Personnel and human resources Books

Book SynopsisThe updated sixth edition of International Human Resource Management is an authoritative resource that focuses on international human resource management (IHRM) within multinational enterprises (MNEs). The book includes fifteen chapters with rich pedagogy students have come to expect and is organized into four sections: Strategic Context National and Cultural Context Global Talent Management Role and the Future of IHRM Each chapter has been designed to lead readers through key topics in a highly engaging and approachable way with learning goals, relevant data, exhibits, figures, vignettes, end-of-chapter case studies, discussion questions, up-to-date content, and numerous references. The sixth edition includes discussions on evolving IHRM topics such as international experiences and adult third culture kids, expanded analyses on health and safety statistics and global workforce analytics, as well as updated and revised illustratiTrade Review"The sixth edition of International Human Resource Management, written by world class scholars, continues to set the standard for texts in the area. It is comprehensive in its coverage and critically examines the complexities of managing people across borders. The book deepens and extends our knowledge of the field providing new insights, up-to-date cases from across the globe and a valuable update on emerging issues in the field reflecting recent changes in the global business environment. I highly recommend the book which will continue to enlighten academics, students and practictioners across the globe for years to come." Hugh Scullion, Hull University Business School, University of Hull, UK"Organizations that ‘go international’, face a number of strategic choices, many of which involve people. HR strategy in all its dimensions must therefore complement and support the broader business strategy. That is a key theme in this sixth edition of International Human Resource Management, and the authors use theory, research, and lots of practical examples to show how to do that at HQ as well as at local levels. If you are looking for current theory and practice in IHRM, consider this book a 'go-to' resource." Wayne Cascio, University of Colorado, USA"This provides the perfect compendium of knowledge for today’s practitioner working in international context. The editions have charted IHRM for nearly 30 years. Now we in the post-pandemic era of globalization there is no place to hide. Global business is changing shape. This book lays out the new strategic, national, and cultural context and brings together what we know about each of the key HR processes under the banner of global talent management." Paul Sparrow, Lancaster University Management School, UK"Written by three of the leading scholars in the area, the volume is distinguished by its combination of insights from academic research and rich insights into IHRM in practice. It is comprehensive, accessible, and authoritative, and should be required reading for any student or reflective practitioner of IHRM." David Collings, Dublin City University, IrelandTable of ContentsSection 1: Strategic Context 1. The Internationalization of Human Resource Management 2. Strategic International Human Resource Management 3. Design and Structure of the Multinational Enterprise 4. International Mergers and Acquisitions, International Joint Ventures, and Alliances Section 2: National and Cultural Context 5. Country and Company Culture and International Human Resource Management 6. International Employment Law, Labor Standards, and Ethics 7. International Employee Relations Section 3: Global Talent Management 8. International Workforce Planning and Staffing 9. International Recruitment, International Selection, and Repatriation 10. International Training and Management Development 11. International Compensation, Benefits, and Taxes 12. International Employee Performance Management 13. Well-being of the International Workforce and International HRIS 14. Comparative IHRM: Operating in Other Regions and Countries Section 4: Role and Future of IHRM 15. The IHRM Department, Global Workforce Analytics, Professionalism, and Future Trends

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Book SynopsisLearn how to cultivate the most incredible customer experiences on earth through this essential guide by Colin Cowie, distinguished purveyor of unforgettable “wow” events for the world’s most demanding clients.If you’re searching for ways to ensure your customers walk away from your company with a smile on their face and a plan to return, you found it. And any business organization can adapt the tools and techniques in this book.Colin Cowie, one of the world’s most sought-after event planners, shares the hard-won and hard-nosed advice he has learned through entertaining and engaging stories and examples. He gives readers the indisputable blueprint for creating a customer-service culture that anyone can tailor to their own needs, whether you’re a shopkeeper, corporate marketing director, or budding event planner.Upon coming to the United States from South Africa with $400 in his pocket, Colin built his highly sTrade Review'Colin Cowie's events are the gold standard for creating unforgettable experiences. His relentless pursuit of excellence sets him apart in the customer service industry. Following his advice, you will impress your customers and keep them coming back for more.' -- Susan Dell, Philanthropist, MSD Capital * MSD Capital *'Colin's engaging writing style is evident from the first page. His unique references exploring standards of excellence ranging from McDonald's fries in North Dakota to a royal wedding in Doha make this book truly stand out. Frankly, it's the best first-person analysis I've read on the topic of customer service. It's an enjoyable read with unforgettable practical advice you can put into use immediately.' -- Ken Blanchard, The Ken Blanchard Companies, Co-author of Bestsellers, The New One Minute Manager and Raving Fans * The New One Minute Manager *'I truly believe Colin Cowie's The Gold Standard is more timely than ever, as businesses look to engage with the shifting needs of their guests. A copy of this powerful book in the hands of the people who work with you can elevate the experience of everyone involved and undoubtedly increase the size of your audience.' -- Radha Arora, President, Rosewood Hotels and amp; Resorts * Rosewood Hotels & Resorts *'In Colin's enjoyable, fascinating book, he shares his secrets of A+ customer service. Readers can surprise their clients and customers with what their clients and customers didn't know they wanted. That's the ultimate in proactive service.' -- Jackie and David Simon, Chairman and CEO, Simon Property Group * Simon Property Group *'Incredible nuggets of wisdom. Nothing teaches like experience, and the insight that Colin Cowie shares in The Gold Standard is a must-read. Inspirational and energizing for those who aspire to deliver the absolute finest in customer service.' -- Alan Fuerstman, Founder, Chairman and CEO, Montage International * Montage International *'Let's face it, at some level, we're all in the service business, regardless of our profession. If you are looking for a way to get the most positive reaction to whatever you do, get The Gold Standard. Colin's stories and practical advice will help you remove the bumps you don't see now on your road to success.' -- Ryan Seacrest, Emmy Award Winning Television Host and Producer * Emmy Award Winning Television Host and Producer *'What I enjoy most about restaurant life is the sense that I am inviting the world to dinner. There is a rarefied thrill in surpassing our guests' high expectations-- every day, year in and year out! If your goal is consistent excellence, Colin's The Gold Standard offers you far more than you expect. Everyone who works with me is going to have a copy!' -- Eric Ripert, Chef and Owner, Le Bernardin, Bestselling Cookbook Author and Television Personality * Chef and Owner, Le Bernardin *'Colin Cowie is a master at creating unforgettable experiences. His latest book is a must-read for all those seeking new ways to elevate their services, delight their customers, and build lasting relationships.' -- Pauline Brown, Former Chair of LVMH North America and Author of Aesthetic Intelligence * Aesthetic Intelligence *'Colin is the epitome of The Gold Standard. As a hospitalitarian at some of the finest luxury hotels, clubs, and real estate developments globally, I have looked to Colin to help me transform my teams to ensure a memorable guest experience for all! Thank you, Colin, for your fabulous visionary leadership.' -- John Carlton Tolbert, Blackstone Real Estate Hotels and amp; Resorts and Founder, Revelation Consultancy * Revelation Consultancy *'Excellent customer service begins long before the customer walks in the door. It's created, planned, and organized with each step thought through in a way that your customer is sure to enjoy-- a seamless, unsurpassed experience that they'll want to repeat, over and over again. In his book, Colin tells you how you can create your version of The Gold Standard.' -- Jean Georges Vongerichten, Chef, Bestselling Cookbook Author and Television Personality * Bestselling Cookbook Author and Television Personality *'In today's world, service is the only true differentiator, making The Gold Standard a must-read book for anyone interested in improving service in their business. Colin Cowie's mastery of service excellence delivery is unsurpassed and can be applied in virtually any industry. This is a guidebook to success as he shares all of his secrets to creating happy and loyal customers in a compelling 'how to' anecdotal style.' -- Cindy Novotny, Radical Mentor, Master Connection Associates * Master Connection Associates *

