Personnel and human resources Books

Book SynopsisTrade Review‘Comprised of fifteen erudite articles organized into three major sections, Handbook of Research Methods in Careers must be considered an unreservedly recommended and core addition to personal, professional, corporate, college and university library Human Resources & Personnel Management reference collections and supplemental studies curriculums.’ -- James A Cox, Midwest Book Review'The Handbook of Research Methods in Careers is a marvel! Editors Wendy Murphy and Jennifer Tosti-Kharas have cleverly organized insights from leading scholars in the careers field to provide a road-map for conducting meaningful research. Each chapter highlights key research issues ranging from how to conduct in-depth interviews to text mining to measuring career constructs. This first-of-its-kind Handbook offers actionable advice on how to avoid errors, details best practices, and discusses innovations in studying careers. The Handbook of Research Methods in Careers is a thought-provoking volume that new and experienced scholars will return to again and again for its comprehensive coverage and realistic recommendations on how to conduct high-quality research.' -- Sherry E. Sullivan, Bowling Green State University, US'The careers field encompasses a broad scholarly territory, spanning many disciplines in the social sciences. The methodologies employed in this literature cover a correspondingly broad landscape, from large-scale multi-country surveys to the closely-analyzed accounts of individual narratives and using techniques both quantitative and qualitative, cross-sectional and longitudinal. This book will be a valuable resource for careers scholars. It tells stories about doing career research, it instructs the reader in a wide range of career research methodologies, and it encourages researchers both recently-arrived in the field and long-established to try approaches that are new to them. Like all good accounts, its authors talk about both their successes and their failures, providing wonderful examples of research from which we can all learn. The careers field has been waiting for a book about research methods for a long time, so it is good to see that it has at last arrived.' -- Hugh Gunz, University of Toronto, CanadaTable of ContentsContents: Introduction to the Handbook of Research Methods in Careers 1 Wendy Murphy and Jennifer Tosti-Kharas 1 Mapping methods in careers research: a review and future research agenda 9 Jos Akkermans, Colin I.S.G. Lee, Sanne Nijs, Aimilia Mylona, and Janneke K. Oostrom PART I MEASUREMENT AND DESIGN 2 Constructs in careers research: an overview of the multiple constructs and challenges in the careers domain 34 Yehuda Baruch 3 The 5C Group: developing and sustaining a cross-cultural team 55 Jon P. Briscoe, Michael Dickmann, Douglas T. Hall, Emma Parry, and Wolfgang Mayrhofer 4 Managing a mega-project to explore and enhance careers: insights from Global Entrepreneurial Talent Management 3 73 Alison Pearce, Brian Harney, Mark Bailey, Katarzyna Dziewanowska, Janine Bosak, Peter Pease, Brenda Stalker, Dimitra Skoumpopoulou, Paul Doyle, Samuel Clegg, Alireza Shokri, Suzanne Crane, Susan O’Donnell, Rose Quan, Ilsang Ko, Katarina K. Mihelič, Robert Kaše, Matej Černe, Julie Brückner, John McMackin, Szu-Hsin Wu, Jose Aldo Valencia Hernandez, and Huan Sun 5 Career decision making 103 Gregory Hennessy and Jeffrey Yip 6 Designing and studying mentoring programs: review and discussion 120 Rajashi Ghosh and Ague Manongsong PART II QUANTITATIVE METHODS 7 Text mining in career studies: generating insights from unstructured textual data 139 Open Access Chapter Vladimer B. Kobayashi, Stefan T. Mol, Jarno Vrolijk and Gábor Kismihók 8 Only time will tell: conducting longitudinal research on careers 164 Shoshana R. Dobrow and Hannah Weisman 9 The role of social networks in contemporary careers 191 Jessica R. Methot and Scott E. Seibert 10 Multilevel modeling for careers research 210 Bert Schreurs, Joeri Hofmans and Bart Wille PART III QUALITATIVE AND MIXED METHODS 11 Engaging grounded theory research to study careers: attending to the relational tensions 236 Kerry Roberts Gibson and Danna Greenberg 12 Using in-depth interviews in careers research 255 Suzanne C. de Janasz and A. Julie Katz 13 Careers, identities and institutions: the promise of narrative analysis 267 Holly Slay Ferraro 14 Qualitative and quantitative examination of metaphorical language use in career-life preparedness 283 Allison Creed and Susan Nacey 15 Mixed methods in careers research: contradictory paradigms or desired approach? 299 Jelena Zikic and Viktoriya Voloshyna Index

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Book SynopsisTrade Review‘Gloor (MIT) draws on AI technology to research and analyze employee happiness and performance. He first clarifies fundamental concepts and the personal and social network structures within work environments. Essentially, he redefines aspects of organizational behavior and psychology and relates them to well-known business concepts like collaboration, and also to relatively unique ideas such as entanglement. The second half of the book moves into slightly more technical discussions of measurement, collection, analysis, data visualization, and the AI/KM tools that can be leveraged, but it never strays far from the fundamental and ultimate concept of personal and organizational well-being. Along the way, Gloor presents interesting, timely, and practical supporting materials and reinforces his concepts with quotes from Dostoevsky all the way to Freddie Mercury. Gloor's book is highly readable, interesting, and at times entertaining, enabling the reader to quickly grasp his concepts. The subject matter is also very timely in the face of the recent pandemic and the transition, in many cases, to a partial virtual working environment.’ -- A. Pantelides, Choice MagazineTable of ContentsContents: 1. Introduction to happimetrics: leveraging artificial intelligence to untangle the surprising link between ethics, happiness and business success PART I PRINCIPLES OF GROUPFLOW 2. What is groupflow? 3. The influence of morality on emotions 4. Building blocks of happiness 5. Virtual tribes 6. Beeflow, antflow and leechflow 7. Entanglement is more than collaboration 8. Creating entangled collaborative innovation networks 9. Virtual mirroring 10. Steps to entanglement PART II MEASURING GROUPFLOW 11. AI makes emotions measurable by aggregating the wisdom of the crowd 12. AI-based interaction analysis between humans (and other living creatures) 13. Measuring social network structure 14. Measuring emotions 15. Measuring moral values from facial expressions 16. Measuring moral values from email 17. Measuring influence through quoting novel words 18. Measuring entanglement 19. Measuring tribes 20. Building a social compass Epilogue: from collective intelligence to collective wisdom References Index

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Book SynopsisThe field of employment and industrial relations explores a myriad of complex topics, themes and phenomena, and this book provides a guide for researching this fascinating area. Investigating micro-, meso-, macro- and cross-national forms of analysis, it is a crucial toolkit for researchers to consult in their studies.

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Book SynopsisTrade Review‘This volume makes an excellent contribution to the study of human and societal core issues such as job insecurity, precarious employment and burnout. All of them are lasting phenomena and currently represent critical challenges for scientists, professionals and policy makers.’ -- José M. Peiró, University of Valencia, Spain‘Nele De Cuyper, Eva Selenko, Martin Euwema, and Wilmar Schaufeli have given us a remarkable book in which some of the leading scholars on job insecurity, precarious employment, and burnout look back at extant literature but also look ahead and reflect on what the future of employment will look like. The chapters in this timely and much needed book, while honoring the work and scholarship of Hans De Witte, one of the leading authors of our times in organizational psychology, will nudge you into asking bigger questions and equip you with ideas and tools to understand (and hopefully improve!) the lives of workers in the 21st century.’ -- Andrea Bazzoli, Baruch College, City University of New York, USTable of ContentsContents: Introduction: Facts and fables in work psychology: a critical interrogation and future proofing of job insecurity, precarious employment and burnout 1 Nele De Cuyper, Eva Selenko, Martin Euwema, & Wilmar Schaufeli PART I JOB INSECURITY: LOOKING BACK 1 Job insecurity, job security, job future ambiguity? Oh my… A new step towards conceptual clarity 12 Gabriel Fischmann, Andreea Corbeanu, Roxana Spinu, Coralia Sulea, & Dragoș Iliescu 2 Job insecurity and job performance: Why do job-insecure employees not perform better? 30 Jasmina Tomas & Darja Maslić Seršić 3 Borrowing trouble? A debate on how social exchange theory is used and can be used in job insecurity research 48 Nele De Cuyper, Anahí Van Hootegem, & Lara C. Roll PART II JOB INSECURITY AND PRECARIOUS EMPLOYMENT: LOOKING AHEAD! 4 Is job insecurity still relevant? Unpacking the meaning of “job” and “insecurity” in today’s economy 68 Tahira M. Probst, Eva Selenko, & Mindy Shoss 5 Is there a future for research on job insecurity and the psychological contract in a changing world of work? 87 David Guest & Kerstin Isaksson 6 Can unions represent the interests of insecure workers? 105 Magnus Sverke, Isabelle Ferré Hernandez, Anna S. Tanimoto, Johnny Hellgren, & Katharina Näswall PART III BURNOUT: CONTEMPORARY ISSUES 7 Burning questions in burnout research 127 Wilmar Schaufeli, Jari Hakanen, & Akihito Shimazu 8 Contextual factors moderating the relationship between qualitative job insecurity and burnout: A plea for a multilevel approach 149 Tinne Vander Elst, Sofie Vandenbroeck, & Lode Godderis 9 Age differences in levels and risk factors of burnout in three European countries: A contribution from consultancy practice 177 Pulso Group: Dirk Antonissen, Audrey Eertmans, Inge Van den Brande, & Lore Van den Broeck PART IV INTERVENTIONS: GETTING PEOPLE ON BOARD 10 Organizational interventions within occupational health psychology 195 Karina Nielsen & Paula Brough 11 Motivating the unemployed: How motivational interviewing may help to tailor interventions to different unemployment profiles 216 Anja Van den Broeck & Maarten Vansteenkiste PART V METHODS MATTER! 12 Methodological challenges for studying trends in perceived immigrant threat 236 Jaak Billiet & Bart Meuleman 13 What’s in a name! The thin line between being bullied and lacking social support: Are both ‘just’ the same? 256 Elfi Baillien & Guy Notelaers Index 272

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Book SynopsisThis comprehensive book explores key theories and concepts in the study of work and employment relations. Expert authors provide a detailed guide to the essential theories behind the ever-changing world of employment, presenting their own perspectives on these ideas.

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Book SynopsisFrom Power Looms to Platforms examines the intellectual evolution of thinking surrounding technological change in the labour process tradition. Niall Cullinane combines historical review with a contemporary appreciation of technological change to evaluate key moments of development.

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Book SynopsisTrade Review‘A Field Guide to Managing Diversity, Equality and Inclusion in Organisations is an exciting new resource for academic and industry researchers in the diversity, equity and inclusion space. It provides readers with an extremely broad and esoteric series of case studies and DEI issues, research reports, and suggestions for future research directions, including practical research tips, methodological guidance and implications for policymakers at global, local and industry levels.’ -- Alan Nankervis, Curtin University and Torrens University, AustraliaTable of ContentsContents: Preface xx Principles underling diversity, equity and inclusion in the workplace and beyond xxiv PART I 1 An introduction to A Field Guide to Managing Diversity, Equality and Inclusion in Organisations 2 John Burgess, Subas P. Dhakal and Roslyn Cameron 2 Bibliometric analysis of diversity, equality and inclusion: a field note 18 Subas P. Dhakal PART II 3 Closing the gap on Aboriginal and Torres Strait Islander employment disadvantage in Australia 33 Sharlene Leroy-Dyer 4 Regional Australia Bank: a case study addressing the triple penalty of regional location, gender and motherhood on women’s careers 47 Lucie Newsome and Alison Sheridan 5 Researching skilled migrants in Australia 60 Syed Mohyuddin and Roslyn Cameron 6 Valuing older workers? A case study of Australian universities’ response to their ageing academic workforce 76 Jacqueline Larkin 7 Creating an individualised foundation for genuine community inclusion: evidence from Western Australian microboards 89 Elizabeth Farrant 8 LGB employees and their experiences of fly-in/fly-out employment in Western Australia 105 Mirsad Bahtic, Scott Fitzgerald and John Burgess 9 Improving workers’ well-being through international action: workers in the Bangladesh ready-made garment sector 119 Tasmiha Tarafder and John Burgess 10 Challenges of conducting equity research in the field: the example of Bhutan 132 Mahan Poorhosseinzadeh and Glenda Strachan 11 Diversity, equity and inclusive lessons from a workplace in the Canadian Arctic 147 Arijana Haramincic 12 Examining gender mainstreaming in Indonesia: a feminist policy analysis 163 Endah Prihatiningtyastuti, Kantha Dayaram and John Burgess 13 Affirmative action and equality, diversity, and inclusion in Malaysia 178 Sujana Adapa and Subba Reddy Yarram 14 Beyond demographic diversity: towards intersectional gender justice in professional design practice in New Zealand 192 Sarah Elsie Baker 15 What can organisations learn from kaupapa Māori research? 207 Peter Rawlins, Philippa Butler and Spencer Lilley 16 Organisational implications for DEI strategies against maternal mortality in Papua New Guinea’s Gulf province 222 Jennifer Litau, McKenzie Maviso, Ellie Korave, Posiy Tava Kae, Lucy Kalep, Hilda Tanimia, Anne Pulotu and Kenny Abau 17 Complexity and opportunity in diversity challenges in Singapore 240 Amy Lim and Peter Waring 18 Equality, diversity and inclusion in the South African workplace: the paradox of legislation 252 Shaun Ruggunan, Kathryn Pillay and Kantha Dayaram 19 Social enterprise performance measurement using a diversity and inclusion approach: implications for equitable and inclusive smallholder farmers’ improved wellbeing 266 Peter Musinguzi, Renato A. Villano and Derek Baker 20 Beyond expanding an acronym: strategies for supporting LGBTQ+ people in schools 279 Peggy Shannon-Baker and Nikki DiGregorio 21 Women’s careers in SME accounting firms in Australia, Malaysia and India 293 Alison Sheridan and Sujana Adapa PART III 22 Effectiveness of gender equality and diversity initiatives: a way forward 308 Erica French, Muhammad Ali, Marzena Baker and Lina Alsaree 23 Implications for fieldworkers in diversity, equality, and inclusion research 325 Subas P. Dhakal, John Burgess and Roslyn Cameron Index

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Book SynopsisElgar Research Agendas outline the future of research in a given area. Leading scholars are given the space to explore their subject in provocative ways, and map out the potential directions of travel. They are relevant but also visionary.

