Personnel and human resources Books

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

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

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

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

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

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

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

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

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

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

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Book SynopsisThis book guides human resource managers and professionals on how to manage organizations and its employees through bankruptcy and organizational change. While many books on bankruptcy are written from the perspective of bankruptcy attorneys and bankers, this book focuses on the employee communication and organizational aspects of bankruptcy from an HR and C-Suite perspective. It provides a deep understanding of the impact of bankruptcy on organizations and how to manage communication and employee engagement during this transition. The book also provides valuable and practical checklists and templates for employee communiqués, frequently asked questions, and preparing court-ordered information.Table of ContentsChapter 1. Types of Corporate Bankruptcies.- Chapter 2. Understanding How the Company Got Here and the Importance of Employee Engagement.- Chapter 3. Creating an Effective Employee Retention Plan.- Chapter 4. A Bankruptcy’s Effect on Benefits and the Barrage of Information Requests.- Chapter 5. Embarking on Change.- Chapter 6. Bold Communication.- Chapter 7. Bold Leadership.- Chapter 8. Be Mindful of You.- Chapter 9. Lessons Learned.- Chapter 10. Some Final Thoughts.

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

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

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

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

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

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

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

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

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

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

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

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

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

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Book SynopsisBerufsbegleitende Promotion – Modelle, Vorgehensweise und viele praktische Tipps Dieses Fachbuch gibt (angehenden) berufsbegleitend Promovierenden der Wirtschaftswissenschaften einen umfassenden Überblick über das berufsbegleitende Promovieren. Viele junge Berufstätige spielen mit dem Gedanken einer berufsbegleitenden Promotion; gleichzeitig gibt es jedoch kaum Informationenüber den Ablauf, Inhalt oder die Ausgestaltung einer solchen. In diesem Buch erfahren Sie daher u.a. anhand zahlreicher Praxisbeispiele, wie eine berufsbegleitende Promotion geplant, organisiert und durchgeführt werden kann.Anders als herkömmliche Bücher zur Promotion wird in diesem Buch der Ablauf einer Promotion – von der Ideenfindung bis zur Abgabe – aus der berufsbegleitenden Sicht dargestellt. Dabei werden mögliche Modelle der berufsbegleitenden Promotion vorgestellt und mit anderen Formen der Promotion in Kontext gesetzt. Praktische Informationen und zahlreiche Tipps rund um das Exposé, Best Practices in der Organisation zwischen Unternehmen und Lehrstuhl und ein Selbsttest bieten Interessierten und berufsbegleitend Promovierenden im Verlauf der Promotion Halt und Orientierung. Abschließend widmet sich der Autor der Sicht der Unternehmen und erläutert, warum es sinnvoll sein kann, berufsbegleitende Promotionen anzubieten und zu fördern.Erfahren Sie mehr zu diesen Inhalten: Promovieren und Promotionsarten Die Modelle der berufsbegleitenden Promotion Ablauf einer Promotion – von der Ideenfindung bis zur Abgabe Nach der Promotion –Berufsmöglichkeiten und Gehalt Berufsbegleitende Promotionen aus Unternehmenssicht Das Buch richtet sich an Young Professionals und angehende Masterabsolvierende, die sich für eine berufsbegleitende Promotion in den Wirtschaftswissenschaften interessieren, sowie an Führungskräfte im Management und Personalwesen.Table of Contents