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Book SynopsisGlenn Templeman has breadth and depth of HR and business partnering experience gained over a twenty-year career thinking about or being an HR business partner across the public, private and not-for-profit sectors. Based in London, UK, he is currently an HR consultant within the management consulting industry working with government and public sector clients.Trade Review"Developing a strategic mindset is an essential skill for all HR professionals. It is never too early to develop such a mindset and this book neatly shows you how." * Dr Dina Gray, Strategy Academic and Consultant *"A step-by-step roadmap on how to be a simply brilliant and fulfilled HR Business Partner. Eloquent, funny and thought-provoking by turn, in an age of machine learning and HR bots, it is heartening to focus on the 'human' nature of this role and how a really effective HR partner to a business area can make a transformative difference. Sage advice for all in HR, regardless of which stage of their career." * Sarah Stacey, Director HR Business Partnering, NATS *"A compelling read for both aspiring and practicing HR Business Partners, written in a style that is informative and relatable and equipping those navigating the perennial challenges of this keystone HR role." * Nick Sloan FCIPD, HR Transformation Specialist, Management Consulting Industry *"A great insight into strategic thinking with practical applications and a wealth of real experiences. A valuable read for all those in HR who want to make a difference." * Nigel Daly, Fellow CIPD, HR L&D specialist *"The HR Business Partner Handbook is one that the profession has been waiting for. It is a complete guide to understanding the depth and breadth of the role of a HR Business Partner and the value it can bring any organization. Coupled with expert insights from Glenn, it will help you to achieve day-to-day excellence through its informative and empowering approach as it sets out expectations to help anyone be an awesome HRBP. Whether you're new to HR or looking to transition from a HR generalist or specialist role, this incredibly practical guide is a must-read on your journey." * Andrew Mina, People and Customer Experience Manager, HR SaaS company *"This is an incredibly helpful, easy-to-read book with a witty slant. It provides wise advice and is an essential read for HR professionals and people leaders alike." * Rachel Gardner-Poole, Chief Operating Officer, innovation & technology sector *"This is an excellent read. It provides valuable insights, guidance and advice to someone starting out on the course of becoming an HR Business Partner - the sorts of insights which you don't normally get from a textbook. It gives the reader a glimpse into the author's own personal story and his views on what makes a strategic HR business partner stand out. It is thought provoking and offers a really interesting perspective." * Elaine McIlroy Employment and Immigration Law Firm Partner *Table of Contents Chapter - 00: Introduction - A well-trodden path should be easy to follow; Section - ONE: The foundational structure; Chapter - 01: Knowing HR; Chapter - 02: Knowing the business; Chapter - 03: Adding value; Section - TWO: The people fundamentals; Chapter - 04: Always listen to people; Chapter - 05: The power of empathy; Chapter - 06: The protection of perception; Chapter - 07: The moral and ethical compass; Chapter - 08: Style, service and subservience; Chapter - 09: Humble headlines; Section - THREE: The road to strategic; Chapter - 10: The active application of procrastination; Chapter - 11: Say no to strangers; Chapter - 12: Ever the pragmatist; Section - FOUR: The clever stuff; Chapter - 13: Strategic is a mindset; Chapter - 14: Don’t treat the symptoms; Chapter - 15: Tell me a story; Section - FIVE: The warning signs; Chapter - 16: Don’t throw nuts; Chapter - 17: Progression over promotion; Chapter - 18: Epilogue

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Book SynopsisReimagine the Role of L&D in the Modern WorkplaceHow can we possibly keep up? This question is front and center in today's workplace thanks to the downright ridiculous pace of change. There's a never-ending stream of new processes, regulations, products, and technologies with which employees must contend. And in the middle of everything—between executives, stakeholders, managers, IT, subject matter experts, legal, and employees—sits L&D, charged with making sure people have the knowledge and skills needed to execute but rarely provided with the time and resources to get it done. The Modern Learning Ecosystem outlines a practical approach for navigating nonstop workplace change. Inspired by decades of operations and talent development experience with the world's most dynamic companies, learning and enablement expert JD Dillon challenges the traditional L&D mindset with a tried-and-true framework that makes right-fit support a meaningful part of the everyday workflow. This book provides step-by-step instructions for architecting a disruption-ready learning ecosystem that will help employees solve today's biggest problems while building the knowledge and skills needed to seize tomorrow's opportunities. Do you believe workplace learning is about more than courses? Do you struggle to gain stakeholder buy-in for alternative learning strategies? Do you want to make smarter decisions when it comes to solution design, technology application and measurement practices? Grab your copy of The Modern Learning Ecosystem and make sure the people you support are always ready for what comes next.

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Book SynopsisThis book covers the design, implementation, and auditing of structured occupational health and safety management systems (SMS), sometimes referred to as safety programs. Every workplace has a form of SMS in place as required by safety regulations and laws.The Design, Implementation, and Audit of Occupational Health and Safety Management Systems describes some of the elements that constitute an SMS, the implementation process, and the auditing of the conformance to standards. It covers more than 60 processes, programs, or standards of a system, and gives important background information on each element. Guidelines and examples show how to design and implement the risk-based processes, programs and standards, and how to audit them against standards.The text is based on actual SMS implementation experiences across a wide range of industries. It offers a roadmap to any organization which has no structured SMS. It will guide them through t