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Book SynopsisTrade Review‘It’s no secret organizational scholars have not paid enough attention to the more hidden organizations in our world, but Personnel Management in Secret Service Organizations blows the cover (in a good way) of the people at the heart of these clandestine agencies. The authors not-so-covertly apply their tradecraft about personnel management to undercover workers like spies, intelligence officers/analysts, and secret agents. The result is a fascinating and insightful intelligence report about these unique occupations and their historical/contemporary relevance.’ -- Craig R. Scott, The University of Texas at Austin, US‘This book provides a fascinating glimpse behind the curtain into the secret world of spies, viewed through the lens of personnel management. Based mainly on the biographies or autobiographies of former intelligence workers in a wide variety of agencies, it provides a valuable addition to the intelligence studies literature whilst opening up new vistas in management and organization studies. A highly readable, innovative and informative study which will appeal to a wide audience of academics and non-academics alike.’ -- Christopher Grey, Emeritus Professor of Organization Studies, Royal Holloway, University of London, UKTable of ContentsContents: List of intelligence officers and agents List of secret service organizations 1. The study 2. Getting selected 3. Recruitment processes 4. The Office 5. Training 6. Line management 7. Rewards and sanctions 8. Termination 9. Personnel management in secret service organizations (compared with standard organizations) References Index

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Book SynopsisThis enlightening book provides practical guidance for academics striving to make conferences and workshops more inclusive. Leading experts from across Asia, Europe, North America, and Oceania share insights from those navigating systemic barriers to participation as well as organisers committed to change.

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Book SynopsisIs it possible that the way to win in business is to give employees exactly what they want? Yes. As RESPECT reveals, managers and organizations who give their employees what they want outperform those who don't. This is no hunch it's a fact based on more than 25 years of global research. Drs.Trade ReviewThis book takes the reader through all the elements of respect offering easy-to-read case studies, sensible advice backed up by a range of powerful evidence and argument (People Management, November 2011) 'This book takes the reader through all elements of RESPECT, offering easy-to-read case studies, sensible advice and powerful evidence . (People Management, December 2011) "he HR budget spent to find out what employees really want doesn t bear thinking about, so Wiley and Kowske should be praised for tackling it . (HR Magazine, December 2011)Table of ContentsList of Figures and Tables vii Preface xi Acknowledgments xv 1. What Employees Really Want 1 2. Why You Should Care 13 3. Recognition 27 4. Exciting Work 45 5. Security of Employment 61 6. Pay 79 7. Education and Career Growth 97 8. Conditions at Work 117 9. Truth 139 10. RESPECT: A Key to Your Future Success 155 Appendix A. Identifying RESPECT Levels Worksheet 167 Appendix B. About the WorkTrends Study 173 Appendix C. Discovering the RESPECT Taxonomy: The Method 177 Notes 183 About the Authors 195 Index 197

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Book SynopsisA fresh approach to the old problem of "diversity fatigue" Trevor Wilson, global diversity strategist and visionary leader, presents a fresh, new management model that goes beyond the traditional diversity debate towards inclusion and building human capital.Table of ContentsForeword by Lamarr Lark ix Foreword by Gerry Bouey xi Part One: Beyond Diversity to Human Equity: the Required Shift 1 Chapter One: Diversity Fatigue and the Unfulfilled Promise of Diversity 3 Chapter Two: The Evolution of the Equity Continuum 29 Case Study: Mount Sinai Hospital’s Workforce Census 51 Chapter Three: The Essential Role of Leaders and Managers 61 Case Study: Ontario Public Service Diversity Mentoring Partnership Program 75 Part Two: Implementing Human Equity 85 Chapter Four: Human Capital and the Differentiation of Talent 87 Chapter Five: Talent Differentiation in Action 105 Case Study: Dynamic Industrial Company Practices Talent Differentiation 106 Chapter Six: The SHAPE of Talent 121 Chapter Seven: The Eight Core Competencies of the Equitable Leader 143 Case Study: The Equitable Leader Assessment at Deloitte 167 Chapter Eight: Ernst & Young: A Journey Toward Human Equity Leadership 173 Part Three: Measuring Human Equity 191 Chapter Nine: Arriving at the Human Equity Assessment Tool 193 Chapter Ten: The Equitable Leader Assessment 211 Case Study: Ontario Ministry of Labour Equitable Leadership Assessment 233 Conclusion: The Why of Human Equity 247 Afterword: My Why of Human Equity 253 Appendix 263 Glossary 297 Special Offer 301 Index 303

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Book SynopsisOriginally published by Stevenson, Inc., this practical resource contains tips, techniques, and best practices for motivating volunteers and maximizing their involvement and productivity with your organization. Important topics covered include: Volunteer goals, orientation, motivation Volunteer appreciation and recognition Communication Teamwork Volunteer engagement Overcoming volunteer burnout Volunteer management Please note that some content featured in the original version of this title has been removed in this published version due to permissions issues.

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Book SynopsisOriginally published by Stevenson, Inc., this practical resource presents a variety of recruitment strategies including: how to identify and target particular types of volunteers, procedures for enlisting groups of volunteers, techniques for recruiting through publicity and the media, and more. Examples of useful forms, letters, and brochures used to attract volunteers are also included. Important topics covered include: Low-tech recruitment efforts Retirement outreach Minority outreach Overcoming recruitment obstacles Volunteer brochures Collaboration Tapping new constituents, i.e. single parents, baby boomers, techies, youth Tapping companies for volunteers and grants Corporate partnerships for volunteers, grants, and funds Volunteer recognition Volunteer incentives Communication plans Pro Bono consultants Staff preparation Volunteer con

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Book SynopsisA ready-to-use toolkit for delivering high-value training in any scenario The Trainer''s Handbook is a comprehensive manual for designing, developing, and delivering effective and engaging training. Based on the feedback of workshop participants, readers, and instructors, this new third edition has been expanded to provide guidance toward new technologies, leadership training, distance learning, blended learning, and other increasingly common issues, with new case studies for each chapter. A systematic approach to training breaks the book into five parts that separately target analysis, design, development, delivery, and evaluation, giving you a comprehensive reference designed for quick look-up and easy navigation. New inventories, worksheets, job aids, checklists, activities, samples, and templates help you bring new ideas into the classroom, and updated instructor guide help you seamlessly integrate new and established methods and techniques. Training is increasiTable of ContentsList of Tables, Exhibits, and Figures vii Acknowledgments xi Preface xiii Part I. Training Fundamentals 1 1. Assessing Needs 3 Understanding Needs Assessment 3 Needs-Assessment Process 6 How to Conduct a Needs Assessment 9 Developing an Action Plan 21 Assessing Participants’ Knowledge, Attitudes, Skills 21 Key Points 24 2. Understanding Adult Learners 25 Andragogical versus Pedagogical Model 25 How and Why People Learn 26 Learning Styles 28 Application of Learning Principles 36 Key Points 38 3. Training Styles 39 Trainer Characteristics and Competencies 39 Training Style 41 Learner-Centered versus Information-Centered 64 Key Elements of a Trainer’s Style 68 Key Points 69 4. Understanding Today’s Learner 71 The Changing Training Environment 71 Self-Awareness 72 Diversity Issues 73 Key Points 81 5. Writing Instructional Objectives 83 What are Learning Objectives? 83 Writing Learning Objectives 85 Key Points 92 6. Writing an Instructional Plan 93 Instructional Plan Overview 93 Time Needed to Develop a Training Program 94 Cost Considerations 95 Major Components of Design 96 Creating a Design Matrix 96 Creating a Detailed Instructional Plan 101 Components of an Instructional Plan 101 Instructional Methods 106 Developing Materials 107 Key Points 115 7. Selecting, Designing, and Developing Active-Training Methods 117 The Case for Active Training 117 Cooperative Learning 118 Creating an Active-Learning Environment 119 Designing Active-Training Activities 122 Common Methods and Materials 124 Experiential Learning Activities 136 Key Points 142 8. Delivering Training 143 Creating a Positive Learning Environment 143 Experiential Learning Cycle 166 Tips for Using Specific Methods 172 Improving Platform Presence 177 Key Points 179 9. Using Visual Aids 181 Retention Rate in Visual Learning 181 Reasons to Use Visual Aids 182 Guidelines for Using Slides 184 Using Flip Charts 186 Using Videos and Video Clips 189 Key Points 191 10. Working with Groups 193 The Trainer as Facilitator 193 Ways to Encourage Participation 194 The Art of Asking Questions 195 Responding to Questions 196 Scaling the Wall of Resistance 200 Problem Situations 205 Key Points 214 11. Using Creativity 215 Creativity with Small Groups 215 Props and Other Theatrical Techniques 218 Using Games 221 Creative Closings 226 Key Points 230 12. Evaluating Training 231 Evaluation Basics 231 Four-Level Model for Training Evaluation 233 Participant Evaluation and Accountability for e-Learning 245 Accountability for Training 247 Significance of the Evaluation Process 250 Key Points 250 Part II. Special Training Considerations 251 13. Training across Cultures 253 Globalization of Businesses and People 253 Culture and Cultural Dimensions 254 Becoming Culturally Intelligent 255 Practical Application 262 Key Points 265 14. Storytelling as a Training Technique 267 The Value of Storytelling 267 Types of Stories 269 Telling Personal Stories 271 Capturing Your Personal Stories 275 How to Tell Your Story 277 Key Points 278 15. Using Technology in Training 279 Workplace Trends 279 Advantages/Benefits of Distance Learning 280 Disadvantages/Drawbacks to Distance Learning 282 Types of Distance Learning 284 Guidelines for Designing Distance Learning 286 Designing and Developing Activities 288 Delivering Content and Activities 294 Key Points 296 16. Training on the Job 297 The Need for Structured On-the-Job Training 297 Selecting the Trainer 299 Developing an Instructional Plan 301 On-the-Job Training Model 304 Evaluating On-the-Job Training 307 Key Points 311 17. Training During Tough Times 313 Prove the Value of Training 313 Methods to Stretch Training Dollars 314 Technology-Based Delivery Methods 322 Just-in-Time Materials 327 Key Points 327 18. The Business of Consulting: Internal and External 329 The Changing Role of the Trainer 329 The Client-Consultant Relationship 330 Developing a Proposal 335 Setting Clear Expectations 336 Selecting an External Consultant 337 After the Project 340 Key Points 341 Appendix A: Answers to Exercises 343 Appendix B: Recommended Resources 347 Appendix C: Criteria for Selecting Packaged Programs 349 References 351 Index 355 About the Author 367

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Book SynopsisWork-Life Advantage analyses how employer-provision of family-friendly' working arrangements - designed to help workers better reconcile work, home and family - can also enhance firms' capacities for learning and innovation, in pursuit of long-term competitive advantage and socially inclusive growth. Brings together major debates in labour geography, feminist geography, and regional learning in novel ways, through a focus on the shifting boundaries between work, home, and family Addresses a major gap in the scholarly research surrounding the narrow business case' for work-life balance by developing a more socially progressive, workerist dual agenda' Challenges and disrupts masculinist assumptions of the ideal worker and the associated labour market marginalization of workers with significant home and family commitments Based on 10 years of research with over 300 IT workers and 150 IT firms in the UK and Ireland, with important insights Table of ContentsList of Figures viii List of Tables ix Series Editor’s Preface xi Preface and Acknowledgements xii List of Abbreviations xv 1 Inclusive Regional Learning? 1 2 Recentering Regional Learning: Beyond Masculinist Geographies of Regional Advantage 16 3 Work]Life Balance and its Uncertain ‘Business Case’ 38 4 Researching Labour Geographies of Work-Life and Learning in Ireland and the UK 67 5 Juggling Work, Home and Family in the Knowledge Economy 86 6 Overcoming Work-Life Conflict and the Gendered Limits to Learning and Innovation? 117 7 Work-Life Balance, Cross-Firm Worker Mobility and Gendered Knowledge Spillovers 145 8 Conclusions: Gendered Regional Learning and Work-Life Advantage 176 References 197 Index 226