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Book SynopsisThis book is a practical guide to using artificial intelligence with motivated employees in companies and organizations. You will learn what the prerequisites are for people to look forward to productive collaboration with "intelligent machines". Because this is the only way to leverage the full potential of AI. To this end, you will receive an overview of how and where AI can be used in companies and how to identify the right areas of application for AI in your company. The main issue here is the following: which tasks will be taken over by AI in the future and which should continue to be performed by employees. These decisions change processes and tasks and require practical change management and motivation. In this book, you will learn how to motivate and inspire people for these new tasks, so that the steps towards using AI in the work environment can succeed in the best possible way. About the Author: Prof. Dr. Andreas Moring is Professor of Digital Business, Innovation & AI at the International School of Management. He is founder and director of the JuS.TECH Institute for AI and Sustainability, co-founder of the WeGoFive initiative for productive human-AI cooperation and topic sponsor for human-AI cooperation at the Artificial Intelligence Center ARIC in Hamburg. This book is a translation of the original German 1st edition KI im Job by Andreas Moring, published by Springer-Verlag GmbH Germany, part of Springer Nature in 2021. The translation was done with the help of artificial intelligence (machine translation by the service DeepL.com). A subsequent human revision was done primarily in terms of content, so that the book will read stylistically differently from a conventional translation. Springer Nature works continuously to further the development of tools for the production of books and on the related technologies to support the authors. Table of Contents

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Book SynopsisThis book introduces readers to the concept and theories of decent work and provides a framework for measuring it at the micro, meso and macro level in a given country. Further, it addresses the importance of measuring decent work in today’s world and in connection with the different challenges countries face depending on their respective stage of development. The essence of the book lies in highlighting the practical applications of decent work in terms of its ability to deliver empirical measurements of qualitative and subjective phenomena with a mixed-methods approach combining tools and techniques from economics and statistics. Moreover, as the applicability of decent work is not confined to the IT industry and formal sectors of the economy, the book also provides useful guidelines on how further empirical studies can be undertaken to measure decent work in non-IT industries. As such, the book offers a rich compilation of empirical and theoretical contributions on decent work designed to not only enrich readers’ understanding, but also promote awareness of the practical relevance and technical aspects of the subject matter.Table of ContentsPART I. CONCEPT AND THEORY.- Chapter 1. Perspectives on Work.- Chapter 2. Concept and Theoretical Framework of Decent work.- Chapter 3. Decent Work agenda and ILO.- Chapter 4. Decent work, stages of development and Industry growth.- PART II MEASUREMENT, APPLICABILITY AND RELEVANCE. Chapter 5. Indicators of Decent work at Macro level.- Chapter 6. Indicators of Decent work at Meso Level and Micro Level.- Chapter 7. Country specific new Indicators of Decent Work - India.- Chapter 8. Challenges and Trade-offs in Decent work provision.- PART III EMPIRICAL INVESTIGATION OF DECENT WORK.- SECTION A: INFORMATION TECHNOLOGY INDUSTRY.- Chapter 9. Global Information Economy and Information Technology.- Chapter 10. India’ IT Industry: Historical Review and recent trends.- Chapter 11. New Trends at the workplace.- Chapter 12. Economics of IT industry.- Chapter 13. Characteristics of IT Industry’s labour market.- Chapter 14. Decent Ergonomics: Meaning and importance.- Chapter 15. Job- Hopping, On-the-job search, recruitment practices and Decent Work.- Chapter 16. IT industry: The Road Ahead.- SECTION B: EMPIRICAL REVIEW OF IT INDUSTRY.- Chapter 17. Recent Literature on IT industry and Measurement of Decent work.- PAR IV. TECHNICAL ANALYSIS OF DECENT WORK.- SECTION A: MEASUREMENT OF DECENT WORK.- Chapter 18. Research Methodology and sample.- Chapter 19. Adequacy of earnings, productive employment and Decent work.- Chapter 20. Decent, Stable and Secure work: A myth or a reality in IT industry?.- Chapter 21. Is work in IT industry really flexible?.- Chapter 22. Decent work and safe work.- Chapter 23. Decent work and Work-life balance.- Chapter 24. Employment conditions, treatment to employees and Fair treatment for employees.- Chapter 25. Social security, dialogue and Decent work.- Chapter 26. Decent work and Complacent work.- Chapter 27. Composite Decent work Index at Micro level.- Chapter 28. Decent Work status at Meso level.- SECTION B: DECENT WORK: ANALYTICAL APPROACH.- Chapter 29. Chi-square Approach and Decent work categorisation.- Chapter 30. Correlational Analysis of Decent Work Indicators.- Chapter 31. Factor-Analysis and PCA Analysis of Decent Work Indicators.- Chapter 32. Multinomial Logistic Regression Approach.- PART V. METHODOLOGICAL PRESCRIPTIONS FOR FUTURE RESEARCH.- Chapter 33. Discussion and Conclusion.- Chapter 34. Methodological Prescriptions for Future Research.

