live in. Getting and retaining the right talent has never been more challenging and Kevin offers practical advice or business leaders that will help them navigate the ever more complex landscape of people strategy." * Matt Alder, Podcaster, The Recruiting Future Podcast and co-author of Exceptional Talent *"The right people strategy is critical to business success. This book provides an invaluable insight into why this is the case and the thinking and approaches that are available to businesses to get the most out of their people. It is a must-read for HR Directors and CEO's alike." * Martin Hesketh, CEO, Brookson Ltd. *"In this book, strategy meets people in a mix of practical steps and guided learning which will supercharge your approach to leadership and talent. Kevin brings a wealth of experience to the alignment of your employee experience to enable you to achieve your business outcomes. A must-read for all people-centric leaders." * Aaron Alburey, Founder and CEO, Lace Partners *"This book is a great and pragmatic read which responds to the issues organizations are confronted with. Kevin makes astute observations together with practical tools to assist with the ever-growing number of workplace challenges. This is not a boring corporate HR read - Kevin has solicited views, opinions and offers a practical set of solutions for HR professionals to raise their game and continue to integrate HR plans with the business strategy." * Jacky Simmonds, Group Chief People Officer, Veon PLC *"This book provides many practical tips to help HR practitioners link their work to their business strategy and build a differentiated approach that creates competitive advantage through their people. I have personally benefited from using the Three Key Questions." * Quintin Heath, HRD, AB Sugar *"A powerful toolkit and an inspiring read for anyone looking to scale their organisation via their people." * Terence Mauri, Inc. Magazine Writer and bestselling author of The Leader’s Mindset *"This is an excellent book for any leader who wants to achieve superior business results while also building a great place to work. It's full of sound business advice and practical ideas of how to get the best from your people." * Steve Ingham, Group Ceo, Page Group Plc *"This is a great book for those looking to give their people strategy an edge, whether they are a CEO or HRD. It's an easy read, very accessible and clearly articulates its key point that the most valuable people strategy is not one based on best practice, but rather one that puts a focus on a doing things differently. Kevin Green's refreshing message is essentially "find a small number of things that can authentically set your organisation apart from the rest, and do them brilliantly." * Ralph Tribe, Chief People Officer, Ascential PLC *"It is a cliché, but nevertheless true, that there is a war for talent. Kevin Green has been in the trenches of that war for longer than most. He is also a clear and entertaining communicator, so his opinions are well worth reading." * Calum Chase, Author of Surviving AI *"Kevin is an HR professional with a difference - In his book he debunks the myth that all leaders should be extrovert salesmen and explains how to pull together the component parts of successful people strategy - all leaders of people should take note." * Mark Palmer, CEO, Gobeyond Partners UK *"People, culture and organisational design are critical to understand when making investment decisions. Getting it right or wrong can, and so often does, define an investment outcome. This book shows leaders how great people engagement can achieve superior business returns." * Dawn Marriott Sims, Partner, Hg *"Winning in business is all about creating a competitive edge, and in Kevin's book he succinctly defines how to do this. He also takes us through how leaders should deal with the changes occurring in the modern workforce. This book explains how leaders can attract, motivate, engage and retain their talent. It's a must-read." * Peter Searle, Executive Chairman, Airswift PLC *"In Competitive People Strategy Kevin Green brings HR kicking and screaming into the 21st century - and shows every HR and business leader how to compete and win in the midst of the fourth Industrial revolution." * Colin Donnery, General Manager, FRS Recruitment *"Kevin has cracked the code, successfully smashing the disciplines of business strategy and people management together, which is where they have always truly belonged. He provides a cogent formula across the entire people and organizational performance lifecycle, creating a timely call to arms and a practical pathway for leaders and change agents around the globe to create a far greater impact." * Steve Bernard, Founder and Managing Director, Connectwell *"A great mix of theory, research and practical insight wrapped into a practical guide of how to make it happen. The comprehensive range of subjects covered coupled with the applied approach would benefit leaders in smaller companies as well as presenting HR professionals in larger organizations a guide on how to lead the people agenda." * Simon Conington, Founder and CEO, BPS World Ltd. *Table of Contents Chapter - 01: Why a Competitive People Strategy matters; Chapter - 02: Strategy — how to compete and win; Chapter - 03: Building a differentiated people strategy; Chapter - 04: Leaders everywhere; Chapter - 05: Developing a winning culture; Chapter - 06: Talent attraction; Chapter - 07: Employee experience; Chapter - 08: Change and transformation; Chapter - 09: Great people management; Chapter - 10: Developing the people function