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Book SynopsisApply predictive analytics throughout all stages of workforce management People Analytics in the Era of Big Data provides a blueprint for leveraging your talent pool through the use of data analytics.Table of ContentsForeword xi Preface xiii Acknowledgments xvii About the Authors xxiii List of Case Studies and People Interviewed xxvii Chapter 1 The People Analytics Age 1 The People Analytics Advantage 3 The World of Work Has Changed 10 Notes 31 Chapter 2 How to Migrate from Business Analytics to People Analytics 33 A Short History of Analytics Adoption 35 Marketing and Human Resources Similarities 39 Advanced Business Analytics and Advanced People Analytics 44 The Promise of Analytics and People Analytics Bridges 50 Building a People Analytics Center of Excellence 53 Notes 64 References 65 Chapter 3 The Seven Pillars of People Analytics Success 67 Data and Tools Challenge 71 The Seven Pillars of People Analytics Success 76 Leveraging the People Analytics Framework 77 Workforce Planning Analytics Pillar 79 Sourcing Analytics Pillar 80 Acquisition/Hiring Analytics Pillar 82 Onboarding, Culture Fit, and Engagement Pillar 84 Performance Assessment and Development and Employee Lifetime Value Pillar 86 Employee Churn and Retention Pillar 88 Employee Wellness, Health, and Safety Pillar 90 Notes 96 Chapter 4 Workforce Planning Analytics 99 What is Workforce Planning? 101 Workforce Planning Analytics 102 Why Should You Care About Workforce Planning Analytics? 104 Key Components of Workforce Planning Analytics 108 Making an IMPACT with Workforce Planning Analytics 112 Workforce Planning Analytics Best Practices: Dos and Don’ts 128 Notes 129 Chapter 5 Talent Sourcing Analytics 131 The Business Case for Talent Sourcing Today 132 Why You Need to Care about Your Talent Sourcing Today 135 Talent Sourcing in the Era of Big Data and Advanced Technology 138 The Mobile Impact on Talent Sourcing 167 Putting the IMPACT Cycle into Action 169 Notes 172 Chapter 6 Talent Acquisition Analytics 175 What is Talent Acquisition Analytics? 177 How Talent Acquisition Works 190 Application Phase 191 Preinterview Assessment Analytics 194 Interviews: Separating the Wheat from the Chaff 196 Putting It All Together: Predictive Analytics for Selection 198 Notes 203 Chapter 7 Onboarding and Culture Fit 205 Organizational Culture 206 Onboarding Process 207 Stages of Onboarding 209 Early Employee Needs 212 OPEN Analytical Framework for Effective Onboarding 213 Time to Productivity and Other Outcome Measures 216 Create an Onboarding Predictive Model 217 Tying it All Together 217 Notes 222 Chapter 8 Talent Engagement Analytics 223 Importance of Employee Engagement 225 Employee Engagement Surveys 227 Making Employee Engagement Surveys Predictive 229 Moving Beyond the Survey: Employee Engagement Measures 232 Notes 236 Chapter 9 Analytical Performance Management 237 Why You Should Care about Performance Management Analytics 238 Linking Individual Objectives to Company Objectives 239 Defining Performance Measures 243 Performance Incentives and Promotion 245 Provide Insight to Senior Management 247 Benefits of Analytical Performance Management 249 Best Practices 250 Predictive Analytics and Graph Theory to Optimize Career Pathways and Employee Promotion 251 Note 252 References 252 Chapter 10 Employee Lifetime Value and Cost Modeling 255 Understanding the Most Expensive Asset 256 Are Employees Costs or Assets? 256 The Basis for Advanced Analytics 257 Chapter 11 Using Retention Analytics to Protect Your Most Valuable Asset 283 Traditional Approaches are Failing 285 What is Retention, Anyway? 285 What You Need and How it Works 286 The Business Case 288 Deploying Retention Analytics . . . Piece of Cake? 294 How to Implement Proactive Talent Retention Models 295 Data for Talent Attrition Predictive Modeling 298 Putting Your Employee Attrition Findings to Work 302 The Segmentation Strategy of Talent Retention Model Insights 303 Notes 305 Chapter 12 Employee Wellness, Health, and Safety to Drive Business Performance and Loyalty 307 What is Employee Wellness? 310 Why Should You Care about Workplace Wellness? 311 Employee Wellness Program Best Practices 320 Optimizing Your Employee Wellness Health and Workplace Safety with Predictive Analytics 325 Notes 328 Chapter 13 Big Data and People Analytics 331 What is Big Data? 332 Big Data and People Analytics 336 Leveraging People Analytics 338 Workforce Planning Analytics Pillar 339 Sourcing Analytics Pillar 341 Acquisition/Hiring Analytics Pillar 343 Onboarding, Culture Fit, and Engagement Pillar 345 Performance Assessment and Development and Employee Lifetime Value Pillar 347 Employee Churn and Retention Pillar 349 Employee Wellness, Health, and Safety Pillar 351 Notes 355 Chapter 14 Future of People Analytics 357 Rise of Employee Behavioral Data 359 People Analytics Moves beyond the Averages 361 Predictive Becomes the New Standard 363 Automated Big Data Analytics 363 Big Data Empowers Employee Development 365 Models Become the New Gold of People Analytics 366 People Analytics Becomes More Accessible 366 People Analytics Becomes a Specialized Department 367 Employee Data Privacy Backlash 368 Quantification of HR 369 Notes 372 Index 373

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Book SynopsisA smarter framework for designing more effective workplace wellness programs Workplace Wellness That Works provides a fresh perspective on how to promote employee well-being in the workplace. In addressing the interconnectivity between wellness and organizational culture, this book shows you how to integrate wellness into your existing employee development strategy in more creative, humane, and effective ways. Based on the latest research and backed by real-world examples and case studies, this guide provides employers with the tools they need to start making a difference in their employees'' health and happiness, and promoting an overall culture of well-being throughout the organization. You''ll find concrete, actionable advice for tackling the massive obstacle of behavioral change, and learn how to design and implement an approach that can most benefit your organization. Promoting wellness is a good idea. Giving employees the inspiration and tools they need tTable of ContentsPreface ix Acknowledgments xi Introduction An Overview of Workplace Wellness xv Section I Start IT (workplace Wellness That Excites) 1 Step 1 Shift Your Mind-Set from Expert to Agent of Change 3 (The Changemaker Imperative) Step 2 Imagine What’s Possible 27 (The Imagination Imperative) Step 3 Uncover the Hidden Factors 57 (The Culture Imperative) Step 4 Start with What’s Right 85 (The Optimism Imperative) Section II Build IT (workplace Wellness That Grows) 103 Step 5 Take a da Vinci Approach to Change 105 (The Interdisciplinary Imperative) Step 6 Go Stealth 133 (The “Sneakiness” Imperative) Section III Make It Last (workplace Wellness That Works) 157 Step 7 Create Meaning 159 (The Engagement Imperative) Step 8 Design Nudges and Cues 191 (The “Make It Easy” and “Make It Normal” Imperative) Step 9 Launch and Iterate 215 (The Experimentation Imperative) Step 10 Go Global 245 (The International Imperative) Pull It All Together 269 About the Author 275 Notes 277 Index 299

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Book SynopsisTable of ContentsPreface xv 48 Things Gifted Bosses Know PART I 90-10-0: The Formula for Leadership Success Number 1 Hiring Is Motivation, or It’s Less Work to Get 100 Percent Improvement than 10 Percent Improvement 2 Number 2 You Can Change People, or You Can Change People 6 Number 3 The First Step to Finding Star Employees Is Believing That They Exist, or How to Make the Playing Field as Un-Level as Possible 8 Number 4 You Can Lead an Employee to Water, but If You Find One Who Knows a Better Path to the Water, Shut Up and Get a Bucket 11 PART II From Employees to Allies Number 5 Those Aren’t Employees (or Friends, Enemies, Family, or Students)—Those Are Allies 14 Number 6 Those Aren’t Former Employees—Those Are Graduates 19 Number 7 You Never Get Rid of Anyone 23 Number 8 It’s Not Closure That’s Needed—It’s Aperture 25 Number 9 How Two Allies (a Great Employee and a Gifted Boss) Find Each Other 26 Number 10 Assume the Best, Part I: The Art of Being a True Ally 29 Number 11 Assume That the Best Employees ALWAYS KNOW 34 Number 12 What’s a Great Employee Worth? 38 PART III The Graceful Art of De-Hiring Number 13 Replacing People Is so Hard for Most Bosses That They Don’t Do Enough of It 42 Number 14 You Are Becoming Your Coworkers 43 Number 15 A Meeting Moves at the Pace of the Slowest Mind in the Room 45 Number 16 Firing Takes Guts—De-Hiring Requires Heart 47 Number 17 Assume the Best, Part II: The Genius Lurking Inside 55 Number 18 The My-Situation-Is-Different Myth: De-Hiring Works in Any Type of Business or Industry, Even Government 59 Number 19 Intelligent Failing 62 Number 20 You Can’t Buy Love from Fired Employees 66 Number 21 From Set-Up-to-Fail to Set-Up-to-Be-a-Hero 71 Number 22 You Aren’t Just Changing Employees—You’re Changing Lives 75 Number 23 Lessons from a Master of the Art of De-Hiring 78 PART IV Inspiring, Effortless Leadership (The First Step in Hiring Great Employees) Number 24 You Can Take Credit, but You Can’t Give It Away 86 Number 25 Effortless Leadership, Part I: No One Wants to Be Managed, so Stop Doing It 89 Number 26 Effortless Leadership, Part II: Management by Asking Questions 91 Number 27 Effortless Leadership, Part III: The One Who Manages Least, Manages Best 94 Number 28 Effortless Leadership, Part IV: Winning versus Working 101 Number 29 Guess What Kind of Employee Is Attracted to Average Pay? 108 Number 30 Never Bet on Employees Who Don’t Want to Bet on Themselves 112 Number 31 What’s the Score? Or How to Go from Shooting Around to Playing to Win 115 Number 32 You Get What You Pay For: What Employees Believe They Get Paid For, Not What You Thought You Were Paying For 119 Number 33 When the Inspired Culture Takes over the Hiring and De-Hiring 121 PART V Hiring Is What You Do So You Don’t Have to Manage (and It’s What You Do with Some of the Time You Save by Not Having to Manage) Number 34 Hiring Is More Important than Sales 126 Number 35 The Hiring Pipeline: The Best Selection Process in the World Is Only Capable of Picking the Best Person in the Competition 130 Number 36 Contrarian Hiring, Part I: The Underground Talent Market 137 Number 37 If You’re Feeling Insulted Right about Now 139 Number 38 Contrarian Hiring, Part II: Finding Unusual People in the Usual Places 141 Number 39 Contrarian Hiring, Part III: The Action Interview 146 Number 40 Contrarian Hiring, Part IV: It’s Not Just a Job—It’s a Break 155 Number 41 Contrarian Hiring, Part V: Hunting for New Talent Pools and/or Doing Pool Construction 157 Number 42 Being Worthy of the Best Talent: In the Long Run, You Get the Employees You Deserve 161 Number 43 If You Want Great Performances, You Have to Provide a Great Audience 165 Number 44 If You Don’t Have a Great Story, You Don’t Have Great Employees or a WOMPing Good Place to Work 168 PART VI Understanding Bureaucrats, Upper Management, and Other Distractions Number 45 The Unspoken Assumption of Bad Management and Bad Marketing 176 Number 46 The Team Makes the Stars While the Stars Make the Team 177 Number 47 Your Work Is Only Part of Your Job 184 Number 48 Leading via Happiness 190 Final Thoughts 195 Acknowledgments and Sources 197 About the Author 199

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Book SynopsisThe step-by-step guide to a winning sales team The Sales Boss reveals the secrets to great sales management, and provides direct examples of how you can start being that manager today. The not-so-secret secret is that a winning sales team is made up of high performersbut many fail to realize that high performance must be collective. A single star cannot carry the entire team, and it''s the sales manager''s responsibility to build a team with the right balance of skills, strengths, and weaknesses. This book shows you how to find the exact people you need, bring them together, and empower them to achieve more than they ever thought possible. You''ll learn what drives high performance, and how to avoid the things that disrupt it. You''ll discover the missing pieces in your existing training, and learn how to invest in your team to win. You''ll come away with more than a better understanding of great sales managementyou''ll have a concrete plan and an actionable list of stTable of ContentsForeword v Introduction ix Chapter 1 The Work of a Sales Boss 1 Chapter 2 The Importance of Sacred Rhythms 9 Chapter 3 The DNA of a Sales Boss 15 What It Takes to Be Great 17 The Management Code 22 Chapter 4 The Truth About Humans 29 Five Fundamental Truths About Human Behavior 32 A Unique Insider Language 40 Rituals 41 Having a Common Enemy 42 Chapter 5 Your First 30 Days as Boss 45 Getting Started with Your Team: The First 30 Days 49 Chapter 6 Understanding the Market for Hiring 69 Why Hiring a Superstar Salesperson Is Tough 71 Chapter 7 Step by Step to Hiring a Sales Superstar 77 The Selection Process 79 The Four-Stage Interview Process 89 Chapter 8 Use the Power of Science in Selection 103 Chapter 9 On-Boarding a New Member of the Sales Team 109 Chapter 10 Know Your Sales Process and Your Numbers 123 The Numbers That Matter 129 Chapter 11 Who Gets My Time and Attention? 135 Chapter 12 Team Rhythms That Lead to Group Cohesion 141 Group Meetings 145 Chapter 13 Individual Rhythms That Lead to Star Performances 153 Individual Meetings Framework 155 Three Types of Individual Meetings 158 Chapter 14 Keep Score Publicly; Motivate Individually 181 Chapter 15 Lead by Principle, Not Policy 189 Chapter 16 Make Sales Technology Work for You 195 Chapter 17 Money Talks: Compensation Planning 205 Base Salary 210 Variable Commissions 211 Bonuses 211 Chapter 18 Forecasting the Future 219 Chapter 19 Replicating Success 225 Chapter 20 The Business of You 233 The Sales Boss Scorecard 243 The Scorecard 243 About the Author 254 Index 256