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Book SynopsisRevamp your workplace culture with these 100 accessible strategies for creating a supportive, flexible, productive, and happy work environment, perfect for managers, human resource representatives, and other workplace leaders.It’s time to update your workplace culture! One of the most important reasons people today choose to stay—or leave—a job is the culture of the company. As people become more socially conscious; focus more on wellness, self-care, and work-life balance; and seek jobs where they feel a real connection, it’s more important than ever to think about the elements of a job between the work itself. But how do you create a culture that people enjoy while staying productive and successful? In Happy at Work, you’ll first learn a bit more about why a happy workplace is so important and how it can benefit both the individual employees and the company as a whole. Then, it’s time to take action. Considering new trends in the workplace and the ever-changing workplace, this book provides 100 strategies for improving your work environment. You’ll learn to tackle big topics that are important to people today, such as: -Providing fair compensation and benefits -Giving your employees real recognition and rewards -Respecting diverse needs -Cultivating a healthy work-life balance -And much more! This book not only provides great ideas for changing your workplace for the better, but also provides clear guidance on how to make those changes happen. Whether you’re a new manager, a long-time HR representative, or another leader ready to make a change, Happy at Work gives you everything you need to know to revitalize your workplace and make you (and your employees) happy to come to work every single day.Trade Review“My favorite is Chapter 7, which is all about how to achieve work-life balance. My daily battle! I got great tactical advice, with examples laid out nicely for me. Garrett’s tone made me feel ready and accepted. On the go? Each chapter lays out what to expect, and you won’t be disappointed. She gets right to the point and makes me feel confident about facing my challenges head-on. Don’t walk to get this book—run!” —Elainy Mata, Harvard Business Review“Digestible, actionable, and honest are how I describe this book. Happy at Work is what leaders who want to improve themselves need when they aren’t sure where to start. A wonderful reminder that there’s always something we should be willing to improve upon—because people depend on us.” —Franky “Tank” Rhodes, aPHR, @hrsagentofchaos on TikTok“If you are responsible for managing people in the corporate world, I highly recommend! Garrett brings tangible advice for leaders of an intergenerational workforce and offers sound guidance on how to create a workplace culture that is not only positive but authentic. I was inspired by how she made the concepts so approachable and easy to apply. You’ll want to keep this book in your office for reference—and it won’t get a chance to collect dust.” —Sequoia Owen, leadership coach, workplace culture consultant“Adapting to challenges in the workplace requires understanding leadership’s role in integrating changes into the culture. Happy at Work isn’t just a great read—its strategies are necessary to reach success. Garrett addresses how to maintain collective value in the workplace, describes the three tenets of workplace culture, and provides systematic changes to learn and grow.” —Bella Rushi, author of The Innovative Executive: Leading Intelligently in the Age of Disruption“Creating a thriving workplace culture is crucial in today’s rapidly changing workplace. Robyn L. Garrett’s groundbreaking book, Happy at Work, gives you one hundred strategies to transform your work environment into a supportive, flexible, productive, and happy one. It’s an essential read for leaders who want to cultivate a culture in which employees feel valued and motivated. Happy at Work isn’t just a collection of ideas; it’s a road map to a better workplace, and it deserves to be on the reading list of every leader who wants to create a productive, successful, and welcoming workplace.” —Jha’nee Carter, founder and CEO of The HRQUEEN“Robyn L. Garrett’s book, Happy at Work, is a timely road map to workplace effectiveness. Given the rise of recent and unique employer challenges, Garrett offers a refreshing, holistic, and practical take on organizational trends, while giving tangible tips that leaders can directly apply. Backed by cutting-edge research, this is a must-read for leaders at any and all levels.” —Allison Barr, MBA, MAP, global Leadership Solutions consultant and faculty“What I particularly love about Garrett’s premise is that we are all accountable for our own happiness. As leaders, it’s our job to role-model this accountability and create a culture that allows our team the space to create their own happiness. I love that Garrett is creating this ‘how-to’ book that today’s—and tomorrow’s—leaders can use to reshape the corporate environment.” —Mel Savage, executive coach, host of The Career Reset podcast“Happy at Work is a clarion call for modern executives to stop talking about culture and start building it with passion and intention. Robyn L. Garrett highlights the economic benefits of being happy at work and offers a practical path forward that’s accessible to anyone with the courage to take the first step.” —Gregory Offner Jr., author of Tip Jar Culture“Happy at Work is a modern guide to being a great leader in today’s working world. The work environment is going through a massive paradigm shift, and Garrett’s book is full of reasonable, actionable tips to help leaders navigate this new normal. If you manage a team, this is the guide you’ve been waiting for!” —Colin Rocker, TikTok career influencer“Creating truly human workplaces requires courageous and empathetic leaders. Happy at Work is a practical, approachable playbook that offers a blueprint for leaders at any level to create empowered, effective and, most importantly, happy teams. If you want to be a leader people love to work for, consider this required reading.” —Naveed Siddiqui, executive coach, future of Work Advisor

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Book SynopsisHuman Resource Management: Gaining a Competitive Advantage 13e offers comprehensive coverage of HRM concepts that teach students how to strategically overcome challenges and gain competitive advantage in the workplace.Based on the authors' diverse research, teaching and consulting experiences, this product has incredibly strong depth and breadth that is current in research and practice simply not found in other texts.Noe Human Resource Management is also available through our Connect learning platform along with a host o supplementary resources for both instructors and students. We're delighted to announce that as of July 2022 this also includes a European Companion Connect' a selection of brand new full and mini-case studies with amore international perspective, making them more relevant for instructors outside of North America.With 4 full and 8 mini cases studies from a variety of small Table of ContentsChapter 1: Human Resource Management: Gaining a Competitive Advantage PART 1: The Human Resource Environment Chapter 2: Strategic Human Resource Management Chapter 3: The Legal Environment: Equal Employment Opportunity and Safety Chapter 4: The Analysis and Design of Work PART 2: Acquisition and Preparation of Human Resources Chapter 5: Human Resource Planning and RecruitmentChapter 6: Selection and Placement Chapter 7: Training PART 3: Assessment and Development of Human Resources Chapter 8: Performance Management Chapter 9: Employee Development Chapter 10: Employee Separation and Retention PART 4: Compensation of Human Resources Chapter 11: Pay Structure Decisions Chapter 12: Recognizing Employee Contributions with PayChapter 13: Employee Benefits PART 5: Special Topics in Human Resource Management Chapter 14: Collective Bargaining and Labor Relations Chapter 15: Managing Human Resources Globally Chapter 16: Strategically Managing the HRM Function

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Book SynopsisAs a leader, do you feel you face a straight choice between high performance versus wellbeing?Strategic resilience allows you to achieve both, without compromise.At The Resilience Engine, we believe that everyone deserves to perform well without compromising their wellbeing. We know our approach works because it’s backed up by ten years of research and experience with thousands of clients in over 75 organisations. The Resilience Dynamic® illustrates, with practical tools, how to develop resilience as a buffer to stress and how it can transform how you lead change and increase performance in a complex and uncertain world.Trade ReviewJenny makes the case for building your resilience to adapt to change and be able to thrive. Not just a book about coping or bounceback; its about what happens as our resilience diminishes as much as its about how to stay highly resilient in life.It is a highly accessible book and one which is supported by case studies and research. * amazon.co.uk *Jenny's fabulous book clearly describes how to understand and enhance your levels of resilience and wellbeing. Full of examples and relatable case studies, Jenny busts the myths about being resilient, and provides proven and practical ways to create a Resilient Way. * amazon.co.uk *A book whose time has come ! Business world is seized with changing business model , new international equations, digital transformation, AI and automation. This calls for adaptation and resilience to survive. This also has profound implications on personal lives and relationships. This book gives both a perspective and framework to cope. Well done Jenny !!! * amazon.co.uk *At last a book which provides a practical, step by step approach to building ones own resilience, as well as supporting teams, friends and family through theirs. Guidance is based in research and real life examples, making it a cut above the theoretical advise that can be found on the internet.Invest! * amazon.co.uk *A must read for anyone interested in Resilience. Research and practice based material that brings the often complex nature of resilience into a straightforward and practical model. It will yield results for people who are starting out and the seasoned professional coach. * amazon.co.uk *

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Book SynopsisIn this instant New York Times Bestseller, Geoff Smart and Randy Street provide a simple, practical, and effective solution to what The Economist calls “the single biggest problem in business today”: unsuccessful hiring. The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent. The silver lining is that “who” problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street’s A Method for Hiring. Refined through the largest research study of its kind ever undertaken, the A Method stresses fundamental elements that anyone can implement-and it has a 90 percent success rate.Whether you’re a member of a board of directors looking for a new CEO, the owner of a small

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Book SynopsisTable of ContentsIntroduction 1 Chapter 1 Don’t Mark My Paper, Help Me Get an A 17 Chapter 2 Building the Right Culture 43 Chapter 3 My Leadership Point of View 67 Chapter 4 The Simple Truths About Helping People Win at Work 89 Simple Truth 1: Performing Well: What Makes People Feel Good About Themselves 91 Simple Truth 2: To Help People Perform Well, an Effective Performance Management System Must Be Established 94 Simple Truth 3: It All Starts with Performance Planning 97 Simple Truth 4: The Biggest Impact on Performance Comes from Day-to-Day Coaching 101 Simple Truth 5: Trust Is Key to Effective Coaching 117 Simple Truth 6: The Ultimate Coaching Tool: Accentuating the Positive 122 Simple Truth 7: Redirection Helps Get Performance Back on Track 125 Simple Truth 8: Deliver Reprimands with Caring Candor 129 Simple Truth 9: Performance Reviews Should Be About Retaking the Final Exam 133 Simple Truth 10: Developing and Sharing Your Leadership Point of View Is a Powerful Communication Tool for Your People 136 Simple Truth 11: Servant Leadership Is the Only Way to Go 139 Simple Truth 12: Celebrate Successes 149 Epilogue 155 Appendix A The WD-40 Company Goal Review Form 159 About the Authors 171 Services Available 175 Index 179