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Book SynopsisSteve Wheeler is a learning innovations consultant and has worked with a number of high-profile organizations to support innovation, change and digital learning. Prior to this, he was an Associate Professor of Learning Technologies at the Plymouth Institute of Education at the University of Plymouth and a manager in the NHS. He regularly keynotes at learning events around the world and has written extensively on the topic of technology-supported education and learning.Trade Review"The unprecedented pace of technological change presents us with revolutionary opportunities to improve how we learn and work. This book demystifies the complexities and provides us with an indispensable analysis of what we can achieve with digital learning." * Edmund Monk, CEO, Learning and Performance Institute *"The challenge of getting things right with technology will always exist in a world where increasing speed and disruptive change are the two dominant forces. This well-researched book will help you navigate and address that challenge and provides a deep-dive into the role technology can play as an enabling power for workforce improvement." * Charles Jennings, Co Founder, 70:20:10 Institute *"I would urge you to read this book and then keep it by your side as a coherent and cogent reference as you implement your own technology solutions to learning. It is reliable and sensible: its conclusions valid, and its pathways to action eminently reasonable and worthwhile. Steve also marshals an army of experts around him to clarify and enhance the book's conclusions, so you feel as you read it that it represents the views of the entire industry. Highly recommended." * Nigel Paine, Author, Coach, Broadcaster and Consultant *"In this practical book, Steve Wheeler not only gives learning leaders the courage to 'turn and face the strange' he has also proved himself to be the pragmatic trusted, companion that all of us need, to take those critical first steps out of the familiar and into the new." * Laura Overton, Founder of Towards Maturity, speaker, facilitator and writer *"Steve Wheeler's new book is a useful and practical guide for L&D practitioners who are in the process of change in fast moving and uncertain times." * Jane Hart, Author, Speaker and Founder of Centre for Learning & Performance Technologies *"Steve Wheeler is an expert in humanising often complex and challenging issues. In this book he uses his mastery to help us all to access perhaps the most important strategy for a successful and sustainable future - lifelong learning. This is a definitive analysis of how we use the digital age for human betterment." * Richard Gerver, Global expert on change and human leadership *"A very rich and personally experienced exploration of trends in the application of educational technologies." * Airina Volungeviciene, President of EDEN (European Distance and E-learning Network) *"With this new book Steve Wheeler not only serves the learning profession but society as a whole. The disruptive nature of technology feels threatening for many people. The only way to turn that threat into opportunities is to learn. We should use the same technology to support our learning. Steve Wheeler shows us how to do just that and he does so in a brilliant way." * Ger Driesen: Ger Driesen Learning Innovation Leader at aNewSpring *Table of Contents Chapter - 00: Introduction – Setting the scene; Chapter - 01: Learning and change; Chapter - 02: Disrupting workplace learning; Chapter - 03: A brief history of learning technology; Chapter - 04: Change in context; Chapter - 05: Personalizing learning; Chapter - 06: Hyper-connected communities of practice; Chapter - 07: Knowledge networks; Chapter - 08: Digital readiness; Chapter - 09: Connection and disruption; Chapter - 10: State of play; Chapter - 11: How we shape our futures; Chapter - 12: References; Chapter - 13: Index

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Book SynopsisSteve Wheeler is a learning innovations consultant and has worked with a number of high-profile organizations to support innovation, change and digital learning. Prior to this, he was an Associate Professor of Learning Technologies at the Plymouth Institute of Education at the University of Plymouth and a manager in the NHS. He regularly keynotes at learning events around the world and has written extensively on the topic of technology-supported education and learning.Trade Review"The unprecedented pace of technological change presents us with revolutionary opportunities to improve how we learn and work. This book demystifies the complexities and provides us with an indispensable analysis of what we can achieve with digital learning." * Edmund Monk, CEO, Learning and Performance Institute *"The challenge of getting things right with technology will always exist in a world where increasing speed and disruptive change are the two dominant forces. This well-researched book will help you navigate and address that challenge and provides a deep-dive into the role technology can play as an enabling power for workforce improvement." * Charles Jennings, Co Founder, 70:20:10 Institute *"I would urge you to read this book and then keep it by your side as a coherent and cogent reference as you implement your own technology solutions to learning. It is reliable and sensible: its conclusions valid, and its pathways to action eminently reasonable and worthwhile. Steve also marshals an army of experts around him to clarify and enhance the book's conclusions, so you feel as you read it that it represents the views of the entire industry. Highly recommended." * Nigel Paine, Author, Coach, Broadcaster and Consultant *"In this practical book, Steve Wheeler not only gives learning leaders the courage to 'turn and face the strange' he has also proved himself to be the pragmatic trusted, companion that all of us need, to take those critical first steps out of the familiar and into the new." * Laura Overton, Founder of Towards Maturity, speaker, facilitator and writer *"Steve Wheeler's new book is a useful and practical guide for L&D practitioners who are in the process of change in fast moving and uncertain times." * Jane Hart, Author, Speaker and Founder of Centre for Learning & Performance Technologies *"Steve Wheeler is an expert in humanising often complex and challenging issues. In this book he uses his mastery to help us all to access perhaps the most important strategy for a successful and sustainable future - lifelong learning. This is a definitive analysis of how we use the digital age for human betterment." * Richard Gerver, Global expert on change and human leadership *"A very rich and personally experienced exploration of trends in the application of educational technologies." * Airina Volungeviciene, President of EDEN (European Distance and E-learning Network) *"With this new book Steve Wheeler not only serves the learning profession but society as a whole. The disruptive nature of technology feels threatening for many people. The only way to turn that threat into opportunities is to learn. We should use the same technology to support our learning. Steve Wheeler shows us how to do just that and he does so in a brilliant way." * Ger Driesen: Ger Driesen Learning Innovation Leader at aNewSpring *Table of Contents Chapter - 00: Introduction – Setting the scene; Chapter - 01: Learning and change; Chapter - 02: Disrupting workplace learning; Chapter - 03: A brief history of learning technology; Chapter - 04: Change in context; Chapter - 05: Personalizing learning; Chapter - 06: Hyper-connected communities of practice; Chapter - 07: Knowledge networks; Chapter - 08: Digital readiness; Chapter - 09: Connection and disruption; Chapter - 10: State of play; Chapter - 11: How we shape our futures; Chapter - 12: References; Chapter - 13: Index