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Book SynopsisIt is the year 2017 and gender equality and women thriving in work place without fear of sexual harassment or discrimination is the #1 unsolved social issue of our time. Better Together: 8 Ways Working with Women Leads to Extraordinary Products and Profits offers a rare and startling look at the business world through the lens of an expert looking in and plots out how ALL types of businesses can gain a competitive advantage and excel past competitors by simply nurturing an equal blend of men and women on leadership teams and staff.It focuses on powerful and implementable solutions that any CEO, manager, or team leader can put to use to ensure that women thrive within the organization, leading to the business being more successful, customers happier, and employees more fulfilled. Author Jonathan Sposato knows the challenges facing women in startup tech and venture capital today because he specifically builds his companies with-out those obstacles. He credits the unprecedented succTable of ContentsForeword ix With Grace Kahng xi About the Author xiii Introduction xv Sister, Where Art Thou? xv What Do I Know about Women? xvii It’s Personal xix I Know We Can Do Better xxiii Straight Talk: Maria Hess xxiv Chapter 1 Men Must Change 1 Welcome to Man Island 3 The Sad Truth of the Here and Now 4 And It’s Complicated 8 The Bigger Picture 10 One Small Step for Womankind 11 Night of the Living Bros 15 Women Don’t Get Funded 16 Getting Harassed is Part of the Hustle 18 Men Must Be Part of the Solution 24 Be a Change Master 26 Straight Talk: Lisa Conquergood 28 Chapter 2 Solution 1: Not Enough Women? Look Harder 29 Look Harder Part A: Top of the Funnel 30 What’s in a Name? Anonymize Resumes 30 Look Harder Part B: Minding the Gap 32 Stacking the Loop and Mining for Diamonds 35 Set Explicit Diversity Goals, Then Mirror Your Interview Loop to Match 37 Pay Big Bonuses for Employee Referrals of Candidates from Underrepresented Backgrounds 40 Mining for Diamonds and “Custom Grooming” 41 Straight Talk: Lisa Maki 47 Chapter 3 Solution 2: In It to Win It: Supporting Women’s Development 49 Reverse Mentoring 49 Increasing Female Visibility 54 Straight Talk: Eugenia Harvey 63 Straight Talk: Maria Hess 64 Chapter 4 Solution 3: Listen Louder 65 Dragon Slayers and Deliberators 66 Star Shooters and Stratosphere Blasters 68 Identical Pitches Yield Biased Results 70 How Men Can Change the Way They Listen 72 Straight Talk: Karen Cooper 80 Straight Talk: Susannah Malarkey 81 Chapter 5 Solution 4: Creating a Family-Forward Culture 83 One: No Meetings before 9:00 a.m. 86 Two: Men Should Take Just as Much Parental Leave as Women 89 Three: Shut Down Email at Night 92 Four: Create Family-Friendly Spaces, Not Bro-Friendly Spaces 96 Straight Talk: Christina Watt 105 Straight Talk: Dr. Tejal Desai 106 Chapter 6 Solution 5: Just Say No: High Performance Should Not Trump Bad Behavior 107 Caught between a Rock and a Hard Place 108 How Long Has This Been Happening? 109 Reid Hoffman 112 The Cost of Ignoring the Problem 113 D&I: Hire a Diversity and Inclusion Director 114 Words Can Change the World: Say “No” to Bad Behavior Regardless of Performance Level 115 But Wait, There’s More 118 Straight Talk: Laura Parmer Lohan 120 Chapter 7 Solution 6: Adopt the ERA at Your Company—Because Your Country Didn’t 121 Revenge of the Housewife 124 Revive the Equal Rights Amendment: Ratify Now 129 All is Not Lost 132 Straight Talk: Melody McCloskey 135 Chapter 8 Solution 7: Stand Together or Fall Apart 137 Touching the Third Rail 139 Great Expectations: Case Study 142 It’s Really Not Personal 145 Come Together: Right Now! 147 Our Unique Strengths as Women 148 Straight Talk: Debbie Landa 151 Straight Talk: Shelley Ross 152 Chapter 9 Solution 8: The Future: Raising Better Men 153 Show That Mom is Incredible and Strong 156 Communicate Differently at Home 157 Break Out of the Man Box and Call Out Bro Behavior 158 Show Him That Things That Are Traditionally “Feminine” Are Not “Less Than,” or Off-Limits 159 Show Him New Heroes, Stories That Include Women and Girls 160 Straight Talk: Grace Kahng 162 Chapter 10 Final Thoughts 163 A Note from Niniane Wang 165 Endnotes 167 Acknowledgments 169 The Better Together Pledge 171 Index 173

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Book SynopsisDiscover how healthy buildings, culture, and people lead to high profits Organizations and employees now spend an average of $18,000 per year per employee for health costs, a 61% increase in 10 years. Every indicator projects these costs will double before 2030. This is anunsustainable path. These costs are the tip to an even bigger iceberg, thehidden costs of time out of the office, distraction, disengagement, and turnover.The Healthy Workplace Nudgeexplains the findings of research on 100 large organizations that have tackled the problems of employee health costs and disengagement in five fresh ways: Well-being leads to health and high performance Wake up to the fact that 95% of traditional wellness programs fail to improve health or lower costs Behavioral economics has become a new powerful tool to nudge healthy behavior Healthy buildings are now costeffective and produce your strongest ROI to improving health Table of ContentsForeword xiii Acknowledgments xv About the Authors xix Introduction: The Elephant Whisperer 1 Part I Slow-moving Storm: a History Of Warnings and Apathy 15 Chapter 1 A Slow-Moving Storm: The Existential Threat to Business and the Economy 17 Chapter 2 The Rainbow in the Storm: Medical Science Meets Building Science 30 Chapter 3 Storm Damage: The Cost of Forgetting 42 Chapter 4 Stress: Portrait of a Killer 53 Part II Is There Shelter From the Storm? a Search for Wellness 65 Chapter 5 In Search of Wholeness 67 Chapter 6 Why Happiness Before Health 78 Chapter 7 Where’s the Data? Inconvenient Truths 92 Chapter 8 The Mystery of Hospitality: Experiencing the Human Touch 109 Part III Magical Nudges: the Road To Health and Well-being 125 Chapter 9 Nudge Thinking: How Small Things Lead to Big Results 127 Chapter 10 The Healthy Building Nudge: The Invisible Power of the Workplace 141 Chapter 11 The Financial Nudge: The Return on Humans (ROH) 157 Chapter 12 Becoming Your Best Self: Rest, Engagement, Boundaries, and Deep Work 169 Part IV Haven in a Heartless World: the Need for Safe Places 183 Chapter 13 How They Did It: Creating Ecosystems of Care 185 Chapter 14 Courageous Leaders and a Culture of Care 201 Chapter 15 The MeTEOR Story: Extreme Ownership 216 Chapter 16 Starting a Movement: How Second-Chair Leadership Can Change a Company 227 Chapter 17 Haven in a Heartless World: The Promise of a Good Workplace 245 Appendix A The Well MindShift Core Team 256 Appendix B Well MindShift Participants 263 Appendix C Personal Story Template 267 Notes 269 Index 279

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Book SynopsisDiscover your true self and align your life journey around your core beliefs, values and perspective. Designed as both a companion piece to the author''s previous book, The Power of Understanding People, and a stand-alone work, The Power of Understanding Yourself provides readers with a blueprint for examining their true purpose and approach to life and a map for achieving greater personal happiness, professional success and self-awareness. It explores personal attributes related to interactive style, diving deeper into the concepts from the author''s previous book, provides exercises for exploring how to connect your current life status to a desired future state and encourages readers to engage in a deep exploration of their core values, beliefs, mission and vision to become their best self. Find the key to self-discovery and personal development Uncover your true purpose Use helpful exercises to reveal the best you Table of ContentsPreface xi Acknowledgments xv Part One: The Grape Chapter 1: Metacognition: The Process of Evaluating “The Juice” 3 Metacognition versus Self-Awareness 4 Thinking About Our Thoughts 5 Choosing to Extract Me 8 Your Cognitive Schemas Make You Unique 9 Chapter 2: Locus of Control: You Are the Winemaker 13 Delusions, Control, and Disappointment 14 Finding Your Locus of Control 16 Chapter 3: Alignment: From Vine to Bottle 23 Inputs and Outputs 24 Horizontal Alignment 26 Chapter 4: Core Ideology: The Crush of Juice,Stems, Skins, and Seeds 31 Examining Inputs 34 Assessing Your Desired Outputs 36 Identifying Your Core Ideology 42 Vertical Alignment 47 Part Two: The Style Chapter 5: What’s My Style? Shades of Me 51 Understanding Interactive Style 55 Chapter 6: Experts: It’s About the Process for Me 63 Meeting the Expert 64 The Behavioral Cues (or lack thereof) of Experts 65 An Expert Is a Wine’s Acidity 67 Chapter 7: Romantics: It’s About the People for Me 71 Meeting the Romantic 72 Putting Others’ Happiness before Your Own 73 Reframing Childhood Trials 74 A Romantic Is a Wine’s Sweetness 76 Chapter 8: Masterminds: It’s About the Possibilities for Me 79 Meeting the Mastermind 80 Breaking the Rule in Order to Follow the Rule 82 A Mastermind Is a Wine’s Fruit 86 Chapter 9: Warriors: It’s About the Pace and the Point for Me 89 Meeting the Warrior 90 No Room for Interesting Details 92 A Warrior Is a Wine’s Tannin 94 Part Three: The Balance Chapter 10: Punching Down the Cap: The Pursuit of Balance 99 Finding the Right Balance 100 The Good and Bad of Stress 103 Chapter 11: Punching Down the Expert Style Influence on Me 107 Complementary Versus Contrasting Balance 110 An Expert with a Secondary Romantic (lowest score A column, next-lowest score B column) 111 An Expert with a Secondary Mastermind (lowest score A column, next-lowest score C column) 115 An Expert with a Secondary Warrior (lowest score A column, next-lowest score D column) 119 Extracting Me Worksheet 121 Chapter 12: Punching Down the Romantic Style Influence on Me 123 A Romantic with a Secondary Expert (lowest score B column, second-lowest score A column) 126 A Romantic with a Secondary Mastermind (lowest score B column, second-lowest score C column) 128 A Romantic with a Secondary Warrior (lowest score B column, second-lowest score D column) 131 Extracting Me Worksheet 134 Chapter 13: Punching Down the Mastermind Style Influence on Me 135 A Mastermind with a Secondary Expert (lowest score C column, next-lowest score A column) 138 A Mastermind with a Secondary Romantic (lowest score C column, next-lowest score B column) 142 A Mastermind with a Secondary Warrior (lowest score C column, next-lowest score D column) 143 Extracting Me Worksheet 147 Chapter 14: Punching Down the Warrior Style Influence on Me 149 A Warrior with a Secondary Expert (lowest score D column, next-lowest score A column) 152 A Warrior with a Secondary Romantic (lowest score D column, next-lowest score B column) 154 A Warrior with a Secondary Mastermind (lowest score D column, next-lowest score C column) 157 Extracting Me Worksheet 159 Chapter 15: An Example of Punching Down Your Own Style 161 Analyzing My Assessment 163 Part Four: The Vintage Chapter 16: Veraison: The Evolution of Me 171 A Shift in Perspective 174 Holy !* 176 Identifying Your Veraison 180 Chapter 17: Age-Worthy: Maintaining the Best Me 183 Becoming Better with Age 184 An Endless Appetite for Learning 185 Civil Conversations for Understanding Different Perspectives 189 Aging Well Physically 193 A Plan for Greater Achievement 195 Epilogue: Uncorking Me 197 Extracting Me Worksheet 199 About the Author 209 Index 211