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Book SynopsisThis book explores mind over matter in a digital age and presents the importance of continued transformation of the mind to promote humane Artificial Intelligence for greater good. In doing so, it focuses on the organizational and managerial practices that are critical in creating an environment that supports mindset and organizational growth. The digital age is significantly impacting employees and organizations and steering billions of people around the world. Artificial Intelligence has created a whole new paradigm with a revolution loftier than all the industrial revolutions and the innovations of the past millennia combined. We are either headed towards restoring humanity back to the “Imago Dei”, where creative powers are unleashed in human freedom, or advocating selective breeding and “survival of the fittest”.Trade Review“The essay presents well-known and researched topics in a unique context … . The essay touches on theories and models that are generally well known and pulls them into a new, down-to-earth, non-sci-fi context, posing new questions and inviting new lines of inquiry. … The book stays true to its title. It is a one-sitting, page-turning read that evokes a cozy, satisfying feeling … . ” (Goran Trajkovski, Computing Reviews, May 30, 2022)Table of ContentsChapter 1: Why mindset matters in an age of artificial intelligence.- Chapter 2: Personality at work at work in a Digital Age.- Chapter 3: The impact of a growth vs fixed mindset in organizations.- Chapter 4: The language of leaders with a growth mindset.- Chapter 5: Lessons from failures.- Chapter 6: Conclusion: Building growth-minde.

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Book SynopsisEmotional inclusion— putting Emotional Intelligence into Action for sustainable change in the workforce.When Mollie Rogers Jean De Dieu founded Emotional Inclusion in the workforce three years ago, she was on a mission to rid emotional unwellness shame and stigma in companies. She realized that companies with Diversity, Equity, and Inclusion platforms spoke of all kinds of inclusion but neglected to tackle emotional inclusion or the act of caring for the emotional realms of individuals in a measurable and sustainable manner. The robotic, productivity-driven, and bustling work culture cultivated over the years morphed what it meant to be ‘human’ and ‘ emotionally inclusive’ at work. The pandemic has turned the corporate landscape upside down and shed more light on the significance of emotional wellbeing. It has become more apparent now than ever that there is a need for new, evidence-backed, confidential, and medical-based workplace solutions that are more compassionate and considerate of employee wellbeing and welfare.

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Book SynopsisFreedom To Be Happy explores the association between individual happiness and group performance at work. The book introduces happiness philosophers, reviews the evidence, and interviews practitioners on the front line that are building thriving work cultures.The book uses data, neuroscience, quantum physics, and academic research in a really accessible, unique, fun, and human way. Subjects include money and happiness, motivation, happiness, HR, marketing, employee happiness, happiness philosophy, the Stoics, the history of happiness, employee engagement, diversity and inclusion, equality and the future of work. Research interviews for this book are live on The Happiness and Humans podcast. The objective of this book is to empower the reader to make a very strong case that the happiness of human beings is a very serious business metric. "Matt is a rare talent. Truly putting happiness at the forefront of everything he does, be it work and play, demonstrates why he is such an outlier. His focus on the importance of human happiness backed up by neuroscience helps people untap the very best in themselves and their companies. I love partnering with Matt for that very reason - a true beacon of light for all aspiring and established CEOs, team leaders and employees alike." - Nicola Pearcey, President of UK and Europe Lionsgate "Matt is an authentic human who calls it as it is and is super curious. He endeavours to make big ripples of change and challenge the established ways of thinking and social norms. He helps to ensure everyone is informed, updated and thinking two steps ahead. I know this book will help us all to challenge our thinking around workplace engagement. Well done Matt!" - Margot Slattery, Sodexo Global Chief Diversity & Inclusion OfficerTable of Contents1. Why happiness? 2. What is happiness? 3. Can money make you happy? 4. Is happiness nature or nurture? 5. Is happiness a fluffy metric? 6. Discovering happiness 7. Scaling happiness 8. Happiness biology and chemistry 9. Happiness practical tips 10. Happiness at work: contemporary philosophy and evidence 11. Employee happiness: research and evidence 12. Happiness: practitioners and evidence 13. The Happiness Index data 14. Happiness across the globe 15. The neuroscience of happiness 16. Introducing the quantum way 17. Freedom to be happy: the business case for happiness 18. The Happiness and Humans Community Charter