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Book SynopsisDr Wilson Wong is Head of Insight and Futures at the Chartered Institute for Personnel and Development (CIPD) and Chair of the Human Capital Standards Committee at the British Standards Institution (BSI). Prior to this, he worked in technology policy and financial/investment research.Dr Valerie Anderson is Reader in Human Resource Development at the University of Portsmouth. She has gained extensive HRM and HRD management experience in a range of different public and private sector organizations.Heather Bond is Standards Adviser at CIPD. Her professional expertise in people management and standards have been integral to the development of many standards in this book. Prior to this, she was responsible for CIPD qualifications development and regulatory compliance.Trade Review"As the world of work rapidly evolves, so does the focus on people, or the human capital, which underpins every organization. It is exciting to see the development of standards that help define good practices, but also principles of positive people management and corporate governance. This book is the first to pull these all together, providing a strong context and narrative from experienced professionals and academics who have been at the heart of these developments, to create a route map for HR professionals and business leaders, as well as policy makers and regulators." * Peter Cheese, Chief Executive, CIPD *"Human Capital Management Standards expounds a compelling and thorough set of principles and guidance material that are applicable across all critical people management processes and functions, and which are relevant to an extremely broad range of industries." * Peter Wilson, Chairman Australian HR Institute, and CPA Australia; Immediate Past President, World Federation of People Management Associations *"Insightful and thought-provoking, this book is a must-read for any HR practitioner or manager aiming to use standards to unlock human potential and improve organizational effectiveness." * Dr Linda Holbeche, Co-Director, The Holbeche Partnership, Adjunct Professor at Imperial College and Visiting Professor at Cass, Bedfordshire, Derby, and London Metropolitan Business Schools. *"This is a really important book for those interested in driving improvements in human capital reporting and standards to enhance wellbeing in organizations in the public and private sector. This is a must read for those interested in human capital standards from an outstanding author team." * Professor Sir Cary Cooper, 50th Anniversary Professor of Organizational Psychology and Health at the ALLIANCE Manchester Business School, University of Manchester, UK and President of the CIPD *"Despite its significance to value creation, Human Capital is not always measured, fully understood or documented. The authors deliver valuable insights in the drivers shaping standards and workforces and how these can affect the future of people management." * Lucas van Wees, President of the European Association of People Management; Director HRM, University of Amsterdam *"This book gives a comprehensive overview and summary about the first Human Resources Management Standards which have been published and the ongoing further activities. This management book should be mandatory in the library for all HR professionals, because it shows how Human Resource Management could create competitive advantage and value for companies and defines the role and responsibilities of Human Resource Management." * Oliver Kothrade, HR Director Panasonic Appliances Europe *"This book gives a comprehensive overview of how to apply quality standards to a range of human capital issues and will be of much interest to managers, organizational leaders and HR professionals. It is a compelling, thought-provoking read and gives practical tools and insights, which can be used in a range of settings." * Dr Liz Mear, Chief Executive, The Innovation Agency, UK *"The international HR standards in this volume offer eminently practical guidance to HR professionals everywhere about how to create value for their organizations by managing their people more effectively." * Wayne F. Cascio, Ph.D., Distinguished Professor, University of Colorado; Robert H. Reynolds Chair in Global Leadership, University of Colorado *"Human Capital Management Standards is a unique collection of guidelines for management-related activities as diverse as recruiting, development, performance management and organizational governance. It is both food for thought and guidance for action." * Denise M. Rousseau, H.J.Heinz II University Professor of Organizational Behavior and Public Policy, Heinz College and Tepper School of Business, Carnegie Mellon University *"An amazing collection brought to you by global thought leaders discussing the standards developed by the global HR community that will play a significant role in the future of work." * Amy Schabacker Dufrane, CEO, HR Certification Institute *"This book tackles important issues about standards, people and organizations. It enables experts to identify the current value of standards and consider how standards can make sure people management keeps pace with the new data-driven world of business and global competition." * Sharon Mavin, Chair of University Forum for Human Resource Development; Director of Newcastle University Business School and Professor of Leadership and Organization Studies *"Wilson Wong, Valerie Anderson and Heather Bond have curated a comprehensive collection of people management standards from across the world - an essential resource for all serious HR practitioners. It's a seminal work and proof of how far human resources has come in the last 100 years." * Steve Corkerton, Chief People Officer, National Crime Agency *"This is an insightful and provocative guide to standards in human capital management and development. When our public services are facing ever growing expectations and changing patterns of demand with increasing complexities, the need for excellent standards in leadership and people management have never been so acute. This comprehensive book challenges HR professionals to think more expansively about human capital." * Adrian Smith, Deputy Chief Executive & Corporate Director Place, Nottinghamshire County Council *"It is about time that human capital specialists establish a standard on how to professionally practice HR. This is not a backward-looking standard but a forward-looking one, which is what human resources is all about - continuously adding value to the business through human capital with forward-looking people practices." * Low Peck Kem, Chief HR Officer and Senior Director (Workforce Development), Public Service Division, Prime Minister’s Office, Singapore *"This is a valuable, practical and insightful guidebook to the future of the key standards affecting human capital management and development. It is highly recommended. The authors are international authorities on this important topic." * Greg J. Bamber, Professor, Monash University, Australia; co-editor, International & Comparative Employment Relations: National Regulation, Global Changes *Table of Contents Chapter - 01: Governance, human capital and culture - the role of standards and standardization [Edward Houghton]; Chapter - 02: It’s all a matter of standards [Heather Bond]; Chapter - 03: Workforce planning [Julie Sloan]; Chapter - 04: Recruitment [Sandy J Miles]; Chapter - 05: Learning and development [Valerie Anderson and Alaa Garad]; Chapter - 06: Diversity and inclusion [Anne McBride and Helge Hoel]; Chapter - 07: Occupational health and safety management [Martin Cottam]; Chapter - 08: Moving on from the organization [Valerie Anderson]; Chapter - 09: Cross-national, cross-sectoral and cross-functional issues [Alaa Garad]; Chapter - 10: Assessment and accreditation [Angela Mulvie]; Chapter - 11: The future of standards affecting human capital management and development [Wilson Wong]