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Book SynopsisProven tools to take your team and yourself to the next level Elite: High Performance Lessons and Habits from a Former Navy SEAL is a practical, no-nonsense guide to elevate your leadership skills and drive your team to their maximum potential. Before you can push your team to the max, you must push yourselfelite teams require elite leaders. This invaluable guide supplies the tools you need to develop effective strategies to motivate, adapt, and overcome. Author Nick Hays combines military training with Harvard education to present a comprehensive program that will unlock the potential in yourself and your team. The business environment has changed dramatically over the last several decades. Volatile market conditions, disruptive innovation, and digital transformations across entire sectors have rendered traditional business methods obsolete. To thrive, businesses must be adaptable, agile, and lean. Policies and procedures may change, but strong leadershiTable of ContentsIntroduction xv Joined the Military xvi Setbacks xviii A Navy SEAL and Beyond xxi Formal Education xxii Carrier Change xxiv Fail Between the Lines xxvi What to Expect xxvii Chapter 1 Remove the Dead Weight 1 Creating a Masterpiece 3 Assets and Liabilities 5 The Backpack 6 Evaluate the Weight 8 Chapter 2 No More Excuses 11 Fall from Perfect 14 Take Action 15 Find Your Optimal Performance 15 Inverted U and Stress Control 16 Find Peace in Admitting Your Fear 18 The Potential of Failure Is Not an Excuse 19 Chapter 3 Take Control of Your Thoughts 21 The Confidence Dial 24 Insecurity 25 Replace Negative Thoughts with Positive Thoughts 27 Put Things into Perspective 28 Levity 30 Make Big Things Small 31 Arrogance 33 Be Confident, Not Arrogant 34 Humility 35 Chapter 4 Be Mentally Tough 39 Climbing High 41 Humble Beginnings 42 A Long Way to Go 43 The Ascent 44 In Over Our Heads 46 Final Stretch 47 Lessons Learned 48 Crawl, Walk, Run 49 Chapter 5 Choosing the Warrior Mentality 53 Marathon Is Half the Word 55 Be Better Today Than Yesterday 59 Almost a Victim 60 Look Forward, not Back 62 My Accelerator Moment 63 Be 1% Better Every Day 63 Chapter 6 Be Self-Aware 67 What Is Your Personality Type? 70 Choleric 72 Sanguine 72 Phlegmatic 73 Melancholic 74 Know Where You’re Coming From 74 Play Well with Others 76 Chapter 7 Surround Yourself with the Right People 79 It Starts with Authenticity 82 Relationships: The Expanding Circle 83 Network: Your Expanding Circle 84 Middle Circle: Personal Board of Advisors 86 Inner Circle: Your Friends 87 In Practice 88 Accept Feedback 91 Start Building 92 Chapter 8 Pursue Mentorship 95 Mistakes Were Made 97 Learning Curve Cost 98 Value of a Mentor 100 Course Correction 101 Choosing a Mentor 102 Let Your Mentor Know 104 Elite Mentors Create Elite Mentors 104 How to Mentor Others 105 Chapter 9 Continually Improve Your Situation 107 The SEAL Delivery Vehicle 109 A Frogman Story 111 Under Pressure 113 Die Fast or Slow 114 Maximize Your Upside, Minimize Your Downside 115 Ownership 117 Lessons Learned 118 Chapter 10 Make Decisions That Produce Good Results 121 OODA Loop 124 Loop versus Loop 125 When to Pivot 126 Train How You Fight 128 The Speed of Your Loop 129 The Quality of Your Loop 130 In Practice 131 Chapter 11 Guard Your Time 133 Social Media 136 In the Workplace 138 Find Your Why 139 Chapter 12 Guard Your Mind 143 Hell Week 145 Not Your Average Joe 147 The Rubber Meets the Road 148 Protect Your Mental Hard Drive 153 Localize Your Data 154 Chapter 13 Whatever It Takes 159 Taking Command of My Life 161 A Very Long Day 163 Be Unbeatable 168 Identifying the Enemy 168 Dealing with the Enemy 169 Focus on the Goal, No Matter What 171 What’s Next? 173 Acknowledgments 175 About the Author 179 Index 181

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Book SynopsisA comprehensive review of the practice and most recent research on coaching Coaching Researched: Using Coaching Psychology to Inform Your Research and Practice brings together in one authoritative volume a collection to the most noteworthy papers from the past 15 years from the journal International Coaching Psychology Review. Firmly grounded in evidence-based practice, the writings are appropriate for the burgeoning number of coaching researchers and practitioners in business, health, and education. The contributors offer a scientific framework to support coaching''s pedagogy and they cover the sub-specialties of the practice including executive, health, and life coaching. The book provides a comparative analysis in order to differentiate coaching from other practices. Comprehensive in scope, the book covers a wide-range of topics including: the nature of coaching, coaching theory, insights from recent research, a review of various coaching methodTable of ContentsForeword: President of the BPS Section 1: The nature of coaching and coaching supervision Chapter 1: Coaching definedJonathan Passmore & Yi-Ling Chapter 2: The state and future of coaching supervisionTkach & DiGiroamo Section 2: Coaching Theory Chapter 3: Does coaching work or are we asking the wrong question?Annette Fillery-Travis & David Lane Chapter 4: A languishing-flourishing model of goal striving and mental health for coaching populationsAnthony M. Grant Chapter 5: Addressing deficit performance through coaching – using motivational interviewing for performance improvement at workJonathan Passmore Chapter 6: Does coaching psychology need the concept of formulation?David A. Lane & Sarah Corrie Chapter 7: An integrated model of goal-focused coaching: An evidence-based framework for teaching and practiceAnthony M. Grant Section 2: Insights from qualitative research Chapter 8: Super-vision, extra-vision or blind faith? A grounded theory study of the efficacy of coaching supervisionJonathan Passmore & Susan McGoldrick Chapter 9: Coaching with emotion: How coaches deal with difficult emotional situationsElaine Cox & Tatiana Bachkirova Chapter 10: Critical moments of clients and coaches: A direct-comparison studyErik de Haan, Colin Bertie, Andrew Day & Charlotte Sills Chapter 11: Differences between critical moments for clients, coaches, and sponsors of coachingErik de Haan & Christiane Nieß Chapter 12: One-to-one coaching as a catalyst for personal development: An Interpretative Phenomenological Analysis of coaching undergraduates at a UK universityNatalie Lancer & Virginia Eatough Section 3: Insights from quantitative research Chapter 13: Evidence-based life coaching for senior high school students: Building hardiness and hopeSuzy Green, Anthony Grant & Jo Rynsaardt Chapter 14: Positive coaching with frontline managers: Enhancing their effectiveness and understanding whyNickolas Yu, Catherine G. Collins, Michael Cavanagh, Kate White & Greg Fairbrother Chapter 15: Evaluating the impact of a peer coaching intervention on well-being amongst psychology undergraduate studentsEmma Short, Gail Kinman & Sarah Baker Chapter 16: A pilot study evaluating strengths-based coaching for primary school students: Enhancing engagement and hopeWendy Madden, Suzy Green & Anthony M. Grant Chapter 17: The quantitative assessment of Motivational Interviewing using Co-Active Life Coaching skills as an intervention for adults struggling with obesityCourtney Newnham-Kanas, Jennifer D. Irwin, Don Morrow & Danielle Battram Section 5: Insights from mixed methods Chapter 18: Coaching as a learning methodology – a mixed methods study in driver development using a randomised controlled trial and thematic analysisJonathan Passmore & Hannah Rehman Chapter 19: Evaluating a coaching and mentoring programme: Challenges and solutionsTatiana Bachkirova, Linet Arthur & Emma Reading Chapter 20: Towards a model of coaching transfer: Operationalising coaching success and the facilitators and barriers to transfer’. Section 6: The future of coaching research

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Book SynopsisRecipient of the NCA Organizational Communication Division's Outstanding Textbook Award 2023A unique textbook for students or professionals across a range of disciplines offering a novel approach to conflict communication Communication for Constructive Workplace Conflict describes how daily human behavior and communication can contribute to collaborative conflict management in any organization. Using the LEARN (Listening, Engaging, Acknowledging, Rapport, and Nurturing) communication framework, this practical textbook explains, analyzes, and critiques a range of individual responses to workplace friction, offers evidence-based communication strategies for effectively managing conflicts, and promotes a philosophy that builds an environment that invites active participation rather than avoidance and silence. Designed for courses teaching organizational communication and conflict management, Communication for Constructive Workplace Conflict draws directly from the author's 25 years of Table of ContentsList of Boxes vii List of Tables ix List of Figures x Preface xi Acknowledgments xix 1 Theoretical Framework – The Social Construction of Conflict 1 Unit One Listen 19 2 Challenges to Effective Listening 21 3 Listening as Reflective Practice 37 Unit Two Engage 55 4 Obstacles to Engaging Conflict 57 5 Changing the Rules of Engagement 81 Unit Three Acknowledge 107 6 The Importance of Belonging and Recognition 109 7 Acknowledging Team Member Contributions 128 Unit Four Rapport (Building) 149 8 Building Relationships and Trust 151 9 Building an Organizational Culture of Forgiveness 175 Unit Five Nurture 193 10 Nurturing through Organizational Conflict Management Systems 195 11 Nurturing Relationships through Online Dispute Resolution, Information and Communication Technologies, and Social Media 211 12 LEARNing to Communicate for Constructive Workplace Conflict 241 Index 259

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Book SynopsisThis Handbook is sure to become a key resource for any researcher or professional looking for the latest and most innovative thinking from around the world on the full range of topics related to training, development, and performance management. Bradford S. Bell, PhD, Cornell University, USA. Editor, Personnel Psychology I wish I could have accessed this book many years ago. Comprehensive and scholarly, the four sections ? training, e-learning, personal and professional development and performance management ? fit well together and address a gap in the literature that has been apparent for some time. The psychological perspective speaks to growing interest in the micro-foundations of strategic success, and the blending together of both formal and informal perspectives on learning in organizations ensures a holistic rather than piecemeal approach to the question of how to build individual knowledge, skills, and competences in organizations. I believe that this book will make a significTable of ContentsAbout the Editors vii About the Contributors ix Foreword xiv Series Preface xv Railway Children xvii 1 The Psychology of Training, Development, and Performance Improvement 1Kurt Kraiger, Jonathan Passmore, Sigmar Malvezzi & Nuno Rebelo dos Santos Section I Training 11 2 The History of Training 13Sigmar Malvezzi 3 Training Needs Analysis at Work 32Rodrigo R. Ferreira, Gardênia da Silva Abbad, and Luciana Mourão 4 Training and Workplace Learning 50Karen Evans and Natasha Kersh 5 Transfer of Socialization 68Alan M. Saks 6 Encouraging Active Learning 92Nina Keith and Christian Wolff 7 The Competencies of Effective Trainers and Teachers 117Darryl Gauld 8 Training Evaluation 136Jonathan Passmore and Maria Joao Velez 9 Knowledge Transfer and Organizational Learning 154Linda Argote Section II E-Learning 171 10 Facilitation in E-Learning 173Annette Towler and Tyree Mitchell 11 Effective Virtual Learning Environments 188Jean-Luc Gurtner 12 Game- and Simulation-Based Approaches to Training 205Rebecca Grossman, Kyle Heyne, and Eduardo Salas Section III Personal and Professional Development in Organizations 225 13 Training and Personal Development 227Kurt Kraiger and Thomas M. Cavanagh 14 The Contribution of Talent Management to Organization Success 247David G. Collings 15 Action Learning: Approaches, Applications, and Outcomes 261Lisa Anderson and Charlotte Coleman 16 Knowledge-Sharing, Cooperation, and Personal Development 278Leonor Pais and Nuno Rebelo dos Santos 17 Using Competences in Employee Development 303Robert A. Roe 18 Personal Development Plan, Career Development, and Training 336Simon Beausaert, Mien Segers, and Therese Grohnert 19 Leadership Development and Organizational Success 354Thomas Garavan, Fergal O’Brien, and Sandra Watson 20 Structured Actions of Intentional Development 398Nuno Rebelo dos Santos and Leonor Pais 21 Informal Learning and Development 419Valéria Vieira de Moraes and Jairo Eduardo Borges-Andrade Section IV Performance Management 437 22 Performance Appraisal and Development 439Jeffrey R. Spence and Patricia L. Baratta 23 Designing Feedback to Achieve Performance Improvement 462Manuel London and Edward M. Mone 24 Using 360-Degree Feedback as a Development Tool 486Clive Fletcher 25 Feedback, Development, and Social Networks 503Piet Van den Bossche, Sara van Waes, and Janine van der Rijt Index 521

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Book SynopsisDemolish roadblocks, take action, and transform your future No matter what is holding you back, Do It offers a proven solution to actualizing the life you long for. Author and renowned mindset specialist, David Nurse, reveals the nine reasons that you don't take action, how to successfully overcome your personal roadblocks, and the secret to achieving remarkable results. The reason you aren't accomplishing your dreams is not because you don't want to; it's because you don't know how to. And the reason you don't know how to is not because you aren't capable or smart enough. It's simply because youand 99% of the populationhave roadblocks you are completely unaware of. Before you can conquer the enemy, you must identify the enemy. Based on extensive research studies, the science of the heart and mind connection, and captivating examples throughout history, Do It reveals the enemy that is holding you backwhat Nurse caTable of ContentsForeword ix Introduction xiii Chapter 1 The Allodoxaphobic 1 Chapter 2 The Burned 23 Chapter 3 The Inopportune 45 Chapter 4 The Blamer 65 Chapter 5 The Test Believer 89 Chapter 6 The Perfectionist 111 Chapter 7 The Scarciest 133 Chapter 8 The Distracted 155 Chapter 9 The Underestimater 177 Conclusion 201 Bibliography 209 Acknowledgments 215 About the Author 217 Index 219

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Book SynopsisDeliver innovative results like clockwork with this repeatable formula for creativity-on-demand Have you ever sat down at your desk with an impossible deadline or an insurmountable obstacle staring you directly in the face and an expectation that you'll come up with a groundbreaking idea and solution? In Breakthrough, you'll find a powerful framework for bringing innovation and creativity to the surface not just once, but on a regular, daily basis. In Breakthrough, bestselling author, acclaimed speaker, and life optimization coach David Nurse provides an actionable and clearly organized structure for maximizing your breakthrough ideas. Breakthrough outlines easy-to-follow steps for outperforming your potential: An accessible blueprintbacked by scientific data and years of case studies with the top athletes, entrepreneurial minds, and leaders throughout the worldto unlocking your creative potential Conclusive proof that Table of ContentsForeword: Jon Gordon ix Foreword: Taylor Kalupa xiii Introduction xxi Chapter 1 Warm Up: The Breakthrough Formula 1 Stop Solving Problems 4 Eliminate Goals 4 Navigate the How 5 Seize the Formula 6 Embrace the Clock 7 Warm-Up Tool: SNAP 9 Chapter 2 Q1: Hearing Who: Breakthrough Confidence 11 Who Are You Hiding? 13 Who Are You Fooling? 21 Who Can Eat You Alive? 27 Whose Opportunity Is This? 37 Breakthrough Confidence Keys 44 Breakthrough Confidence Tool: Hear It from the Source 44 Chapter 3 Q2: Smelling What: Breakthrough Cooperation 47 What Are Your Heroes Doing? 52 What Do You Value Most in Your Team? 60 What Are You Hating On? 71 What Did You Forget? 79 Breakthrough Cooperation Keys 86 Breakthrough Cooperation Tool: Cultural Compass 86 Chapter 4 Halftime! 91 Halftime Tool: Choose Your Second 92 Chapter 5 Q3: Seeing Where: Breakthrough Service 95 Where Is the Challenge? 97 Where Does Asking Get Anyone? 103 Where Should You Show Up? 115 Where’s the Connection? 120 Breakthrough Service Keys 129 Breakthrough Service Tool: Connection Calculator 130 Chapter 6 Q4: Tasting Why: Breakthrough Purpose 133 Why Drive? 134 Why Process? 139 Why Commit? 145 Why Love? 152 Breakthrough Purpose Keys 157 Breakthrough Purpose Tool: The First Bite 157 Chapter 7 Conclusion: Full-Court Press 161 Acknowledgments 167 Index 169