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Book SynopsisManaging people is the biggest challenge any organization faces. It''s a challenge that has grown even more difficult over the past decade.SinceTHE BIG BOOK OF HRwas first published, we''ve seen dramatic changes in the workplace and the workforce.This 10th anniversary edition incorporates discussions and reflections on these changes and examines new and emerging trends useful for any business owner, manager, or HR professional, with the most current information to get the most from their talent-from strategic HR-related issues to the smallest tactical details of managing people.THE BIG BOOK OF HR, 10TH ANNIVERSARY EDITION includes up-to-date information about:The challenges of remote and distributed workforcesDiversity, equity and inclusionWorkplace harassment and its preventionChanging technology and its impact on every facet of people managementPay equity and its effect on transparency in compensationBenefits that meet the needs of a multigenerational workforceState and local laws that are addressing societal changesGamification and other training strategies

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Book SynopsisSystemic Coaching and Constellations offers a refreshingly uncomplicated path into a potentially complex subject, demonstrating how to understand and manage intricate relationship systems as part of a powerful coaching agenda. This book provides a comprehensive introduction to the principles that sustain systems, how to map and explore them through constellations, as well as a step-by-step guide to integrating these principles and practices into coaching. Featuring a variety of case studies from around the world to illustrate different facilitation styles and approaches, it also contains practical exercises which can be used in a variety of contexts, including one-to-one coaching, group coaching, leadership development coaching and managing conflict in teams. This updated third edition of Systemic Coaching and Constellations contains a new chapter on systemic supervision, new material on team coaching, systemic questions and resourcing constellations as well as new and refreshed case studies and updates to wider research and thinking. Whether used in an initial selection meeting or to underpin all coaching conversations and interventions, it remains an indispensable resource for coaches of all levels of experience and in all remits looking to transform their practice, as well as for those studying coaching as part of a degree or coaching qualification.Trade Review"I was lucky enough to be coached by John Whittington at two critical times in my career. Helping me understand and find my place in the constellations around me from both an organizational and personal perspective allowed me to make critical decisions. As a result, I felt able to move forward with confidence, in a different direction to one I might have taken had I been loyal to old patterns. If you haven't already done so, I highly recommend you take up the invitation in this book to map your own system. John's clarity on the importance of respectful endings also has particular romance and I have used the learnings several times myself and with others, with resolving, positive impact. This is an invaluable book that is both a piece of thought leadership and a very practical guide." * Helen Hyde, Former Personnel Director, Waitrose, and Board Director, The John Lewis Partnership *"The fact that this book is now in its third edition is a testament to its value to coaches interested in systemic and embodied enquiry. John Whittington communicates with incisive simplicity the theory, methods and core practices of constellations, and helps make this powerful approach accessible and inviting . He also locates constellations within the broader panoply of systemic approaches to organizational coaching. I particularly welcome, in this edition, his greater focus on the centrality of belonging; of the origins of many patterns of relating taht come up at work, in our own family systems; and of the imperative of coaches doing our own inner work on 'self-as-instrument' of client outcomes. As an enriching companion-piece to support and explain experiential work with constellations, I highly recommend this book." * Ty Francis, PhD Coach, facilitator, filmmaker and author *"What I find particularly useful about this book is John Whittington's focus on the cycle of joining, belonging and leaving organizational systems. We spend so much energy as leaders, as members of organizational systems and as other kinds of professionals on the start. The recruitment, the incentives and the whole 'hoopla' of moving towards and into an organization. In fact, as John points out, it is attending respectfully to endings and leavings where both the dignity of the individual and the integrity of the field of the organizational system can be built and maintained. Since first working with this methodology some years ago I've continued to find the combination of the philosophy behind constellations and the very practical application of them in my development and the teams I lead very clarifying." * Sarah Weir, Chief Executive, Design Council, UK *"Working with constellations has impacted all aspects of my life. The process is visual and immediately actionable. Leading a creative business is about making things, being productive, constructive. For me this comes down to priorities, alignment of the system and allocation of time and energy - these are finite - and I have not experienced a more effective way to orient myself than this approach. The way I and my co-founders planned the business, went to market, talked with people, the way we executed. Everything became clearer and more aligned. Things changed at the level of the system. Ten years later and on another continent, the methodology described in this book is one that has resourced and clarified me, not just as a leader of an international business but as a human being." * Ben Wolstenholme, Founder and CEO, Madefire, San Francisco *"The simple, practical application of systemic constellations described in this book belies their hidden depths. They are immediately accessible while repaying much study and reflection; they are based on universal observable truths yet express the uniqueness of every human soul. With his gentle provocativeness, John Whittington engages us int his world of paradoxes, guides us through the jungle of uncertainty and delivers us safely into understanding. The genius of this book lies in John's ability to invite coaches and leaders from multiple contexts to see things differently. This third edition of a much-loved book charts the further development of John's thinking, confidence and voice. He is a thought-leader who is a delight to listen to and a joy to read." * Alison Hardingham, Coach, trainer, author and business psychologist *"I've recommended the previous editions of this book to many coaches I train because it's full of practical ways of working with the unspoken. This edition also goes further into the underlying thinking behind constellations which has some of its root in TA: acknowledging and working 'what is', transgenerational messages and loyalties, and co-created exchange systems with their out-of-awareness dynamics. I recommend this edition because it freshly emphasizes the importance of working with phenomenology, the human need to belong and organizational leaders' responsibility to take a systemic stance. It will be a benefit to all coaches who are curious about what clients will reveal to themselves when they are willing to work in the field of invisible dynamics, deeper than the social level of the coaching conversation." * Rosemary Napper, Coach, Training and Supervising Transactional Analyst *Table of Contents Chapter - 00: Acknowledgements; Section - PART ONE: Outside in, inside out; Chapter - 01: Outside in; Chapter - 02: Ingredients; Chapter - 03: Inside out; Section - PART TWO: Principles; Chapter - 04: Belonging; Chapter - 05: Conscience, guilt and innocence; Chapter - 06: The universal language of systems; Chapter - 07: The time is now; Section - PART THREE: Practices; Chapter - 08: Map making; Chapter - 09: Living maps; Section - PART FOUR: Tabletop to workshop; Chapter - 10: One to one: principles and practices in action; Chapter - 11: One to many: systemic team coaching; Chapter - 12: Sticky moments; Chapter - 13: Extending your practice: further practices and applications; Chapter - 14: Systemic supervision; Section - PART FIVE: Familiar themes; Chapter - 15: Human being; Chapter - 16: The F word; Chapter - 17: Appendix: Resources and further reading; Chapter - 18: Meet the team; Chapter - 19: Postscript: Outside in, inside out; Chapter - 20: FAQs: Answers to frequently asked questions; Chapter - 21: Index;

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Book SynopsisEstimates suggest that up to 20% of employees, customers and clients might have a neurodivergent condition - such as dyslexia, autism, Asperger's, ADHD or dyspraxia - yet these individuals often struggle to gain and maintain employment, despite being very capable. This practical, authoritative business guide will help managers and employers support neurodiverse staff, and gives advice on how to ensure workplaces are neuro-friendly. The book demonstrates that neurodiversity is a natural aspect of human variation to be expected and accepted, rather than a deficit to be accommodated. Employer responsibilities are highlighted, including the 2010 Equality Act, and a range of strategies and policies are provided, including recruitment advice and the benefits of neurodiverse employees, along with advice on physical environments, interaction and communication, and working with clients and customers. This book is an ideal resource for all employers wanting to support and empower people with specific needs to help create a more inclusive workplace, benefiting both neurodiverse individuals and the companies employing them.Trade ReviewAs an HR Adviser in a University, I have become more aware of neurodiverse colleagues and students and consideration of reasonable adjustments. This book provides practical guidance on developing policies and processes which support neurodiverse employees by making simple adjustments to facilitate participation in a variety of tasks and situations. -- Anne Spence, HR AdviserThis is an excellent and very informative book celebrating and supporting diversity of people in one of our adult lives' most visited places, the workplace. It includes everything professionals, managers and neurodiverse people need to know about how to survive the demands of the workplace. It is a great follow up to The Neurodiverse Classroom and it is easy to read and follow the information. A must-read for all the professions who support and accept neurodiversity. -- Ioannis Voskopoulos, Psychologist, Social And Organisational Psychologist, SF practitioner TNA Space CliniqueTable of Contents1. Introduction2. Understanding neurodiversity3. Neurodivergent individuals4. Employer responsibilities5. Inclusive recruitment6. Communicating for neurodiversity7. Policies and practice for neurodiversity8. Neurodiverse-friendly environments9. Working with neurodivergent customers and clients10. Further resources11. References