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Book SynopsisThese brief, interactive games and activities raise your participants'' awareness and prepare them to learn something new. Designed to be fun and energizing, the activities help people overcome the initial anxiety common among new acquaintances or in group situations. This collection is conveniently divided into two categories: 1) icebreakers, which encourage mixing, and 2) group challenges, which energize and build team cohesion. Use these games to: Promote interaction Introduce your topic Ease anxieties regarding sensitive or emotional issues Form partnerships or teams during the session Help people feel comfortable with the environment, the topic to be discussed, and one another Gain control of a group Get meetings started on a stimulating note Each game is presented in a concise and easy-to-follow format. You''ll get details such as objectives, materials required, preparation, activity instruTable of ContentsIntroduction. Icebreakers-Big To-Do-Box Bingo-Bullseye-Comic Capers-Common Scents-Defining Moments-Eagle's Nest-Facts of Life-Frozen Treats-Global View-Hum-Dingers-The Hunt is On-In This Corner-Limerick Lines-Many Happy Returns-Moniker Medley-Name Chain-Official Orders-The Right Connections-Spelling Bee-Talking in Circles-What's in a Name-Who Could it Be? Group Energizers-Alphabet Soup-Balloon Bounce-Closer Observation-Data Directory-Food Chain Relay-Four-by-Four-Goal TAnding-Gridlock-Hand it Over-Hidden Hands-Imagine That-In Search of-Just Like?-Keys to Success-Last Straw-No Vowels Allowed-Picture Perfect-Poem's Progress-Quote Cubes-Rhymed Riddles-Scrambled Sense-Sock Search-Team Challenge-Team Hats-Tic-Tactical-Toe-Tribal Adventure-Trivial Numbers-Visual Effects.

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Book Synopsis"An excellent, comprehensive, and very practical guide for training design. ----Beverly Popek, director of human resources, professional & consulting services, MCI Telecommunications The answer is here. The heart of this book is the Sequential--Iterative Model (SIM) for training design.Trade Review"An excellent, comprehensive, and very practical guide for trainingdesign." (Beverly Popek, director of human resources, professional& consulting services, MCI Telecommunications) "You will not find another book that so thoroughly examines theprocess of creating training events. For anyone who wants to doquality design work, this book is highly recommAnded." (MelSilberman, author of Active Training and 101 Ways to Make TrainingActive)Table of ContentsTHE FOUNDATIONS OF POWERFUL TRAINING. Powerful Training. An Overview of the SIM. The Adult Learner. The Designer. Needs Assessment. USING THE SIM. The SIM: Training Goals and Objectives. The SIM: Key Topics. The SIM: Training Flow -- Macrodesign. The SIM: Training Flow -- Microdesign. The SIM: Materials. The SIM: Evaluating Tools. Making The Training Design Shine. Appendix: Common Organizational Structures. References and RecommAnded Reading. About the Authors. Index.

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Book SynopsisEmpower Your Business to Succeed by Learning ?How Organizations Learn gets to the practicalities and realities of organizational learning. This is not a fad; it''s the outline of effectiveness for organzations of the future.? ?Parick Canavan, corporate vice president and director of global leadership & organization development, Motorola In this essential volume, authors DiBella and Nevis outline exactly what it means to be a learning organization. And they offer sound advice on how to increase the learning capabilties of your own company. Here you will discover a powerful array of tools and techniques for leveraging your organization''s unique learning style, as well as a productive framework that will help your company learn more fully and adapt more quickly in today''s volatile marketplace. A practical fusion of theory, original research, and real-world methodology, How Organizations Learn is the most comprehensive work to date concerning this aTrade Review?This work is a rare find in business literature: simultaneously highly readable, practical, and academic. For the involved manager who wants to help increase the long-term viability of his/her organization, this book will prove to be highly important and valuable.? (Herbert Rau, strategic marketing manager, Fairchild Semiconductor) ?The authors accomplish an amazing feat in providing an insightful synthesis of numerous theories of the learning organization, ranging from Argyris to Senge and then moving rapidly beyond them through case studies to identify a set of how-to tools for leaders and change managers. For those interested in transformation, a most valued addition.? (James J. Gannon, senior vice president, Human Resource Development, Royal Bank of Canada) ?How Organizations Learn gets to the practicalities and realities of organizational learning. This is not a fad, it's the outline of effectiveness for organizations of the future.? (Patrick Canavan, corporate vice president and director of global leadership and organization development, Motorola) ?This book should appeal to anyone looking for a single resource about the practice of assessing the learning capabilities of organizations. The authors provide an elegant and comprehensive approach that is based on theory yet grounded in actual learning organizations.? (Mark Van Buren, senior research officer, American Society for Training & Development) ?DiBella and Nevis provide a highly insightful framework for analyzing and transforming a company's learning style. Provocative and pragmatic!? (John Seely Brown, chief research scientist, Xerox Palo Alto Research Center) ?To understand and drive changes is difficult for everyone, both individuals and organizations. DiBella and Nevis supply CEOs and managers with a set of very useful tools to analyze and increase the learning capability of their organizations and to balance day-to-day decisions with the implementation of long-term strategies.? (Mauro Mastrogiacomo, manager of human resources and organizational development, Fiat Auto)Table of ContentsA STRATEGIC LOOK AT ORGANIZATIONAL LEARNING. Developing Learning in Organizations: A Matter of Perspective. Foundations of an Integrated Strategy. HOW ORGANIZATIONS LEARN. Recognizing Your Organization's Learning Portfolio. Developing a Learning Strategy. Improving Organizational Learning Capability. Enhancing Effectiveness at Each Phase of the Learning Cycle. Assessing Learning Capability Over Time. ADAPTING AND ASSESSING THE LEARNING STRATEGY. Using an Integrated Strategy in Different Contexts. Conclusion: What is the Good of All This Learning? Assessing the Impact of Learning on Performance.