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Book SynopsisProven strategies to build, nurture, and retain world-class talent in a hybrid environment In The Successful Hybrid Team: What the Best Hybrid Teams Know About Culture that Others Don't (But Wish They Did), award-winning diversity and inclusion expert Perrine Farque delivers an eye-opening look into what distinguishes world-class teams from the also-rans. The book explores the permanent changes being made in the modern workplace, how hybrid work is fundamentally changing the nature of teams, and the overwhelming importance of culture in determining performance. The author introduces a four-pillar framework that details what you need to do to hire, lead, and retain a high-performing team in a hybrid world. You'll discover how to create a unified hybrid leadership team, how to build extreme clarity and transparency, how to overcommunicate through digital channels, and how to unify cross-cultural remote teams with cultural awareness. The book also offers: ATable of ContentsIntroduction 1 1 The World of Work Is Changing Faster than Ever Before 7 2 Why a Culture of Belonging Is Key in Hybrid Work 15 3 The Four- Pillar Framework 25 4 Pillar I: Create a Unified Hybrid Leadership Team 31 5 Pillar II: Build Extreme Transparency 85 6 Pillar III: Over communicate Through All Channels 143 7 Pillar IV: Unify Cross- Cultural Hybrid Teams Through Cultural Awareness 203 Appendix 261 Additional Resources 309 Acknowledgements 311 About the Author 313 Index 317

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Book SynopsisMake your workforce happier, healthierand more productivewith strategies from a world-leader in company culture and health In A Cure for the Common Company: A Well-Being Prescription for a Happier, Healthier, and More Resilient Organization, health and well-being expert, Richard Safeer, M.D. delivers a step-by-step roadmap to creating a culture of health on your team and in your company that keeps your people happier and more engaged. In the book, you'll discover the importance of shaping your well-being culture, challenging yourself, your team, and your workforce to live better lives by offering them new tools and methods to do just that. This book discusses: Bulletproof strategies to help leaders build a sound cultural foundation that supports their efforts at changeA path forward that allows organizational leaders to step up and help their employees be the best versions of themselvesTechniques to build a supportive culture that overcomes common obstacles to change, including positive social climates, norms, and peer supports A can't-miss resource for business and human resource leaders at medium- to large-sized organizations, A Cure for the Common Company also belongs on the bookshelves of every professional interested in supporting employee health and well-being.Table of ContentsForeword Preface Acknowledgments Introduction Chapter 1: Inspiration from a Fire Truck: The Case for Building a Well-Being Workplace Culture Chapter 2: Getting Personal: How Our Subcultures Influence Our Well-Being Chapter 3: Best Companies Value Well-Being: Shared Values Chapter 4: Oh, the Weather Outside is Frightful: Social Climate Chapter 5: Norms: All the Cool Kids Are Doing It (or Thinking It) Chapter 6: More than My Love Handles: Culture Connection Points Chapter 7: The Friends and Family Plan: Peer Support Chapter 8: How to Be the Best Boss: Lead with Well-Being Chapter 9: Culture Killers: Watch Out for the Speed Bumps Chapter 10: Counting Culture: Assessing Your Progress Chapter 11: Dinner is Served About the Author(s) Index

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Book SynopsisNetta's practical blueprint for how to implement DEI into an organization will be transformational to leaders and employees alike.Marc Lore, Former CEO of Walmart; NBA Owner, Minnesota Timberwolves; Founder of Telosa A practical hands-on and revolutionary DEI formula for real and lasting change. DEI is an 8-billion dollar industry that is not yet accessing its full potential through real solutions and results. However, through a powerful formula of policies and practices that motivate employees to be more socially and self-aware, The Inclusive Organization is a revolutionary yet practical resource for individuals at any stage of their career. Jenkins discusses human behavior, workplace psychology, and shares her DEI-tested framework for success. You'll read about: The how of DEI implementation with actionable stepsCreating your own customized DEI roadmap with worksheet examples and toolkitsStories and firsthand observations that bring to life important concepts Many employees across all levels and organizations are looking to drive actionable impact, but unfortunately lack the knowledge and support in doing so. This book will help any organization improve their DEI initiatives and create the sustainable and scalable change employees want to see within their workplace. Readers will be able to utilize worksheet examples and toolkits out of this book to build their own DEI roadmap.The Inclusive Organizationis a must-read for any workplace committed to real and lasting change.Trade ReviewPraise for The Inclusive Organization “Having built several startups from the ground up and leading organizations at the world’s largest companies, I’ve seen firsthand the role diversity plays in a company’s overall success. Netta’s practical blueprint for how to implement DEI into an organization will be transformational to leaders and employees alike.” — Marc Lore, Former CEO of Walmart; NBA Owner, Minnesota Timberwolves; Founder of Telosa “Diversity and inclusion is essential to every organization, and getting it right requires a thoughtful, strategic plan that is backed up by meaningful actions. I've seen firsthand the impact that Netta's action-based approach can have within a company, and what we've been able to accomplish as an organization because of that strategy. For any leader looking to implement a meaningful DEI program within their organization – this is for you.” — Gary Hoberman, Former CIO of MetLife; CEO, Unqork “Every company is looking for a way to gain an edge and create an incredible working environment for producing results - diversity is one of the most sophisticated and vital ways to sustain success for the long-term. Netta not only has a deep expertise in how companies can be truly transformative and lead the path with diversity; she has written a must-read primer for every business leader regardless of role, industry or stage your company currently operates.” — Tim Allen, CEO, Care.com “Netta Jenkins has an established track record of providing organizations with effective strategies that lead to cultural change within the workplace. Her new book not only offers suggestions for action, but is also future thinking and filled with hope for how we can move beyond The Great Divergence together.” — Jeannette E. Riley, Ph.D. Dean, College of Arts & Sciences, University of Rhode Island “Creating culture, making diversity part of our integral values, and creating space so everyone is seen and heard is the heart of a community. The Fyli Tribe absolutely supports and values the work Netta Jenkins does as she elevates leaders and teams to come together with suitable solutions to implement positive change and impact.” — Jaclynn Brennan, CEO of Fyli Tribe "Netta Jenkins is a phenomenal and transformative leader who has changed the quality of professional spaces for BIPOC folks. Her book shines light on the candid conversations that are necessary to start the process of creating safe spaces for minorities in the workplace." — Lexi B, Founder, Sista Circle: Black Women in TechTable of ContentsIntroduction ix Chapter 1 Decoding Human Behavior 1 Chapter 2 Who Let the Dogs Out? 21 Chapter 3 Franchising the Framework 43 Chapter 4 The Most Underrated Leader 67 Chapter 5 Sustainable Learning: Upgrading Your Learning and Development—MapQuest Directions to Google Maps 85 Chapter 6 Are Your Policies Powerful or Powerless? 109 Chapter 7 Diversity Recruiting 127 Chapter 8 Employee Resource Strategy Groups 157 Chapter 9 Impactful Layoffs 177 Chapter 10 Don't Retire Yet 195 Acknowledgments 207 About the Author 209 Index 211

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Book SynopsisA non-biased, grounded, and practical approach to employee engagement For managers and business leaders who want to enhance performance, this easy-to-use guide to employee management offers real solutions for getting workers engaged and increasing productivity.Trade Review"An interesting take on engagement in tough economic time…the case studies, practical advice and research make for a compelling resource for HR teams and would give an influential argument to unenlightened managers." (HR Magazine) "This book is designed as a resource for those seeking to unlock the potential of talent through employee engagement. It provides a valuable, up-to-date summary of work in this territory, organised around sensible questions. It comes complete with case studies and boxes of practical tips for action. The drive for employee engagement is placed firmly in the 'need to do now' box for successful organisations." (People Management) "This book is very readable and comprehensive...for the many HR practitioners and managers out there suffering from information overload, it may well be the only book they need to read in this area." (HR Zone) "…neat, well written book….It provides a valuable, up-to-date summary of work in this territory, organised around sensible questions. It comes complete with case studies and boxes of practical tips for action." (Public Net) "Practical guidance and interesting case studies." (CPO Agenda, October 2012)Table of ContentsForeword vii Introduction 1 1 What is engagement – and why does it matter?5 2 Why is engagement so elusive? 27 3 What drives engagement? 55 4 Do you know how engaged your people are right now? 87 5 So what are your employees telling you? 115 6 Getting beyond analysis and into action 133 7 Roadblocks to creating an engaged workforce 155 8 Building a culture of engagement 177 9 Engaging managers 205 10 Engagement in tough times 231 11 Finding meaning, growth and engagement 265 Annex 1: Comparison of the employee engagement model and other views of engagement drivers 303 Annex 2: Engagement model and action areas 307 Bibliography 309 Index 321

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Book SynopsisFind deeper fulfillment and success in your life and work In She Believed She Could, expert business consultant, international speaker and podcaster Allison Walsh delivers a practical and hands-on guide to evolving into the person you want to be. Allison draws from her expertise in positive psychology, the science of happiness, wellbeing, and success, pouring her wisdom and advice into every story, strategy, and suggestion. You''ll learn actionable tools to elevate your mindset, enhance your confidence and create a clear success plan for your future. In the book, you''ll find: Strategies and frameworks that will help you show up, shine bright and create abundant success Ways to give yourself permission to thrive, flourish, and optimize your potential every single day How to tame your inner critic and overcome imposter syndrome How to leverage your personal brand and enhance your earning potential and opportunities<Table of ContentsPreface xiii Part I Show Up 1 Chapter 1 Optimize Your Potential: You’ve Already Got What It Takes 3 Chapter 2 Own It: Embrace Who You Are 15 Chapter 3 Let Go to Grow: Release What’s Holding You Back 33 Part II Shine Bright 47 Chapter 4 Master Your Mindset: Confidence Is Your Key to Success 49 Chapter 5 A Checkup from the Neck Up: Take Care of Yourself 71 Chapter 6 Relationships Matter: It Takes a Village 87 Part III Achieve Abundant Success 109 Chapter 7 Get Strategic: Set and Achieve Meaningful Goals 111 Chapter 8 Your Success Routine: Master Your Time Management Skills 135 Chapter 9 Build Your Brand: Your Story Is Your Superpower 155 Chapter 10 Embrace Your Evolution: When to Lean into New Opportunities 175 Acknowledgments 193 About the Author 197 Index 199

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Book SynopsisUnlock the power of mentorship in your journey to success in this practical and inspiring guideWhat is a mentor? Why is having a mentor crucial to success? Or how do you make sure that you''re a good mentor? InMentorship Unlocked: The Science and Art of Setting Yourself Up for Success, veteran entrepreneur and innovator Janice Omadeke delivers an insightful discussionof mentorship, including what it is, how to find a qualified mentor, and how to make mentorship work for you. In the book, she explores the mentorship advice that helped her start a groundbreaking company after studying entrepreneurship and strategic management at MIT and Harvard.You'll find practical steps you can take to build your own plan for finding the right mentor for you, or for becoming someone else's trusted advisor.You'll also discover: Compelling personal anecdotes and quotes from the author's own mentors that shed

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Book SynopsisTackle racial bias and discrimination at your company and create a representative and diverse leadership team In Inclusion Revolution: The Essential Guide to Dismantling Racial Inequity in the Workplace, workplace strategist and C-suite executive Daisy Auger-Domínguez delivers a timely, inspirational, and practical exploration of why mainstream efforts at diversity improvement tend to fail and what you can do today to successfully create a diverse and representative leadership team at your company. In the book, the author explains her four-step process of reflection, visualization, action, and persistence, and walks you through how to use research-based strategies to promote diversity. This hands-on toolkit for leaders and people professionals will show you how to: Achieve the benefitsincluding higher revenues and more satisfied employeesenjoyed by high-performing, diverse companies Fruitfully address the complex and fraught issues o