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Book Synopsis

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Book Synopsis

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Book Synopsis

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Book SynopsisKevin W. Grossman is the President of Talent Board, a research organization which provides industry benchmarks to show the business impact of effective candidate experience. Based in Santa Cruz, California, he has more than 22 years' experience in human capital and talent acquisition strategy and is responsible for the Candidate Experience Awards worldwide. Adela Schoolderman was the Director of Learning Programs and Advisory Services at Talent Board. Based in Seattle, Washington, she has 14 years' experience in talent acquisition, specializing in management consulting and technology recruiting within the financial services, life sciences, healthcare, retail and hospitality industries.Trade Review"This book is rooted in hands-on, practical knowledge that TA leaders can put to use day one to take their Candidate Experience to world-class levels. Kevin and Adela have literally given you the cheat code for success!" * Tim Sackett, President, HRU Technical Resources, Author of The Talent Fix: A Leader's Guide to Recruiting Great Talent *"What Kevin Grossman and Adela Schoolderman don't know about candidate experience isn't worth knowing! In Candidate Experience: How to Improve Talent Acquisition to Drive Business Performance you will gain everything you need to deliver the best experience possible for the humans in the recruitment process. Why? Because people make businesses succeed and if you are giving the people you'd like to hire a poor experience, you are damaging the future of your company in more ways than you'd think. Based on 10+ years of research, and full of case studies and easy to implement steps, this is the book you need to ensure your company delivers an exceptional candidate experience." * Katrina Collier, Author of 'The Robot-Proof Recruiter', Facilitator & Speaker *"In today's talent short labour market, providing superior candidate experience might be the advantage which makes the biggest difference to companies competing to hire. Few people know more about the topic than Kevin Grossman and Adela Schoolderman. They prove it with this definitive guide which operates as a how-to on each aspect of Candidate Experience. It's a must-read folks!" * Hung Lee, Curator of the weekly newsletter 'Recruiting Brainfood' *"At last, the definitive book on the Candidate Experience! Built on the back of years of research and some compelling case studies, the book analyses the constituent parts of the candidate experience. It offers evidence-based, actionable insights to improve this vital element of effective talent acquisition. An absolute must-read for anyone looking to improve the way their company recruits." * Matt Alder, Producer and Host of 'The Recruiting Future Podcast' *"Kevin Grossman and Adela Schoolderman have created a book that should become a foundational tool for all Talent Acquisition professional training. This book embarks on the candidate journey relationship with a company and delves into a decade of data and case studies to define who is a candidate and simply what is the best candidate experience they should have from world-class employers who seek to maximize their brand's long term success in retaining talent. I can't wait to share this book with C-suite executives to show how a "customer" is treated after not being selected can be just as powerful as the ones that you select to operate the company." * Cathy Henesey, SPHR, CHHR, SHRM-SCP, Vice President, Talent Acquisition, HR Shared Services, AdventHealth *"Kevin Grossman and Adela Schoolderman provide the reader with a methodical approach in understanding the candidate experience through a comprehensive question and answer framework. The authors focus on critical competencies of candidate experience including employer branding and recruitment marketing which are essential to building a successful talent acquisition organization." * Jennifer O’Brien, Global Talent Acquisition Leader of Candidate Attraction & Experience, Booz, Allen, Hamilton *"In their first book together, titled Candidate Experience: How to Improve Talent Acquisition to Drive Business Performance, co-authors, Kevin Grossman and Adela Schoolderman, have created a treasure trove of valuable content and information centered around the candidate experience. Accessing over a decade of data from The Talent Board, the research is validated throughout the book. This book is a leadership book for anyone in Talent Acquisition faced with improving their business and especially their focus on candidate experience." * Elaine Orler, Managing Director, Consulting, Cielo – Global RPO Partner *"Anyone who questions how a poor candidate experience can negatively impact a business should read this book. The authors have spent years tackling this research and it pays off here. Very clear and practical ways to improve candidate attraction, screening, interviewing, and hiring for any company trying to figure out how to yield better results. Not only can this lead to a great hire, but an energized and motivated one too!" * David Crawford, Vice President, Talent Acquisition, New York-Presbyterian Hospital *"This book is a must read for anyone wanting to positively impact candidate experience within your business or organization! The authors offer their subject matter expertise by sharing the inside scoop of why candidate and customer experience matters, and what you can do about it. We've been working with Talent Board since early 2017, and have leveraged their expertise, counsel, and research, to advance our talent experience strategy at Comcast." * Lisa Bianchini, Director - Talent Strategy & Experience, Comcast *"This book is a must have resource as you develop and implement your on-going talent strategy." * Steve Browne, SHRM-SCP, Chief People Officer, LaRosa’s, Inc., Author of 'HR on Purpose !!' and 'HR Rising !!' *Table of Contents Chapter - 00: Preface - About Talent Board and the Candidate Experience Awards; Chapter - 01: What Is Candidate Experience?; Chapter - 02: Why Is the Candidate Experience Journey So Important?; Chapter - 03: The Business Impact of Candidate Experience; Chapter - 04: Improving the Attraction Phase; Chapter - 05: Improving The Application Phase; Chapter - 06: Improving Screening and Interviewing; Chapter - 07: How to Reject Candidates with Empathy; Chapter - 08: Get Hiring Manager Support; Chapter - 09: Improving the Hire Phase; Chapter - 10: Overcoming Resistance to Improving Candidate Experience; Chapter - 11: Getting Leadership Buy-in to Improve Candidate Experience; Chapter - 12: Diversity, Equity and Inclusion Candidate Experience Considerations; Chapter - 13: Recruiting Technology Candidate Experience Considerations; Chapter - 14: Working with Recruiting Agencies and Improving Candidate Experience; Chapter - 15: The Future of Candidate Experience