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Book SynopsisGemma Dale is a senior lecturer in the Business School at Liverpool John Moores University, teaching management, HR and personal development skills to first second and third year undergraduates. She is an experienced HR professional, as Chartered Fellow of the CIPD and Fellow of the HEA , with over twenty years of experience working in a range of HR roles across multiple sectors. Gemma Dale is the author of How to Work Remotely and Flexible Working, also published by Kogan Page.

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Book SynopsisPrianka Jaidka is an award-winning HR leader, based in Newcastle, UK. In 2024, she was featured in a Careers Ahead magazine article, 'Navigating your early career - practical HR tips for young professionals' and was a keynote speaker at Karren Brady's Women in Business & Tech 2024. The author also works in partnership with Newcastle Business School, providing careers insight sessions for HR students.

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Book SynopsisJoanna Parsons is an award-winning communications consultant, author and trainer based in Dublin, Ireland. She is the Founder and CEO of The Curious Route. She sat on the Board of Directors with the Institute of Internal Communications (IoIC) and in 2022 was awarded an IoIC Fellowship in recognition of her contribution to the profession. Previously she was Head of Internal Communications with An Garda Síochána, the Irish national police force. She is a Lecturer in Strategic Internal Communication with the Public Relations Institute of Ireland.

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Book SynopsisMick Marchington was Emeritus Professor of Human Resource Management at University of Manchester, UK and a Chartered Companion of the CIPD.Adrian Wilkinson is a professor and was founding director of the Centre for Work, Organisation and Wellbeing at Griffith University, Australia and a Chartered Fellow of the CIPD.Rory Donnelly is Professor of HRM at the University of Liverpool, UK and a Chartered Member of the CIPD.Anastasia Kynighou is a senior lecturer in Human Resource Management at Manchester Metropolitan University, UK and a Chartered Member of the CIPD.

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Book SynopsisHow to foster happier employees for a healthier bottom line Managers could learn a lot from a message echoed by generations of dairy farmers: Contented cows give better milk. This book is not, repeat, not a management tome. In this fully revised and expanded edition to a book which absolutely, positively makes the case that treating people right is one of the best things any business can do for its bottom line, Contented Cows Still Give Better Milk offers sound, practical advice for those who know that their reputation as an employer is as important as bandwidth. Offers updated case studies and new examples from on-site research in a number of real organizations, as well as inspiring examples of companies that know how to do it right . . . and few that didn''t Fad-free prescriptive advice informed by the authors'' combined four-plus decades of training and consulting with thousands of managers and employees, conducting employee engagementTable of ContentsAcknowledgments ix Introduction xi Part I The Premise 1 Chapter 1 Just the Facts 3 Chapter 2 Cows with Attitude 21 Part II Contented Cows Are Committed 41 Chapter 3 The “Vision Thing”: Passengers or Crew 43 Chapter 4 The Path to Commitment 53 Part III Contented Cows Are Cared About 63 Chapter 5 First You Feed the Troops 65 Chapter 6 Tell ’Em the Truth 85 Chapter 7 When Times Get Tough 95 Chapter 8 Contented Cows Are Connected 115 Chapter 9 A Case for Some Useful Benefits 129 Part IV Contented Cows Are Enabled 147 Chapter 10 Empower This! 149 Chapter 11 Enabled Employees Are Incredibly Well Trained 157 Chapter 12 Enabled Employees Are Tooled 169 Chapter 13 Enabled Employees Are Trusted 181 Chapter 14 When the Contented Cows Come Home (Speculations on the Near Future) 189 Notes 195 Index 199

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Book SynopsisThe third edition of Resolving Conflicts at Work will identify core strategies for use by workplace leaders, managers, union representatives, human resource experts, consultants, and employees to resolve and prevent both intermittent and chronic conflicts in the workplace.Table of ContentsForeword Conflict: An Opportunity for Leadership By Warren Bennis vii Acknowledgments xiii Introduction Ten Strategies for Everyone on the Job xv Strategy 1 Understand the Culture and Dynamics of Conflict 1 Strategy 2 Listen Empathetically and Responsively 29 Strategy 3 Search Beneath the Surface for Hidden Meanings 63 Strategy 4 Acknowledge and Reframe Emotions 93 Strategy 5 Separate What Matters from What Gets in the Way 131 Strategy 6 Solve Problems Paradoxically and Creatively 169 Strategy 7 Learn from Difficult Behaviors 203 Strategy 8 Lead and Coach for Transformation 241 Strategy 9 Explore Resistance and Negotiate Collaboratively 273 Strategy 10 Mediate and Design Systems for Prevention 301 The Authors 333 Index 335

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Book SynopsisEmployees around the world are deprived of honest objective feedback, and the higher you go in the organisation, the less feedback you are going to get. Researchers confirmed that the less facetime employees have with their managers, the more impact seeking and receiving feedback will have on their performance. Gorbatov and Lane propose a simple, systematic approach to giving fair and honest feedback, in ways that improve performance and prove that, if done properly, feedback simultaneously improves performance while engaging and developing employees.

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Book SynopsisPeter Hawkins is a global thought leader in the coaching industry. He is Emeritus Professor of Leadership at Henley Business School, UK and Dean of Leadership at the European Leadership University. His books Leadership Team Coaching and Leadership Team Coaching in Practice are both published by Kogan Page. Catherine Carr is an Individual and Team Coach, Consultant, Facilitator and a Director at Carr Kline & Associates. She is based in Victoria, Canada.

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Book SynopsisWe know the impacts of poor leadership: lackluster performance, missed opportunities, deleterious cultures, and, in some cases, disaster. While these issues are all too common, leaders also possess an immense opportunity. They can create a speak-up culture, one in which people feel it is both safe and worth it to share their ideas, concerns, disagreements, and even mistakes—all for the betterment of the organization. Speak-Up Culture is for leaders at all levels? from senior executives who believe in putting people and purpose first; to mid-level supervisors who wish to lead better and nurture the voice of their people; to aspiring leaders who want to uncover their strengths and better provide support to those in their span of care. All these leaders share a common desire to know a better way to behave as a leader. They want to operate in a team and culture where people are engaged and willingly speak up, for the success of the whole organization. Stephen Shedletzky has focused his career on helping leaders listen to and nurture the voices of others— to foster an environment where people feel heard and that they, their opinion, and their contributions matter. Speak-Up Culture shows you how creating such an environment is the responsibility and the advantage of every leader who wants to be great at leading, and who wants to create a better version of humanity while they do. Because the bottom line is that organizations with speak-up cultures are safer, more innovative, more engaged, and better-performing than their peers.Trade Review"Important topic, thoughtfully developed. Beautifully written. Speak-Up Culture is practical, engaging, and wise. A must-read for any leader who wants to cultivate the psychological safety required for people to speak up." Amy C. Edmondson, Novartis Professor of Leadership at Harvard Business School and author of Right Kind of Wrong: The Science of Failing Well "The first step to creating the kind of psychological safety your team needs to succeed is to solicit feedback and listen with the intent to understand, not respond, when you get it. But that's easier said than done. Stephen Shedletzky will walk you through exactly how to listen so your team will speak up and step up. Essential!" Kim Scott, bestselling author of Radical Candor "The ability to have a speak-up culture is a critical element for any high-performing team, especially when the stakes are high. Stephen Shedletzky not only highlights the importance of a speak-up culture, but he also lays out the elements, building blocks, and behaviors leaders need to build one." Rich Diviney, Ret. Navy SEAL Commander and bestselling author of The Attributes "Stephen Shedletzky reminds us that a speak-up culture exists only when all voices are included, valued, and heard. This is an important read for anyone committed to being a more inclusive leader." Mita Mallick, bestselling author of Reimagine Inclusion "Leaders who acknowledge and meet people in their emotional state have the agility to thrive in this uncertain and complex world. With his engaging, funny, and compelling style, Stephen Shedletzky guides us on how to make it safe and worth it for people to speak up." Susan David, author of Wall Street Journal bestseller Emotional Agility