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Book SynopsisTheo Smith is a VP of a HR tech start-up Zinc.Work, and previously, the Recruitment Manager at NICE (The National Institute for Health and Care Excellence). Based in the UK, he was selected to be part of the Resourcing Leaders 100 (RL100), Europe's leading network of resourcing leaders. Prior to this he was the Resourcing Manager at TMP Worldwide UK, now part of PeopleScout. He is also the host of several podcasts including 'Neurodiversity - Eliminating Kryptonite & Enabling Superheroes'.Professor Amanda Kirby is the Founder and CEO of Do-IT Solutions, a tech for good company specialising in neurodiversity screening tools. She has more than 25 years' experience working in the field of neurodiversity, publishing more than 100 research papers, and is internationally recognized for her work with 1000s of families and neurodivergent adults. She is also a medical doctor. Based in the UK, she advises Department of Work and Pensions on Neurodiversity as well as being an emeritusTrade Review"A book that will enable you to think differently about people who.... think differently. An incredibly insightful read that perfectly brings together why organizations should value neurodiverse talent and how they can best provide an environment for that talent to shine. It takes you on an incredible journey from understanding why neurodiversity is important, all the way to the successes that organizations can hope for - stopping off on the way to deliver impactful, practical and real-life advice for anyone whose role it is to hire, develop or retain talent." * Alan Walker, Co-founder of Udder & ChatTalent. #HRTech Consulting and Advisory - the Udder way *"The book is packed with great case studies, examples and important messaging to take away, plus incredible insights and explanations of the spiky profiles we all have (some more than others). In the authors' words: "True change requires commitment - sustained and anticipatory" - this book will help any reader on that journey - it's one of the most detailed texts I have encountered on the subject." * Jean Hewitt, Senior Inclusive Design Consultant, BuroHappold Engineering *"Neurodiversity at Work is a compelling look into how we can leverage neurodiversity strengths into our workplace. It is truly an inspiring must-read for all as it provides practical ways for inclusivity of neurodiversity to drive innovation and growth!" * Christine Ramsay, CDP (Certified Diversity Professional), Founder and CEO of Ignite Inclusion, LLC *"Neurodiversity is an important area of DE & I, that has only really come into our conscience over the last few years. We know this impacts a wide range of people either in the workforce or finding insurmountable challenges to get in it. I applaud both authors for their honesty in sharing their own lived experience of work, and for collecting so many stories to share. This is a real almanac for making difference. Reading over, let the hard work start." * Bill Boorman, Strategic Advisor, #Tru Founder, Rebel Rouser *"Neurodiversity is one of the most important and untapped opportunities in business today. This book clearly explains the issue and honours the necessity to pay close attention to every employee's individual needs and leverage people's extra special capabilities in unique and powerful ways." * Josh Bersin, Principal and Founder, Deloitte Consulting LLP *"I want to give huge credit to Amanda Kirby and Theo Smith who have brought their whole selves, personal and professional, to create an up-to-date guide on neurodiversity in the workplace. They provide a comprehensive review the current perspectives of the neurodiversity paradigm, good practice in the workplace and real-world examples of innovative programmes and strategies. There is no such thing as a 'Degree in Neurodiversity' for HR / D&I Professionals, but for anyone looking to expand their knowledge in this field, this book is as close as you are going to get to it!" * Aidan Healy, Chief Executive Officer, Lexxic *Table of Contents Chapter - 00: Introduction; Chapter - 01: Why neurodiversity is important; Chapter - 02: Labels - What do they mean?; Chapter - 03: Categories and spiky profiles; Chapter - 04: Eliminating kryptonite and enabling superheroes; Chapter - 05: Pre-employment - The lost demographics; Chapter - 06: Policies and procedures - What's the legal stuff all about?; Chapter - 07: How can employers attract neurodiverse talent in recruitment?; Chapter - 08: Apprenticeships, internships, work placements and hiring schemes; Chapter - 09: Interviews and assessments; Chapter - 10: Making workplace adjustments; Chapter - 11: Induction and onboarding; Chapter - 12: Line management means having good conversations; Chapter - 13: Everyday meetings, conferences and seminars - Planning to be neuro-inclusive; Chapter - 14: Champions, staff networks and communities - How to succeed in being an inclusive workplace; Chapter - 15: Future workspaces and workplaces; Chapter - 16: Next Steps! Inclusion, equity and diversity = belonging - No one fits into one neat box; Chapter - 17: Appendix; Chapter - 18: Glossary

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Book SynopsisProfessor Sir Cary Cooper is the President of the Chartered Institute of Personnel and Development (CIPD) and 50th Anniversary Professor of Organizational Psychology and Health at the ALLIANCE Manchester Business School, University of Manchester, UK. Based in Macclesfield, UK, he is also the Chair of the National Forum for Health and Wellbeing at Work.Ian Hesketh is the Health and Wellbeing Lead for the UK College of Policing and Support for the National Forum for Health and Wellbeing at Work, University of Manchester. Based in Blackpool, UK he is an Honorary Researcher at Lancaster University Management School and a Visiting Fellow at the Open UniversityTrade Review"The case to learn the lessons from the pandemic is simple: happier, healthier, staff lead to a more productive workforce. This book provides exceptional insight and practical guidance for all managers who want to create better conditions for their employees in the changing world of work." * Andy Burnham, Mayor of Greater Manchester *"Containing excellent practical advice from a diverse range of companies, this is a must-read book for anyone who wants to emerge out of this crisis with new ideas that enable their business to be stronger and their employees to enjoy more good days at work. A seminal book that will shape the future of work." * Philip Chin, President Europe, Publicis Health *"Context and examples from the Covid-19 pandemic provide valuable insights for any organization managing the current crisis or preparing for the future." * Richard Heron, Chief Medical Officer and Vice-President Health and Wellbeing, BP *Table of Contents Chapter - 00: Introduction; Chapter - 01: Before the outbreak; Chapter - 02: Lockdown hits the UK; Chapter - 03: Policing the Covid-19 pandemic; Chapter - 04: Fujitsu - Information technology and the Covid-19 pandemic; Chapter - 05: Consultancy - The elusive origin of strength in a crisis; Chapter - 06: Universities - Blurring edges – leading teams and institutions in Covid-19; Chapter - 07: NHS Employers - The National Health Service and the Covid-19 pandemic; Chapter - 08: Microsoft - Managing wellbeing in a crisis – a Microsoft view; Chapter - 09: Construction - Maintaining the health and wellbeing of Mace colleagues throughout Covid-19; Chapter - 10: The CIPD’S pandemic response – supporting our organization and the people practitioners and communities we serve; Chapter - 11: Reflections on the coronavirus pandemic at Rolls-Royce – one year in; Chapter - 12: John Lewis Partnership - Managing wellbeing in a crisis; Chapter - 13: Real estate and the Covid-19 pandemic; Chapter - 14: Legal sector and the Covid-19 pandemic; Chapter - 15: Professional services: Mind the manager wellbeing gap; Chapter - 16: Health - Impact of Covid on the older worker – an early view; Chapter - 17: Concluding remarks;

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Book SynopsisNigel Paine is a change-focused leader with a worldwide reputation and extensive experience in leadership and consultancy. Based in London, UK, he runs his own consultancy which focuses on leadership, creativity, innovation and e-learning, working with companies in Europe, Brazil, Australia and the US. A former Head of Training and Development at BBC, he is now 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. He presents a monthly TV programme, Learning Now TV, co-presents From Scratch podcast and regularly writes articles for magazines and journals about development, technology and leadership.Trade Review"I have been involved with hundreds of organizations since the COVID-19 pandemic and it is clear to me that learning is crucial for their survival, but also to build their resilience. I love this book. it has really become the standard text on building learning cultures in organizations. The first edition was good, but this second edition is even better. Highly recommended." * Elliott Masie, Chair, The Learning COLLABORATIVE and CEO, The MASIE Center *"If you want to help your organization become more agile, resilient and responsive in these volatile, uncertain, changing and ambiguous times, then this book is an essential read, not just for L&D professionals but for anyone who is committed to supporting continuous improvement. The book sets out the context and practical steps required to facilitate the emergence of a learning culture in an organizational context and has been my go-to guide and source of inspiration. The book is a treasure trove, packed full of practical advice, tools and case studies to help you on your journey towards a learning culture. Nigel shares his vast experience, research and practical knowledge to help you on that journey, and it is a journey of self-discovery for all concerned, but a journey well worth investing in." * Mike Bedford, L&D Professional and Host of the Well&D Podcast *"An authoritative, comprehensive, contemporary guide to learning culture, brought to life with real case studies. An essential resource for today's HR and L&D professionals and business leaders." * Michelle Ockers, Founder & Chief Learning Strategist, Learning Uncut *"In Workplace Learning Nigel helps us to understand what a 'Learning Culture' really is, the rationale, the benefits of it, and how to build one. Nigel's honesty and opinions shine forth combined beautifully with research, as well as his thousands and thousands of hours working with individuals, organizations and institutions globally. Nigel's examples and metaphors paint a clear picture of what is achievable when we step back from what we think we know and trust each other, and the power of unlearning what we think we know. A very easy read while being a must-read for anyone who works in Learning & Development, as well as anyone in a leadership or aspiring leadership role who wants to create a truly effective organization of people." * Dr Celine Mullins, Founder and CEO, Adaptas Training *"Once again Nigel has put together a book that is both thorough and timely for the role L&D and learning culture must play in the future workplace. Through case studies, comprehensive research and thought leadership, Nigel has created a must-have resource for every Learning leader offering valuable insights and analysis of learning culture, and its role in the success of organizations of tomorrow." * Serena Gonsalves-Fersch, Global Head, SWO Academy *"I enjoyed the broad scope of Workplace Learning. It goes back to trace the origins of organizational learning and it goes around the world to seek out great examples. It is a book with authority and presence, and is the clearest explanation that I have read as to why a learning culture is more important in this turbulent and uncertain world than it has ever been. I believe passionately in this idea and have proved that it works. And if this book can help spread that message, then I am delighted to endorse it." * Garry Ridge, CEO and Chairman, WD40 Company *"Nigel Paine takes a systems approach to learning, which makes his recommendations eminently more likely to work for you. He has greatly updated what was already a perfect book by adding new case studies and an added comprehensive analysis of learning culture. Nigel is one of the great research translators. Certainly one of the top ones I refer to almost daily. He takes complex and sophisticated research studies and boils them down into readable, actionable prescriptions. Don't hire high-priced consultants. Just buy this incredibly valuable resource." * Matthew S. Richter, President of The Thiagi Group, Co-Founder and Director of The Learning Development Accelerator *"Nigel Paine's Workplace Learning will become one of the most valued, referenced and quoted business books of the 21stcentury! COVID-19 has forced us into "figuring out" how to create a successful Corporate Culture. This must include continuous & innovative learning embedded in the daily workflow of all employees (who are now self-determined learners). This book includes it all - defining corporate culture, learning organizations -who's really "in charge", the L&D's "greats" (i.e. Senge, The Fifth Discipline), as well as illustrating how it can be done! The Skills of the Future are needed today and this is the book to help you figure out how to engage, educate & empower your workforce!" * Sharon Claffey Kaliouby, VP Strategic Alliances at Learning Pool *"Paine takes the reader through the rigorous journey of defining a learning organization and culture all while providing strategies and concrete case examples. The L&D world is currently experiencing one of the single-most significant tests of organizational learning and their learning culture, making Workplace Learning a must-read for any learning leaders with a stake in creating organizational learning cultures." * Matt Donovan, Chief Learning and Innovation Officer, GP Strategies *Table of Contents Chapter - 00: Introduction; Section - ONE: Exploring the concepts of learning culture and learning organization; Chapter - 01: What is a learning culture?; Chapter - 02: Where did learning culture come from?; Chapter - 03: Senge and The Fifth Discipline; Chapter - 04: Bob Garratt and The Learning Organization; Chapter - 05: What are the core components of a learning culture?; Section - TWO: Case studies - Learning culture in action; Chapter - 06: Lubricating learning - A case study of the WD-40 Company; Chapter - 07: Taking the medicine - Novartis and curiosity; Chapter - 08: happy Ltd and HT2 - Learning culture in action; Chapter - 09: Dressing up a learning culture - Cotton On Group; Section - THREE: Building a learning culture - A gyroscope for organizational effectiveness; Chapter - 10: Work and learning; Chapter - 11: Why technology is an essential component of a learning culture; Chapter - 12: What are the essential components of a learning culture?