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Book SynopsisHow do you get your participants involved and then hold on to their attention? Lorraine Ukens--a highly regarded author of activity resources -- offers sixty innovative, enjoyable, and effective activities designed to make learning unforgettable.

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Book SynopsisThe only practical business resource available that shows you howto use tests to assess skills and values in the workplace! Loaded with figures, tips, checklists, and examples, Tests ThatWork gives you everything you need to use assessments responsiblyand effectively at your organization. You know the effects of mediocre workplace performance: reducedprofitability, poor productivity, and diminished customer andemployee satisfaction. But while you know the effects, finding thecauses can seem nearly impossible. Do some of your employees needto improve their execution of basic tasks? Should some of youremployees work on expanding their knowledge? How can you answerthese questions? Tests enable you to find answers such as these. But manyorganizations are afraid to use assessments: test development andexecution is complicated. Bad tests can seem punishing oroffensive, and yield inconclusive or incorrect results. That''s why noted consultant Odin WestgaardTrade Review"Confusion has reigned in the realms of tests, testing, andcalibrating human performance. Until now. Odin Westgaard's TestsThat Work clears up the mysteries while giving clear, valid, anduseful guidance on measuring performance and making sense of itall. This book will be on my desk--the shelf is too far away!"----Roger Kaufman, , professor and director, office for needsassessment and planning, Florida State University; coeditor, TheGuidebook for Performance Improvement "This is one valuable book I won't loan to anyone. I'd never get itback! It's that good." ----Kery Mortenson, , senior site trainingspecialist, Abbott LaboratoriesTable of ContentsPreface. Acknowledgments. Introduction. PART ONE: FUNDAMENTALS OF TESTING. One: Tests. Two: Categories of Tests and Items. Three: Measurement. Four: Measuring Competence: Defining Performance and Mastery. Five: The Three Principal Uses for Tests. PART TWO: A SYSTEMATIC PROCESS FOR TEST DEVELOPMENT. Six: Justifying the Test. Seven: Planning the Test. Eight: Developing the Test. Nine: Producing and Administering the Test. Ten: Evaluating and Reporting the Results. Eleven: Using Test Results. Twelve: Evaluating the Test. Thirteen: Test Management: An Ethical Process. AppAndix: Glossary of Testing Terms. Bibliography. Index. About the Author.

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Book SynopsisAs a supervisor, the success of your organization rests in yourhands! If you don''t meet the goals set by senior leaders thenresults will be poor and angry customers will search for newproviders of goods and services. The 21st Century Supervisor Training Package will help you improveyour skills in these and many other areas: * Communication * Coaching * Business analysis * Computer * Project management * Resource managementTrade Review"This book clearly identifies the skills our supervisors and managers will need to strengthen workteams and drive to further success. The 21st Century Supervisor is the first book our supervisors have really read and LIKED!" ----Gray Concord, , vice president and general manager, Koyo Corporation of America "The 21st Century Supervisor is the blueprint for leadership within any organization committed to continued improvement. It should be required reading for the company CEO, plant manager, team leader, and the front line supervisor." ----Robert L. Lewis, , operations manager, Lenawee County Road Commission "As a supervisor, I used to think I was just a professional task master and adult babysitter. The 21st Century Supervisor taught me how to be an active part of the quality and team process within my company." ----Gary Updegraff, , supervisor, Bagcroft Corporation of America "The 21st Century Supervisor is the tool I recommAnd with confidence. It provides a concise, to-the-point discussion of the skills that support successful supervision." ----Carol A. Benoit, , managing partner, Mackenzie and Company, Inc.Table of ContentsFigures and Exhibits xi A Word to Those Who Lead Supervisors xiii Introduction 1 The Traditional Supervisor 1 The Origins of the 21st Century Supervisor 2 The Skills Needed to Become a Leader 4 1. Wake Up and Smell the Future: Leadership Skills Beyond the Basics 7 Part 1 People Skills 23 2. Communication Skills: The Most Important Professional Tool of the 21st Century 27 3. Team Skills: Leading the High-Performance Work Team 55 4. Coaching Skills: Leading Your People to Perform Beyond Their Expectations 85 Part 2 Technical Skills 129 5. Business Analysis Skills: Learning to Measure Performance 131 6. Continuous Improvement Skills: Driving the Never-Ending Process of Improvement 157 7. Computer Skills: Increasing Your High-Tech Knowledge 193 Part 3 Administrative Skills 215 8. Project Management Skills: Becoming a Strategic Planner 217 9. Writing Skills: Leading Others Through Your Written Word 241 10. Resource Management Skills: Giving Your Employees What They Need to Succeed 265 11. Testimonies from Four 21st Century Supervisors 297 12. The 21st Century Supervisor: How to Start and Finish the Race 313 In Closing 328 About the Authors 331