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Book SynopsisAttract, recruit, and retain the very best with a strategic employer brand From one of the world''s leading pioneers in the employer brand discipline and author of the first book on the subject The Employer Brand, comes the long-awaited practical follow-up Employer Brand Management. Talented, motivated employees are a company''s best assets, and the techniques in this book help attract, recruit, and retain the very best. A successful employer brand reaches beyond the boardroom to establish confidence, loyalty, and enthusiasm all the way down the ladder. Employer Brand Management gives readers a personal grasp of a new approach to people management. It draws on significant advances in practices among leading companies to provide a handbook for employer brand development and implementation. With a wide range of case studies and examples, you''ll be taken step-by-step through the employer brand development process. You will find information on the latest deTrade ReviewEmployer Brand Management is a great read for any business looking to attract (and more importantly keep) the cream of the employment crop. (Entrepreneur Middle East, January 2015) "Mr Mosley's book is thought-provoking, insightful, enjoyable and quirky...a must-read for business leaders" (Financial Adviser, January 2015) If, like me, you re exploring the subject of brand management with an element of scepticism, you ll finish the book with a greater sense of respect and seriousness for the subject. (B2B Marketing, January 2015) Every chapter is loaded with understanding, know-how and evidence. It has been produced with a level of social scientific rigour that many texts either lack or simply ignore. (Employer Brand News, January 2015)Table of ContentsPreface by Simon Barrow ix 1 Introduction 1 2 Business Case 11 3 Brand Ideology 23 4 Brand Hierarchy and Adaptation 37 5 Strategy and Capability 47 6 The Perfect Employee 63 7 Diversity and Segmentation 73 8 Reputation and Attraction 81 9 Engagement and Retention 97 10 Employer Brand Positioning and Differentiation 109 11 EVP Development 123 12 Creative Development 143 13 Translation, Validation and Adaptation 157 14 Media Channels and Behaviours 167 15 Content Marketing 187 16 Communication and Content Planning 201 17 Internal Marketing and Engagement 213 18 Managing the Brand Experience 229 19 Candidate Management and On-boarding 243 20 Employer Brand Metrics 251 21 The Next 10 Years 271 Appendix 273 References 281 Acknowledgements 293 About the Author 297 Index 299

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Book SynopsisThe market for retirement financial advice has never been more important and yet more in flux. The long-term shift away from traditional defined benefit pensions toward defined contribution personal accounts requires all of us to be more sophisticated today than ever before. However, the landscape for financial advice is changing all over the world, with new rules and regulations transforming the financial advice profession. This volume explores the market for retirement financial advice, to explain what financial advisors do and how to measure performance and impact. Who are these professionals and what standards must they abide by? How do they make money and what are their incentives? How can one protect clients from bad advice, and what is good advice? Does advice alone effect changes in personal habits? Answering these questions, along with new technology that will decrease the delivery costs of advice, will play a transformative role in helping more households receive the quality Table of Contents1. The Market for Retirement Financial Advice: An Introduction 1 ; I. WHAT DO FINANCIAL ADVISERS DO? ; 2. The Market for Financial Advisers ; 3. Explaining Risk to Clients: An Advisory Perspective ; 4. How Financial Advisers and Defined Contribution Plan Providers Educate Clients and Participants about Social Security ; 5. How Important Is Asset Allocation To Americans Financial Retirement Security? ; 6. The Evolution of Workplace Advice ; 7. The Role of Guidance in the Annuity Decision Making Process ; II. MEASURING PERFORMANCE AND IMPACT ; 8. Evaluating the Impact of Financial Planners ; 9. Asking For Help: Survey and Experimental Evidence on Financial Advice and Behavior Change ; 10. How to Make the Market for Financial Advice Work ; 11. Financial Advice: Does it Make a Difference? ; 12. When, Why, and How Do Mutual Fund Investors Use Financial Advisers? ; III. MARKET AND REGULATORY CONSIDERATIONS ; 13. Harmonizing the Regulation of Financial Advisers ; 14. Regulating Financial Planners: Assessing the Current System and Some Alternatives

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Book SynopsisJohnny Long's last book sold 12,000 units worldwide. Kevin Mitnick's last book sold 40,000 units in North America. As the cliché goes, information is power. In this age of technology, an increasing majority of the world's information is stored electronically. It makes sense then that we rely on high-tech electronic protection systems to guard that information. As professional hackers, Johnny Long and Kevin Mitnick get paid to uncover weaknesses in those systems and exploit them. Whether breaking into buildings or slipping past industrial-grade firewalls, their goal has always been the same: extract the information using any means necessary. After hundreds of jobs, they have discovered the secrets to bypassing every conceivable high-tech security system. This book reveals those secrets; as the title suggests, it has nothing to do with high technology.Table of Contents1: Reading People 2: Social Engineering 3: Shoulder Surfing 4: Dumpster Diving 5: Physical Security 6: Death of a Road Warrior 7: Google and P2P Hacking 8: Anatomy of a Break-In

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Book SynopsisTransform the way your business works. Neuro-Linguistic Programming (NLP) techniques can be applied to all business challenges. As a leader or manager in either the public or private sectors, whatever your industry or size of organisation, you can use NLP to improve your business by changing the mindsets of everyone you work with. When tailored for practical business application, NLP can help you to identify and deliver efficiencies, hold onto clients in the midst of increasing competition, improve morale and increase organisational performance and results. Change Your Business With NLP is the first genuinely practical guide for managers, showing how to use NLP techniques to overcome specific business problems. You will learn how to: Improve your results as a leader Build an exceptional team Manage change more effectively Change your organisation’s culture Create more effective client and customer relationships Transform your presentation skills Increase the overall performance of your business Bestselling author Lindsey Agness, an international change management consultant and certified trainer of NLP, uses step-by-step techniques and a broad range of case studies to show you that NLP can deliver measurable results in business.Table of ContentsAbout the author. Acknowledgements. Introduction: Why is NLP important for business? Part I Transforming Leaders with NLP. Chapter 1 Building strategies for success. Chapter 2 Winning state of mind. Chapter 3 Modelling world-class performance. Part II Transforming Teams with NLP. Chapter 4 Constructing high-performing teams. Chapter 5 Encouraging creativity. Chapter 6 Having courageous conversations. Part III Transforming Organisations with NLP. Chapter 7 Managing change effectively. Chapter 8 Changing the rules of the game. Chapter 9 Developing global organizations. Part IV Transforming Customer Service with NLP. Chapter 10 Influencing with integrity. Chapter 11 Powerful presentations. Chapter 12 Exceeding expectations. Are you ready? What next? Appendix 1 NLP Grid. Appendix 2 Language used by different representational systems. Appendix 3 What have you learned about NLP? Bibliography. Index.