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Book SynopsisPeter Clough is former Head of Psychology at Hull University, UK. Based in East Yorkshire, UK, he is recognised as a leading applied academic authority in this field.Doug Strycharczyk, based in Chester, UK, is MD for AQR, an organisation which has been instrumental in most of the pilots which lead to the adoption of mental toughness in new sectors.John Perry is Lecturer in Sport and Exercise Psychology at the University of Limerick, Republic of Ireland, and was formerly Head of Psychology at Mary Immaculate College.Trade Review"The book reveals that our level of mental resilience is not something that is decided upon at birth; it can be improved over the course of an individual's life. There are many practical strategies for building mental resilience and I have recommended the utilization of Mental Toughness as a main assessment tool for candidate selection and filtration for leadership development programs. For anyone who seeks a genuine change in his life or others' lives; this is the starting point!" * Aisha Al Suwaidi, CEO - HR Policies Sector Federal Authority for Government Human Resources (FAHR) – UAE *"As a major contribution to understanding what makes us resilient, purposeful and effective in our everyday lives, this book remains highly relevant to meeting the unprecedented challenges we face today. Offering a unique blend of deep and rigorous inquiry, enriched with compelling evidence and human insight, it is a must read for anyone concerned with optimizing human effort, workforce wellbeing and organizational success." * Dr Neil Wooding, People Group Director, UK Ministry of Justice *"MTQ is the new science of resilience and mental toughness, testing our teams and supporting them in their growth continues to be pivotal for their success and ours. This is an essential tool for leaders looking to identify, support and escalate talent growth across their teams and organizations." * Andrew Stotter-Brooks, Vice President Learning and Development, Etihad Aviation Group *"In their 3rd Edition of Developing Mental Toughness, the authors have taken their decades-long investigation into defining, describing and developing mental toughness to the next level. Thoughtfully updated for the third decade of the 21st century, it includes new assessment tools such as the MTQ Plus, deeper explanations of the critical components of mental toughness, updated case studies, and hints toward the direction of future developments in mental toughness with the leveraging of the latest technologies and digital applications. As a former special operations military officer, professional educator and mental toughness practitioner, this edition becomes my new cornerstone reference." * Daniel C. Daoust, LTC (Ret.), Director, Norwich Pro, The College of Graduate and Continuing Studies, Norwich University, USA *"Many books will make a reader smarter, or better informed. This is one of the few that will make the reader much wiser. A very useful addition to any manager's library." * Neil Scales OBE, Director-General, Department of Transport and Main Roads, Queensland, Australia *"As a Mental Toughness Coach, I find that having the self-awareness of your own mental toughness and of others around you, can enhance both personal development and leadership skills. This is a great and informative update for those seeking to better understand themselves and the application of Mental Toughness." * Lucy Julian, Qualified Mental Toughness Coach and Member of the International Mental Toughness R&D Advisory Board, who is also a Director at Deloitte AG *"This book provides an excellent introduction to an increasingly relevant concept. Strycharczyk, Clough and Perry debunk misleading myths and explain the evidence base in accessible and engaging ways. This is a 'must-read' for applied Psychologists and for professionals from Human Resources, Organisational Development and Sports Performance domains. For the lay-reader, it provides an excellent toolkit for helping both 'the tough' and 'the sensitive' deal with the constantly shifting challenges of life in the 21st century." * Professor Fiona Earle, Director, Centre for Human Factors, University of Hull *"Developing Mental Toughness is a must-read for psychology practitioners, HR professionals, coaches and anyone working in a development related field. The model can be applied in any formal and informal setting, and the case studies are very useful and relatable. Since 2020, this topic has become very important, as developing mental toughness is crucial to being able to cope in the current global climate." * Dr Alia Serkal, Head of People Learning & Growth, Du Telecom, UAE *"This revised edition presents the detail behind the beautifully simple yet scientific and academically proven Mental Toughness concepts. This book helps us to understand something which has been hard to do until now - self-awareness about how we approach things mentally when events occur to us or around us - and what that means for our performance our wellbeing and our ability to thrive in a VUCA world." * Jason Wyatt, Global Aftersales Training Manager, JCB, UK *"For over 21 years we have scoured the world to bring our clients the very best Organisational Development programmes possible. The Mental Toughness tool immediately stood out for its robustness, ability to measure, practicality and, most importantly, ability to develop and support individuals and teams across the broad spectrum of organizations we work with in Australia." * Dean Gale, Managing Director, Phuel, Australia *Table of Contents Chapter - 01: Introduction; Chapter - 02: The importance of stress; Chapter - 03: Developing the model and the MTQ48; Chapter - 04: Mental toughness and the MTQ48 measure; Chapter - 05: Control; Chapter - 06: Commitment; Chapter - 07: Challenge; Chapter - 08: Confidence; Chapter - 09: Mental toughness and its relationships with other important models – Mindset, positive psychology and emotional intelligence; Chapter - 10: Decision making; Chapter - 11: Mental toughness and fatigue – The impact of mental toughness on the development of fatigue; Chapter - 12: Mental toughness and the world of work (1) – Stress, motivation, leadership, coaching and teamworking; Chapter - 13: Mental toughness and the world of work (2) – Assessment and development, and talent management; Chapter - 14: Employability – A key issue for the 21st-century employer and employee; Chapter - 15: Using the MTQ48 measure to improve self awareness; Chapter - 16: Mental toughness and the world of education and the development of young people; Chapter - 17: Mental toughness in sport; Chapter - 18: Mental toughness and its link to the social and health sectors; Chapter - 19: Can mental toughness be developed? – The practitioner’s and psychologist’s perspectives; Chapter - 20: Using the mental toughness model and the MTQ48 in coaching and mentoring; Chapter - 21: Positive thinking; Chapter - 22: Visualization; Chapter - 23: Anxiety control and relaxation – A physiotherapist’s perspective; Chapter - 24: Attentional control; Chapter - 25: Goal setting; Chapter - 26: Research and evidence-based practice using the MTQ48

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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 21 languages. Based in London, he is managing partner of e-reward and was previously a chief examiner of the Chartered Institute of Personnel and Development (CIPD). He is the author of a number of other books on HR published by Kogan Page including Armstrong's Handbook of Performance Management and Armstrong's Handbook of Strategic Human Resource Management. Trade Review"This book is both thought-provoking and academically astute; it explores various emerging areas within learning and development concisely and clearly. Armstrong is able to bring theory to life, helping readers to develop their own understanding of critical HR practice." * Rebecca Huws, Human Resources Lecture/ CIPD Programme Lead, Cardiff and Vale College *"Armstrong's Handbook of Learning and Development offers an excellent overview of topics related to learning, knowledge and skills formation in the context of organizational behaviour. A valuable resource for management students and practitioners." * Giorgos Gouzoulis, Assistant Professor in HRM & Future of Work, University of Bristol, School of Management *"This new book on Learning and Development is ideal for my module on this topic. I am delighted to see that Armstrong's book includes a whole chapter on Individual learning, including self-directed and lifelong learning. I particularly liked the link of chapters to each other, and their relevance to current organizational learning and practices. This is a great book, useful, relevant, topical and well written. I will certainly add it to my reading list." * Dr Angela Mansi, Senior Lecturer MAHRM Westminster Business School, University of Westminster *Table of Contents Chapter - 00: Introduction; Section - ONE: Fundamentals of learning and development; Chapter - 01: The basis of learning and development; Chapter - 02: The context of learning and development; Chapter - 03: Learning culture; Chapter - 04: Organizational learning and the learning organization; Chapter - 05: Individual learning; Chapter - 06: Learning and development strategy; Chapter - 07: The contribution of learning and development to organizational performance; Chapter - 08: Learning analytics; Section - TWO: The responsibility for learning and development; Chapter - 09: The role of the learning and development function; Chapter - 10: The role of the line manager; Section - THREE: The process of learning; Chapter - 11: The nature of learning; Chapter - 12: Approaches to learning and development; Chapter - 13: Learning and development techniques; Section - FOUR: Areas of learning; Chapter - 14: Workplace learning; Chapter - 15: Social learning; Chapter - 16: Digital learning; Chapter - 17: Training; Section - FIVE: Planning and delivering learning events; Chapter - 18: Identifying learning needs; Chapter - 19: Planning learning events; Chapter - 20: Managing learning events; Chapter - 21: Transferring learning; Chapter - 22: Evaluating learning events; Section - SIX: Aspects of learning and development; Chapter - 23: Leadership and management development; Chapter - 24: Sales training; Chapter - 25: Apprenticeships; Section - SEVEN: Conclusion; Chapter - 26: Learning and development trends and issues

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Book SynopsisEric Parsloe was an experienced international executive coach-mentor, one of the founders of the European Mentoring and Coaching Council and founder of The OCM. He was also a member of the International Coaching Federation and the CIPD coaching and mentoring faculty.Melville Leedham is an associate lecturer at The University of Northampton. Based in Northumberland, UK, he runs his own coach-mentoring business and also trains, supervises and assesses other coaches.Diane Newell is the Managing Director of OCM Discovery at The OCM, based in Oxford, UK, offering consultancy and coaching to individuals and teams to support their strategic aims.Trade Review"Diane and the OCM team have compiled and curated an absolute treasure trove of ideas, insights and refreshing illuminations of the essential toolkits and strategies of Coaching & Mentoring. This book will be a powerful resource for anyone wanting to raise their game as a coach or for leaders thinking through how best to implement coaching and mentoring to drive performance and shape culture." * Stephen Parker, Chief Human Resources Officer & Partner, Kearney *"A classic general introduction to coaching and mentoring." * David Clutterbuck, Coaching pioneer and co-founder European Mentoring and Coaching Council *"Eric Parsloe was a great early developer of Coaching in the UK and it is good to see his pioneering work carried forward by Ed Parsloe (his son) and by Diane Newell in this book." * Professor Peter Hawkins, Global thought leader and author *Table of Contents Chapter - 01: Introduction to this edition of Coaching and Mentoring; Section - PART ONE: The purpose, nature and practice of coaching and mentoring; Chapter - 02: Coaching – what the research says; Chapter - 03: Learning and adaptability; Chapter - 04: The core skills; Chapter - 05: The toolkit chapter; Chapter - 06: Awareness of individual differences; Chapter - 07: Supervision for coach or mentor; Chapter - 08: Stories of coaching and mentoring; Section - PART TWO: How to effectively implement coaching and mentoring in organizations; Chapter - 09: Why invest in coaching and mentoring? What and where is the need?; Chapter - 10: Coaching and mentoring: what they are and how they are used in organizations; Chapter - 11: Implementing coaching and mentoring; Chapter - 12: Roles and responsibilities in coaching and mentoring; Chapter - 13: Supervision in practice; Chapter - 14: Coaching the team; Chapter - 15: Coaching and mentoring in the system and the impact of culture; Chapter - 16: What’s next?; Chapter - 17: References; Chapter - 18: Appendix: Professional governing bodies;

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Book SynopsisPeter Cheese is Chief Executive of the Chartered Institute of Personnel and Development (CIPD), the professional body for HR and people development. He is also Chair of the What Works Centre for Wellbeing. Based in London, UK, he writes and speaks widely on the themes of the future of work, and engages with politicians, policy makers, academics, business leaders and leaders in the people profession. Prior to the CIPD, he was Chair of the Institute of Leadership and Management after a long career at Accenture where he led the global consulting practice in people and organisation.Trade Review"Few people have thought so long and hard about the future of work as Peter Cheese. His book offers a timely and comprehensive guide to the forces that will shape the work of tomorrow and lays down the challenge to all of us to help create a good work future." * Matthew Taylor, CEO, RSA, and author of the Taylor Review of Modern Working Practices *"Peter's considerable experience in the world of HR makes this book on the future of the workplace and workforce a must read." * Lord Mark Price, former MD of Waitrose, Founder of Engaging Business and WorkL, and Chairman of Fair Trade UK, Member of the House of Lords *"Peter Cheese's unique perch offers readers a thoughtful perspective on the changing world of work. His observations are astute; his predictions compelling; and recommendations impactful. With his insights, business and HR leaders will discover opportunity as they harness the uncertainty ahead." * Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan, Partner, The RBL Group *"As a passionate advocate of equality in the Workplace, it is fantastic to see this book talk about the future of work and the challenges and the opportunities it will present. Everyone in business should read this. It opened my eyes to the future we all face." * Baroness Ruby McGregor-Smith, former CEO of Mitie Group, President of the British Chambers of Commerce, Member of the House of Lords *"Never has the pace of change in the world been so rapid. And while we can't be certain of the future, as Peter Cheese sets out in this book, we can shape it. The New World of Work is a compelling narrative of the factors at play and the principles at stake, and is a "must" read for policy makers, business people, educators, indeed for all of us, as it touches the heart of humanity and the skills we will all need to adapt and prosper in the future." * Sir Peter Estlin Former Lord Mayor of the City of London *"For anyone wanting to better understand and glean valuable insights into the future of work and its drivers, challenges and opportunities, this book hits the target. Importantly, it also offers a set of principles to help guide us to a better future of work." * Professor Chris Warhurst, Director of the Institute for Employment Research, Warwick University *"At a time of huge dislocation in the world of work this books provides context and ideas about how we adapt and adopt a new approach to work, workforce and workplace - a useful blueprint for all those working in an ambiguous time." * Helen Cook, Chief HR Officer, NatWest Group *"When someone with great leadership experience is generous enough to share his wisdom and knowledge with others, it provides a short cut for the rest of us in finding solutions to the complex challenges we face. Peter has been more than generous in this book. However, Peter does more than be generous. Peter shows the reader how to navigate through choppy seas whilst maintaining our integrity, our compassion and our sense of responsibility for leaving the world of work a better place for the next generation. It's a "must read" book for all who are bothered about being trustworthy leaders."" * Professor Veronica Hope Hailey, Director of Policy and Research, The Forward Institute, Professor Emeritus of Management Studies, University of Bath. *"Good work is central to fulfilled personal lives and successful organisations. Peter sets out the rationale for change along with practical insights to secure improved individual and organisational wellbeing." * Anne Sharp CBE, CEO Lincolns Inn and former CEO Acas *"Peter is a leader on Human Resources, CEO of the Chartered Institute of Personnel and Development, and Chair of the What Works Centre: What Works Wellbeing, He knows a great deal about people and work. Human capital and organisation are his passion, and he is a highly respected and recognised consultant, speaker and writer in the field. Writing this book in a Covid-engulfed world, he discusses major shifts in technology, globalisation, geopolitics, education and training, all amid economic uncertainty. The volatility and ambiguity of our current world is made clear. We are at the point of new era and this book helps us to understand what should guide us for the future." * Professor Dame Carol Black, former President of Royal College of Physicians, Principal of Newnham College Cambridge, senior government advisor on health and wellbeing *Table of Contents Chapter - 01: A new era of work; Chapter - 02: Economics and the economy; Chapter - 03: Globalization and geopolitics; Chapter - 04: Social and demographic change; Chapter - 05: Technology: Automation, AI and beyond; Chapter - 06: Education and learning; Chapter - 07: Focusing on the right things; Chapter - 08: Building responsible business; Chapter - 09: Leadership for the future; Chapter - 10: People strategy at the heart of business strategy; Chapter - 11: Good work as a goal; Chapter - 12: The agile learning organization; Chapter - 13: Wellbeing as an outcome; Chapter - 14: #WTF - What’s the future?;

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