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Book SynopsisSarah Nicholl is a Corporate Learning Strategist with more than 20 years' experience leading learning transformation programmes. She specialises in behavioural science-based materials to scale effective learning in organizations to drive business results. Based in Toronto, Canada, Sarah Nicholl is currently a Senior Customer Success Strategist at Pluralsight where she works with global clients to use learning science to improve internal and external business outcomes. Prior to this she was the Customer Success Director of Corporate Learning at D2L and the Strategic Programme Manager at Skillsoft.Trade Review"Companies are competing at the pace of learning. Learning Habits is an actionable guide from an expert with more than 25 years of experience working with the world's top brands. A must-read for any organization looking to drive business forward." * Mariangel Babbel, Director, Brand Marketing at Rev *"Learning Habits is a great read that is based on sound principles, experience and solid research. I believe that it's a book with no time limit and is a mandatory read for use as a reference tool within our field of workforce learning." * Julia Suk, Senior Vice President Enterprise Sales, Hurixdigital *"Sarah Nicholl is a highly credible thought leader and practitioner in organizational change, and this book is jam packed with practised, repeated and proven steps and processes. I've witnessed the impact of what's shared in this book. Consider this a timeless roadmap for top executives, leaders/managers, and individual contributors." * Wendy Nagy, VP, Customer Success, Pluralsight *"An invaluable guide for Learning and Development practitioners who want to build a learning culture in their organizations. Anchored around the famous Habit cycle (Cue, Routine and Reward), the book is packed with valuable practical examples and tips on building learning habits at the individual, team and organization level. It is a must-read for corporate learning professionals - aspiring and experienced - searching for frameworks and tools to build a more holistic approach to learning. Read this book and learn from a true learning practitioner!" * Pratima Krishnan, Learning & OD practitioner and Chief Learning Officer, Techcombank, Vietnam *"Want to build a world-class learning culture? Start here. You'll find an ideal guide to the latest research and best practices in organizational learning and performance. But you need more than theory - you need to put it into practice. That's where Sarah Nicholl draws on her extensive experience to provide a practical roadmap: from meetings, reviews and right goals and habits to executive buy-in and the right metrics to measure, Learning Habits has everything you need to succeed." * Simon Allardice, Creative Director & Principal Author, Pluralsight *"Learning must be an everyday reality for organizations and employees. Sarah's book, Learning Habits, is a powerful message, approach and strategy for creating and supporting learning habits in these changing and challenging times. A must read!" * Elliott Masie, Chair, The Learning Collaborative *"Written by a practitioner with clear focus on how to achieve learning habits, this is a well written, engaging book. It makes so much sense, it is a real page turner. The author is right on the money with her assessment of where business is at right now, and where it needs to head. This is the first book I have seen to honestly outline why people like face-to-face courses. We were prepared to put up with online courses during the pandemic but now we are wondering where the benefits of face-to-face are hiding. This book offers hugely useful mnemonics which help the application of a variety of ideas around forming and sustaining habits. This is an important book for any L&D practitioner, OD practitioner, change manager, process consultant or senior leader in business. This book outlines strong arguments for why learning habits create successful businesses, and how you can engender such habits in your corporate organization. A must read!" * Michelle Parry-Slater, Director, Kairos Modern Learning *"This comprehensive guide is packed with practical tips and techniques to help you master critical learning skills. In today's rapidly changing world, learning is the key to success for individuals, teams and organizations. Sarah Nicholl has done an outstanding job of compiling best practices into a detailed and well-researched resource for anyone responsible for learning. Learning Habits is a corporate learner's manual that provides actionable plans for anyone looking to incorporate the art of learning into their daily routine and foster a culture of learning around them. Whether you're a seasoned professional or just starting, this book is packed with relevant resources. Get a copy and take your learning skills to the next level!" * Kevin Mulcahy, co-author, The Future Workplace Experience *"Learning Habits explains how to both consider and crucially, integrate learning habits in the workplace that will help embed learning initiatives and plans into the flow of work. Many leaders and learning practitioners struggle with the myriad of forces that can inhibit growth and development in organisations. Sarah Nicholl's book provides a model and change approach that addresses these challenges, and assists in cultivating a productive learning environment." * Glenn Carter, Product Owner, Head of Tech Capability Development *Table of Contents Chapter - 00: How to use this book; Section - One: Getting started; Chapter - 01: Introduction; Chapter - 02: The need for a learning culture; Chapter - 03: Introduction to habits; Chapter - 04: Making habits AUTOMATIC; Chapter - 05: The LEARN model; Section - Two: Organization habits; Chapter - 06: AIM to LEARN; Chapter - 07: Executive-led dedicated time for learning; Chapter - 08: Fiscal year start; Chapter - 09: Company-wide meetings; Chapter - 10: Learning council; Section - Three: Team habits; Chapter - 11: Quarterly business reviews and follow-ups; Chapter - 12: Team meetings; Chapter - 13: Manager one-on-one; Chapter - 14: Performance review follow-ups; Section - Four: Individual habits; Chapter - 15: Log-on learning; Chapter - 16: Follow-up actions; Chapter - 17: Collaboration channel; Chapter - 18: Accountability partner; Chapter - 19: Conversations; Section - Five: Bringing it all together; Chapter - 20: Bringing it all together; Chapter - 21: Additional resources;