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Book SynopsisIn this work, acclaimed management expert Edward Lawler tells companies what they can do to meet today''s rewards systems challenge--attracting and retaining talented employees in a market where the employees hold the upper hand. Here, Lawler outlines a creative compensation system that recognizes employee knowledge and skill as a critical aspect of an organization''s net worth. In basing his system on the individual employee''s value to the organization, Lawler introduces an approach to compensation that simultaneously motivates employees to higher levels of performance and increases shareholder value. To read the introduction from this book, click here.Trade Review"Ed Lawler again expands our knowledge regarding a critical management challenge: how to align reward systems with the evolving organizational forms emerging in the new economy. In this new book, he provides CEOs and HR leaders with an easy-to-follow map for building organizational effectiveness through strategic reward system design." --Daryl D. David, vice president of human resources and strategic growth, Amazon.com, Inc. "Once again, Ed Lawler has written a book human resource professionals can use. Rewarding Excellence provides an excellent blueprint on how to design compensation systems that will attract and retain workers in today's knowledge economy." --Michael R. Losey, president and CEO, Society for Human Resource Management "Leadership capital is a vital corporate resource-perhaps the most critical of all in building for the future. As the 'war for talent' escalates, Ed Lawler's new book provides companies of all sizes with innovative ways to attract, retain, and motivate executives-and to maintain competitive advantage." --Richard M. Ferry, chairman, Korn/Ferry International "Worried about your business in the new millennium business economy? Ed Lawler provides cutting-edge concepts for building high-performance organizations!" --Steven L. Miller, chairman, president and CEO, Shell Oil CompanyTable of ContentsPreface The Author Introduction Part One: Rewards and Organizational Performance 1. Organizational Effectiveness: The New Logic 2. Reward System Design Choices 3. Motivating and Satisfying Excellent Individuals Part Two: Attracting, Developing, and Retaining Employees 4. Attracting and Selecting Excellent Employees 5. Job- and Seniority-Based Approaches 6. Developing and Retaining the Right Individuals Part Three: Rewarding Performance 7. Rewarding Individual Performance 8. Appraising Performance 9. Rewarding Team Excellence 10. Rewarding Organizational Excellence Part Four: Strategic Design 11. Strategic Reward System Design 12. Creating High Performance Organizations

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Book SynopsisThis work aims to give readers tools for implementing a radical new team style based on team learning, whereby a step-by-step and logical approach gives way to a non-linear, cyclical exploration, and harmony is supplanted by disagreement.Trade Review"For teams that struggle with projects demanding new approaches and ways of thinking, Redding's radical team approach has the potential to produce faster and greater results than any other approach I've tried." --Louis J. Sharp, Ph.D., director, research and development, Bisco, Inc. "Finally, a book on teams that has something new and different to say. Using solid examples, John Redding has produced a useful guide for problem-solving teams." --Glenn Parker, team-building consultant; co-author, Rewarding Teams "This book responds to the urgent need to deal with complex problems that defy traditional solutions. It's a valuable resource for teams charged with delivering dramatic results." --John. A. Niemi, distinguished teaching professor, Northern Illinois University "In The Radical Team Handbook, John Redding tells us why the old rules of business no longer apply. He presents, in a clear and lucid manner, the ways in which teams within organizations must reshape themselves if they are to work in the future. Every successful team hears the call to 'think outside the box.' At last, we have a book that tells them how to do it!" --Jeffrey K. Pinto, author, The Project Management Institute Project Management HandbookTable of ContentsTHE RADICAL TEAM APPROACH. Radical Teams: An Introduction. A Matter of Learning. Assessing Team Learning. Harnessing the Power of Team Learning. RADICAL TEAMS IN ACTION. Increasing Speed: Action Steps. Increasing Depth: Action Steps. Increasing Breadth: Action Steps. Support for Radical Project Teams. Conclusion: The Personal Side of Radical Teams. Quick Guide to Application Exercises. Terms Used in this Book. Notes. References.

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Book SynopsisOpen your next training session with a BANG! One of the hardest tasks you''ll face as a trainer is pullingparticipants'' thoughts away their daily duties long enough toengage them in your training. According to training master BobPike, two of the most important learning concepts are primacy andrecency. People don''t remember middles; they remember beginnings(primacy) and ends (recency). That''s why, if you want yourtraining to be a success, you have to gain their attention as soonas they walk in the door. Following up on the success of 50 Creative Training Closers, themost trusted and recognized names in training bring you 50 CreativeTraining Openers and Energizers. These lively, interactive sessionopeners, ice breakers, and attention grabbers are what you need toinspire continued application, learning, and skill development. Andyou don''t have to be a professional trainer to use thiscollection--business presenters and educators of all kinds canimmediately incorporateTable of ContentsMatrix of Activities. Introduction. Autobiography. Banana Split. Business Card Introduction. Choose Five. Coins. Customized License Plates. Couble Circles. Dreams and Nightmares. Excess Baggage. Eye Opener. Five People. Five Trails.* Four C's. Four-Quadrant Name Tent. Gift Opener. Group Mulling. Hail to the Chief. Hands Full. Human Scavenger Hunt. Interview the Trainer. The "Intro" You Deserve. Key Questions.* Let's Get Acquainted. Let's Share. Lifeline. M & M's. Metaphor Opener. Musical Teams. My Hopes. My Life As a TV Show. Name Tent Anchor.* Name Tent for Class "Ownership."* Name Tent Interview.* Name Tent Spoof.* Name Tent Visual. Nicknames. Other Half Interview.* Personalized Coat of Arms. Playing Card Introduction. Ragged Start. Random Numbers. Silly Hats. Silly Sentences. Six "H" Name Tent.* Striptease.* Things You Carry. To Be a Success. "Tomorrow I'm Going to...." Toothpicks Confessions. Twenty Questions. Two, Three, and Four Things. Uniqueness and Commonalities. Unusual Props. Unusual Request. Vote Your Priorities. What Can You Do with It? What Would Your Best Friend Say? What's Your Line? What's Your Role? Worst Day Ever. Write a Commercial. About the Author. *Bonus openers.