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Book SynopsisCoaching as a technique to help managers develop their skills and fulfil their potential is now one of the most used in business. As well as professional business coaches, managers themselves are required to coach their staff these days. This book comprises twelve case studies in coaching, based on individuals who were unhappy with their professional lives - relationship difficulties in the office, managing emotions, a new management culture after a merger, problems with staff experienced by an entrepreneur, and motivation in the workplace are some of the situations that are covered. Of these case studies, ten are based on difficulties experienced by the individual and two are about coaching teams of people. By analysing such cases in detail and the role of coaching in each, the authors present the best practices and techniques in business coaching.

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Book SynopsisThis is a book written specifically for the manager, supervisor or other professional needing greater understanding and skill in counselling. Specialist training in this area of work is often complex and time consuming, going beyond what is essential for most workplace counselling situations. Bringing over ten years of experience working as both counsellor and as a trainer of counselling in industry, David focuses on the essentials of workplace advice and guidance, basing his book on his highly successful 'Counselling in the Workplace' courses. The book offers a careful balance between theory, skills and practical examples to help the beginner or the partly-experienced in providing a realistic service for a range of counselling situations. It covers: a comprehensive counselling methodogy; how to develop the most useful counselling attitude; skills in gaining rapport, questioning and information gathering; assessing the counselling needs of the 'client'; differences between supportive, problem solving and therapeutic counselling.

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Book SynopsisToday′s human resource departments play a vital role in helping organizations achieve their strategic objectives and gain a competitive edge. As technology continues to evolve at a rapid pace, it′s imperative that organizations leverage human resource information systems (HRIS) to make better people decisions and manage talent more effectively. Human Resource Information Systems: Basics, Applications, and Future Directions is a thorough, accessible introduction to the HRIS field. The Fourth Edition includes a new chapter on social media, exploring how organizations can use social networks to recruit and select the best candidates. A new HRIS Expert feature spotlights practitioners who share best practices and insights into HR professions.Table of ContentsChapter 1 A Brief History and Overview of Technology in HR Chapter 2 Database Concepts and Applications in Human Resource Information Systems Chapter 2 Database Concepts and Applications in Human Resource Infomation Systems Chapter 3 Systems Considerations in the Design of a Human Resource Information System: Planning for Implementation Chapter 4 The Systems Development Life Cycle and HRIS Needs Analysis Chapter 5 System Design and Acquisition Chapter 6 Project Management, Change Management, and HRIS Implementation Chapter 7 Cost Justifying HRIS Investments Chapter 8 HR Administration and HRIS Chapter 9 Talent Management Chapter 9 Talent Mangement New: HRIS and Social Media Chapter 9 Change Management: Implementation, Integration, and Maintenance of the Human Resource Information System Chapter 10 Recruitement and Selection in an Internet Context Chapter 10 Recruitment and Selection in an Internet Context Chapter 11 Training and Development: Issues and Human Resource Information Systems Application Chapter 12 Performance Management, Compensation, Benefits, Payroll, nd the Human Resource Information System Chapter 13 HRIS and International HRM Chapter 14 HR Metric Workforce Analytics Chapter 14 HR Metrics and Workforce Analytics Chapter 15 HRIS Privacy and Security Chapter 17 The Future of Human Resource Information Systems: Emerging Trends in HRM and IT Chapter 12 Performance Management, Compensation, Benefits, Payroll, and the Human Resource Information System