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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 SynopsisMaria Iliffe-Wood is an executive coach and coach supervisor with over 25 years of coaching experience. She is a director of Meridian Iliffe Ltd and works with business leaders across a broad range of organizations and sectors. Maria is passionate about enhancing the skills of the coaching profession as a way of helping greater numbers of people lead more rewarding and fulfilling lives. She is a Co Coaching UK Lead for the Association for Coaching and an Associate Lecturer at the University of Derby on the Masters in Leadership Coaching programme.Trade Review"Maria's coaching style and interventions have had very positive, tangible effects for employees within Paul Smith Ltd. Maria has both proven previous business experience and very credible success as a powerful business coach. I cannot recommend Maria highly enough to any organization." * Margaret Mitchell, HR Manager, Paul Smith Ltd. *"Maria Iliffe-Wood's contribution to the coaching world is a must-read." * Anita Mountain, Principal Consultant/Coach of Mountain Associates *"This is more than a book; it's an invitation on a journey to coaching maturity. Maria guides us through her process with precision and purpose, sharing her own inner wisdom to allow us, and our clients to find and know theirs." * Susanna Way, Head of Professional Forums, Association for Coaching *Table of Contents Chapter - 00: Introduction; Chapter - 01: Laying the foundations; Chapter - 02: What’s impacting on your coaching?; Chapter - 03: Invisible Coach mode; Chapter - 04: Emergent Coach mode; Chapter - 05: Evident Coach mode; Chapter - 06: Visible Coach mode; Chapter - 07: Channels of perception; Chapter - 08: A journey of self-discovery