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Book SynopsisThe author applies his original approach in studies of real-life Fortune 500 companies, showing how organizations effectively address diversity issues. He details the forces that drive the diversity challenge and offers innovative strategies for change through leadership, research, and education.Table of ContentsForeword by Paul O'Neill Preface 1. The Challenge of Mastering Diversity 2. A Strategy for Meeting the Challenge 3. Leadership: The First Requirement of Change 4. Leverage Research, Develop Measurement Plans 5. Create Effective Education 6. Align Organizational Systems and Practices 7. Follow Up for Sustainable Results Notes The Author Index

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Book SynopsisActing as a guide for health care executives, this book shows how to establish educational and training priorities. It offers a model for integrating the facets of staff education and performance evaluation. It also presents adult learning strategies and provides strategies for measuring the value of training.Table of ContentsTables, Figures, and Exhibits. Foreword: James B. Conway. Preface. The Editor. The Contributors. Part One: The Learning Imperative. 1. Building the Context for Learning: An Executive Priority (Anthony J. DiBella). 2. An Organizational Model for Continuous Learning (Kathleen J. Heery). 3. The Learning Transformation Process ina Health Care System (Diane Boynton, Donald C. Sibery). Part Two: Training Issues. 4. Training Challenges in Health Care Organizations(Connie E. Kuykendall, Sally Zuel). 5. Selecting Appropriate Training Methods (Brenda I. Mygrant, Mary Carole McMann). 6. Training the Adult Learner in Health CareOrganizations (Donna J. Slovensky, Pamela E. Paustian). 7. Measuring the Organizational Impact ofTraining Programs (Richard J. Wagner, Robert Weigand). 8. Making the Most of Your Training Dollar (Patrice L. Spath). Part Three: Training Solutions: Case Studies. 9. Nurse Scrub Training Program DecreasesSurgery Costs (Christina Dempsey). 10. Web-Based Training Expands Coding Educationin a Large Health Care System (Gloryanne Bryant, Claire R. Dixon-Lee). 11. On-Target Education Program Meets TrainingNeeds of Surgical Services (Alice T. Speers, Karen L. Zaglaniczny, Christine S. Zambricki). 12. Education Collaborative Augments Staff Trainingin Northern California Hospitals (Rebecca Petersen). Glossary: The Language of Learning. Index.

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Book SynopsisWork Careers brings together a stellar panel of experts from the fields of industrial and organizational psychology, counseling and clinical psychology, social psychology, organizational behavior, and human resource management. This volume offers a comprehensive exploration of how an individual''s career unfolds from early childhood through retirement. Based on the most recent findings and current research, the volume also focuses on changes in the societal and organizational contexts of career development and reveals how context shapes and constrains individual career decisions.Trade Review" offers a comprehensive exploration of how an individual's career unfolds from early childhood through to retirement " (Business a.m, 3 December 2002)Table of ContentsForeword xiNeal Schmitt Preface xv The Contributors xix Part One: Foundations of Career Development 1 Stability in the Midst of Change: A Developmental Perspective on the Study of Careers 3Daniel C. Feldman 2 More than the Big Five: Personality and Careers 27Jill C. Bradley, Arthur P. Brief, Jennifer M. George 3 Skill Acquisition and Person-Environment Fit 63Cheri Ostroff, Yuhyung Shin, Barbara Feinberg Part Two: Career Development Across the Life Span 4 When you come to a Fork in the Road, Take it: Career Indecision and Vocational Choices of Teenagers and Young Adults 93Daniel C. Feldman 5 The School-to-Work Transition 126Elizabeth Wolfe Morrison 6 The Establishment Years: A Dependence Perspective 159Terri A. Scandura 7 Career Development in Midcareer 186Harvey L. Sterns, Linda M. Subich 8 Career Issues Facing Older Workers 214Terry A. Beehr, Nathan A. Bowling Part Three: The Changing Context of Career Development 9 Public Policy and the Changing Legal Context of Career Development 245Jon M. Werner 10 The Changing Organizational Context of Careers 274Carrie R. Leana 11 International Careers as Repositories of Knowledge: A New Look at Expatriation 294Gregory K. Stephens, Allan Bird, Mark E. Mendenhall Part Four: Directions for Industrial/Organizational Practice and Research 12 Organizational Assistance in Career Development 323Manuel London 13 Advancing Research on Work Careers: A Developmental Perspective on Theory Building and Empirical Research 346Daniel C. Feldman Name Index 373 Subject Index 385

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Book SynopsisDealing with conflict is an evitable part of any academic administrator's job. Often, however, new administrators lack the skills they need to successfully resolve campus conflicts. This important resource includes an array of strategies for identifying and managing conflict between individuals, within a department, and between departments. The Jossey-Bass Academic Administrator's Guide to Conflict Resolution shows how to turn conflicts into problems to be solved. Authors Sandra I. Cheldelin and Ann F. Lucas offer concrete approaches academic administrators can use to analyze conflicts and design effective interventions. The Jossey-Bass Academic Administrator's Guide to Conflict Resolution is an invaluable tool that includes Guidelines for knowing when it is appropriate to intervene in a conflict Strategies for helping to change irrational and negative thinking to positive rational thought Methods for handling interpersonal conflictbetween two partiesTable of ContentsPreface. About the Authors. 1. Understanding conflict. 2. A framework for conflict analysis. 3. Intrapersonal conflict: the impact of stress and negative thinking. 4. Interpersonal conflict: Helping people who don’t get along. 5. Intragroup conflict: the academic administrator as team leader. 6. Intergroup conflict: conflict on a larger scale. 7. Conflict intervention. 8. Collaborating with other departments to manage conflict. Recommended Reading. Index.