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Book SynopsisDr David Cowan is a visiting scholar in the Communications Department at Boston College, USA. He has worked with a variety of clients, including SABIC, Honeywell Aerospace, SAP, Saudi Aramco, Hewlett-Packard, and has taught the Dialogue Box to over 600 participants in America, Britain, China, Netherlands, India, Saudi Arabia, Singapore and South Korea. He is former Global Head of Internal Communications at ArcelorMittal and has worked at the World Bank and as a finance and technology journalist. He holds degrees from the University of Oxford and the University of St Andrews, where he earned his PhD.Trade Review"In a complex and uncertain world nothing can be achieved without extensive, multi-directional, reiterative communication. The Dialogue Box is an effective tool to facilitate and structure such communication." * Lex Hoogduin, Founder of GloComNet, Chairman of LCH and Non-Executive Director of London Stock Exchange Group *"Cowan's emphasis on attending to the feelings and experiences of all individuals in order to achieve effective internal communication is a welcome contribution." * Lisa M Cuklanz, Professor and Chair, Communication Department, Boston College, USA (about the previous edition) *"We are making great use of the Dialogue Box; it is both innovative and challenging. Our managers find it an excellent analytic and diagnostic tool to improve their communication capabilities." * Hisham S Al-Joher, Director, Global Internal Communication, SABIC (about the previous edition) *Table of Contents Chapter - 00: Introduction; Chapter - 01: The New Organizational Triangle – Internal Communications, Employee Engagement and HR; Chapter - 02: Culture Shock – Corporate Culture Does Not Exist; Chapter - 03: Communicating Through Change, Changing Through Communication; Chapter - 04: Dialogue and the Digital World; Chapter - 05: Zone 1 – Intelligence – How Organizations and People Think; Chapter - 06: Zone 2 – Emotion – How Organizations and People Feel; Chapter - 07: Zone 3 – Interpretation – How Organizations and People Understand; Chapter - 08: Zone 4 – Narrative – How Organizations and People Agree (or Disagree!); Chapter - 09: The End Zone – Ensuring Effective Dialogue – How Organizations and People Talk; Chapter - 10: Using the Dialogue Box

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