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Book SynopsisThe Collaborative Work Systems Fieldbook is a comprehensive reference that offers practitioners a resource for dealing with the challenges of designing and implementing collaborative work systems in value chains, organizational networks, partnerships with stakeholders, web-based teams, cross-functional teams, strategic alliances, and team-based organizations. The Collaborative Work Systems Fieldbook is filled with ideas, examples, and tools and includes a wealth of matrices, margin notes, and symbols that make locating relevant information easy. Part of The Collaborative Work Systems series and based in part on principles introduced in the flagship book-- Beyond Teams, This Fieldbook is written for change leaders, OD managers, steering team members, design team members, line managers, and functional leaders who need a hands-on resource for dealing with collaborative work systems issues.Trade Review"…this Fieldbook is a reference guide that you should not be without." (Personnel Psychology, 4/1/2004)Table of ContentsList of Figures, Tables, and Exhibits. Preface for the Collaborative Work Systems Series. Acknowledgments. Preface. Introduction and Framework for the Fieldbook (Michael M. Beyerlein, Craig McGee, Gerald D. Klein, Jill E. Nemiro, and Laurie Broedling). PART 1: STRATEGY AND GOAL SETTING (Craig McGee) Chapter 1: Critical Success Factors in Team-Based Organizing: A Top Ten List (Michael M. Beyerlein and Cheryl L. Harris). Chapter 2: The Search Conference: A Participative Planning Method That Builds Widespread Collaboration (Catherine Bradshaw, Joan Roberts, and Sylvia Cheuy). Chapter 3: The Transformation Grid: A Framework for TBO Conversions (Tom Devane). Chapter 4: Chartering Your Team for Peak Performance (Kevin Dowling)) Chapter 5: Return on Teaming Initiative (ROTI): Measuring Teaming Outcomes to Optimize Their Performance (Frances Kennedy). Chapter 6: ROI and Strategy for Teams and Collaborative Work Systems (Alec R. Levenson). PART 2: LEADERSHIP AND ORGANIZATIONAL CULTURE (Jill E. Nemiro). Chapter 7: Side-by-Side Leaders Promote Breakthrough Results (Dennis Romig). Chapter 8: Team Accountability: A Leadership Responsibility (Michael M. Beyerlein). Chapter 9: Sustaining Leadership Teams at the Top: The Promise and the Pitfalls (Mindy L. Gewirtz and Peter Gumpert). Chapter 10: Developing and Assessing a Climate for Creativity in Virtual Teams (Jill E. Nemiro). Chapter 11: Alignment: The Key to Collaborative Work Systems (Craig McGee). PART 3: STRUCTURE AND OVERALL DESIGN (Gerald D. Klein). Chapter 12: Accelerating Organization Design: Choosing the Right Approach (William O. Lytle). Chapter 13: Creating a Collaborative Work System in an Engineering Department (Craig McGee). Chapter 14: Real Collaboration Requires Power Sharing: The Participative Design Approach (Catherine Bradshaw, Joan Roberts, and Sylvia Cheuy). Chapter 15: The Participative Design Workshop and Its Variations (Donald W. de Guerre). Chapter 16: Gaining Commitment to High Performance Work Systems: John Deere Case Study (Gina Hinrichs and Kevin Ricke). Chapter 17: Developing Team-Based Support Systems: Conceptual Overview and Strategic Planning Workshop (Cheryl L. Harris and Sarah L. Bodner). PART 4: WORK PROCESSES AND COMMUNICATION SYSTEMS (Craig McGee). Chapter 18: The CAIRO Tool: A Tool for Defining Communication Patterns and Information Flow (Craig McGee). Chapter 19: Managing Intergroup and Interdepartmental Conflict to Improve Collaboration (Gerald D. Klein). Chapter 20: Learning and Communicating About Collaboration in Dispersed Teams (Kenneth David and John R. Lloyd). Chapter 21: Making Space for Communities of Practice: Creating Intellectual Capital Through Communicative Action (David O’Donnell and Gayle Porter). Chapter 22: How to Effectively Communicate Virtually: Lessons from Case Studies of Virtual Teams (Jill E. Nemiro). PART 5: HUMAN RESOURCE PROCESSES (Laurie Broedling). Chapter 23: Team Member Selection: “Tell Us About a Time When . . .” (Carole Townsley and Susan Larkin). Chapter 24: The Team Excellence Award Program: Recognizing Successful Team Problem Solving and Process Improvement (Laurie Broedling). Chapter 25: A Problem-Solving Training Program for Groups of Service Engineers: A Case Study (Ad Kleingeld and Harrie van Tuijl). Chapter 26: Creating and Measuring Ways to Win Together (Theodore A. Wohlfarth and Michael J. Stevens). Chapter 27: Keeping Teams Afloat: Critical Coaching Competencies in Today’s Team-Based Organizations (Sarah L. Bodner and Lori Bradley). Chapter 28: A Web-Based Electronic Performance Support System for Managers (Garry McDaniel and Bijan Masumian). PART 6: INDIVIDUAL, INTERPERSONAL, AND TEAM COMPETENCIES AND SKILLS (Gerald D. Klein). Chapter 29: UATTRA Performance Assessment for Fast Formed Teams (Kelly Rupp). Chapter 30: Building and Using Virtual Learning Environments (Deborah Hurst and Scott Follows). Chapter 31: The Dynamics of Conflict Resolution (Jimmy A. Nelson). Chapter 32: Increasing Collaboration Success Through New Meeting Behavior (Gerald D. Klein). Chapter 33: A Tool Approach to Forgotten Team Competencies (Michael M. Beyerlein). Chapter 34: Balancing Skills for Collaboration with Individual Development (Gayle Porter). Conclusion Reflecting on the Lessons Learned. References. About the Series Editors. About the Book Editors. About the Contributors. Index.

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