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Book SynopsisTrade Review"Inviting and inspiring! Gittell masterfully weaves together academic insights and the voices of change agents to create a compelling guidebook. Each page of this book reveals something critical about the relational dynamics needed for our health care system to function better." -- Kathryn McDonald, Senior Scholar and Executive Director * Stanford Health Policy (CHP/PCOR) *"Positive sustained change in firms happens through relationships. This book is an inspired and substantive account of how relational coordination enables excellence in team and organizational performance. It offers a powerful framework, useful tools, and clear examples that will help readers to create impactful change." -- Jane E. Dutton * University of Michigan *"Jody Hoffer Gittell is one those rare individuals who has successfully translated 'what works' in industry for health care settings. Her relational coordination framework, implementation guide, and case studies provide a coherent approach for moving beyond fragmented efforts to improve teamwork. With this book, you can create organization-wide change based on shared goals, shared knowledge, and mutual respect." -- Don Goldmann, Chief Medical and Scientific Officer * Institute for Healthcare Improvement *"Transforming organizations requires courage, perseverance, and vision. Anyone considering this challenge will find it easier and more doable with the evidence, cases, and tools that Jody Hoffer Gittell provides. This book is a beacon based on her pioneering work on positive relationships that drive and sustain innovation. Let's do it!" -- Thomas A. Kochan * MIT Sloan School of Management and Institute for Work and Employment Research *"We are entering the age of relationships. This book makes a good argument for how effective work relationships will enable us to manage the tough problems which complex cross-cultural interdependent work will increasingly confront us." -- Edgar H. Schein * MIT Sloan School of Management and author of Humble Inquiry and Humble Consulting *Table of ContentsContents and Abstracts1Meeting Performance Pressures with a Relational Response chapter abstractOrganizations in virtually every industry are facing pressures to do more with less. Whether these pressures come from customers, supply chain partners, policy makers or regulators, organizations feel compelled to provide better, higher-quality outcomes, more rapidly, and at lower cost. As always when facing performance pressures, there are critical choices to be made. Namely, will we pursue low-road strategies that rely primarily on the reduction of pay and the degradation of working conditions? Or will we instead pursue the high-road strategies that produce positive outcomes for a broader range of stakeholders? High-road approaches to high performance are fundamentally relational, requiring not just human capital but social capital to integrate across difference, thus creating new value rather than simply redistributing it. 2How Relational Coordination Drives High Performance chapter abstractRelational coordination is simply coordinating work through relationships of shared goals, shared knowledge, and mutual respect. Together, these relational dimensions reinforce communication that is sufficiently frequent, timely, accurate, and problem-solving rather than blaming when things go wrong. Relational coordination is extremely practical, supporting a wide range of positive performance outcomes—efficiency, financial performance, quality, safety, client engagement, worker engagement—as well as the ability for organizations to learn, innovate, and adapt. Relational coordination works especially well under the challenging conditions of uncertainty, interdependence, and time constraints. 3Engaging Clients in Relational Coproduction chapter abstractRelational coproduction happens when workers and their clients produce desired outcomes together by engaging in high-quality communication supported by relationships of shared goals, shared knowledge, and mutual respect. Rather than workers telling clients what they need, relational coproduction involves reciprocal interrelating between workers and clients regarding what should be done and how best to do it. Obstacles to relational coproduction include lack of accountability, lack of knowledge, and excessive attachment to professional autonomy. Traditional professional-client relationships may not even consider the possibility that clients have knowledge enabling them to contribute in a fundamental way to the achievement of desired outcomes. This chapter proposes a new model of professionalism based on "power with" rather than "power over." 4Engaging Co-Workers in Relational Leadership chapter abstractWe know from decades of research that leadership is instrumental for achieving organizational change, whether through the exercise of power or through the exercise of influence. In this chapter we explore relational leadership as an alternative to hierarchy, based on "power with" rather than "power over." More specifically, relational leadership is a process of reciprocal interrelating between leaders and those they lead. Relational leaders create influence in two ways: by developing shared goals, shared knowledge, and mutual respect with others—and by developing shared goals, shared knowledge, and mutual respect among others. Relational leadership requires that leaders have the courage to move beyond the divide-and-conquer strategy to purposely build connections among others. 5How Structures Support—or Undermine—the Three Relational Dynamics chapter abstractManagers and frontline workers often develop relationships at work that enable them to get their jobs done. But these personal ties are not sufficiently reliable to achieve the performance outcomes that are at stake for their organizations, especially organizations that must deliver promised outcomes to multiple stakeholders without missing a beat, whether or not a particular individual happens to be present. Structures are needed to enable reliable performance outcomes, yet existing structures tend to be bureaucratic, creating strong ties within one's area of expertise and weak ties at critical handoffs. This chapter introduces organizational structures that range from selecting and training for teamwork, to shared protocols and shared information systems, designed to reinforce and strengthen relationships across the boundaries where they tend to be weak. 6A Relational Model of Organizational Change chapter abstractA Relational Model of Organizational Change proposes that three types of interventions—relational, work process, and structural—are needed to transform role relationships in a positive and sustainable way. Relational interventions enable participants to transform the way they see themselves and their role within their organization. Relational interventions include building a safe space within which to experiment with new ways of interrelating. To achieve positive sustainable changes in relationships, work process interventions are needed to apply the new dynamics to the work itself, enabling participants to visualize the work they are engaged in and identify opportunities to redesign that work to achieve the desired state. Even this is not sufficient however. Structural interventions are also needed to redesign existing structures to support and sustain the new ways of working together. 7Relational Coordination at Group Health chapter abstractGroup Health Cooperative gives us a chance to explore, up close, efforts to enhance relational coordination for the purpose of achieving high quality performance outcomes more efficiently. In the face of financial and system-level leadership challenges, Group Health's primary care leadership team decided to build on previous successes with lean process improvement by measuring and strengthening relational coordination among frontline care workers. Even though frontline workers and frontline leaders embraced these efforts, the challenges they faced were many, and successes were mixed with failures. 8Relational Coproduction in Varde Municipality chapter abstractPromoting health and wellness in the community means moving away from a narrow focus on treating illness to a broader focus on fostering wellness. It is both more holistic and smarter from the standpoint of shifting investment from downstream consequences to upstream causes. But investing upstream creates a need for relational coordination and coproduction across a greater number of sectors. Varde Municipality of Denmark provides an opportunity to explore efforts to build relational coordination across multiple sectors as well as relational coproduction with citizens themselves. With leadership support from the mayor and the municipal CEO, and a focus on leadership development at the frontline, this change effort was on a path to achieving sustainable positive outcomes. 9Relational Leadership at Dartmouth-Hitchcock chapter abstractThe Dartmouth-Hitchcock health system in central New Hampshire has long enjoyed a sterling reputation for healthcare delivery and innovation. Despite its impressive resources and accomplishments, there were some challenges as well. The Department of Surgery was facing tremendous performance pressures due in part to the shift toward accountable care. To respond to these challenges, the chair of surgery proposed two distinct change initiatives—building relational leadership among his surgical chiefs, and building relational coordination among frontline staff. We follow their journey closely, learning from its successes and its limitations. 10Bringing It All Together at Billings Clinic chapter abstractWhat does it look like to build relational coordination among workers and relational coproduction with your customers, while supported by relational leadership throughout your organization? While no one organization can perfectly exemplify this integrated approach, Billings Clinic was moving in this direction with strong leadership support from frontline workers, unit leaders, middle managers and the CEO. In addition to assessing and feeding back relational coordination metrics, this change initiative used positive deviance and games of positive recognition such as RC Bingo. We observe frontline efforts to redesign structures including payment models, team meetings, and information systems. After starting in an area of existing strength, this change initiative begins spreading to other parts of the system through positive contagion. 11Relational Interventions to Create New Ways of Relating chapter abstractRelational interventions are informed by process consultation, organizational development, and positive psychology. The underlying philosophy is that participants can assume a proactive role in transforming their role relationships with each other, their clients and their leaders, and that ultimate responsibility for change rests in their hands. In this chapter, we learn about relational interventions and the tools associated with them, such as safe spaces, relational mapping, the relational coordination survey, and facilitated dialogue. Interventions informed by relational coordination improve participants' capacity to self-manage their interdependence: to understand their common goals, to understand how their individual work fits into the larger work process, and to carry out their work with a mindfulness of how their actions affect the work of others. 12Work Process Interventions to Create New Ways of Working chapter abstractWhile relational interventions are focused on transforming relationships among those doing the work, work process interventions are focused on transforming the work itself. Process improvement and relational coordination are often seen as competing approaches. For decades, however, sociotechnical systems designers have seen the two as complementary approaches for organizational change. This chapter introduces tools from popular methodologies, such as lean, and microsystems for carrying out work process interventions in three phases: assessing the current state, envisioning the desired state, then experimenting to achieve the desired state. Once participants use relational interventions to begin changing the way they communicate and relate across key boundaries, they are better able to use these tools to change the work itself. 13Structural Interventions to Support and Sustain the New Dynamics chapter abstractStructural interventions are new structures introduced to support and sustain shared goals, shared knowledge, and mutual respect between workers, with their clients, and with their leaders—such as new forms of team meetings, or protocols to clarify roles and the connections between them, or boundary spanners whose role is to coordinate work, or hiring and training for teamwork, or revised structures for accountability and rewards, or newly designed supervisory roles, or shared conflict resolution practices, or shared information systems. While these new structures can support new relational dynamics, they cannot create these dynamics. When participants' sense of self is defined by the old relational dynamics, these new structures will feel unwelcome. These new structures are implemented successfully only when participants themselves see the need for them and participate in their design and implementation, having understood the principles of relational coordination, relational coproduction, and relational leadership through their own direct experience. 14Bringing It All Together in Your Own Organization—and Beyond chapter abstractWith the Relational Model of Organizational Change we have identified three types of interventions that together support sustained positive relational change: relational interventions to give birth to new patterns of interaction, work process interventions to diagnose and improve the work itself, and structural intervention to reinforce and sustain the new ways of working together. We have learned that these three types of interventions are quite synergistic. Given that they come from different "thought worlds," however, it is easy for change agents to become siloed. Perhaps the most powerful learning from this book is the critical role that change agents play in creating organizational change through small actions that have cumulative and transformative effects. The key is to carry out these small actions with intention, with awareness of one's power, as well as deliberate planning with others to create collective impact for positive change.

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Book SynopsisAlexandra Levit is an internationally recognized thought leader, futurist and consultant. She conducts primary workplace research on behalf of Fortune 500 companies including American Express, Deloitte, PepsiCo, Whirlpool and, previously, the Obama administration. A columnist for the New York Times and Forbes, she also has been named 'Top Entrepreneur to Follow on Twitter' by Forbes, 'Top Career Expert to Follow on Twitter' by Mashable and 'Top Business Expert to Follow on Twitter' by CEOWorld and has been recognised by Thinkers50 as one of the 'top 30 new leadership thinkers to watch in 2019'Trade Review"Humanity Works reminds leaders that the future doesn't happen to us; we can create it. And, with this book as our guide, we can build the future smartly, thoughtfully, and effectively." * Douglas Conant, Founder and CEO, ConantLeadership, Former CEO, Campbell Soup Company *"Humanity Works takes you on a journey from past to present to future in a way that's both inspiring and educating. Let Alexandra Levit help prepare you for the future of work, prevent your job from being automated and help you grow your company. Humanity Works reminds us that despite the rise of new technologies, it's our basic humanity that will keep us employed and fulfilled long term." * Dan Schawbel, Partner & Research Director, Future Workplace *"As a baby boomer leader, I am always looking for new strategies to ensure my company's competitiveness and profitability in a business world that's constantly changing. Alexandra Levit's Humanity Works is an essential guide for understanding the critical role human talent will play in the age of smart machines and evolving workplace norms." * Karyn Schoenbart, CEO, The NPD Group and Author, Mom.B.A. *"In our work with entrepreneurs, we've observed that the most successful leaders don't just react to current trends. They see them coming and take proactive steps to adapt their businesses and their mindsets. Alexandra Levit's Humanity Works should be in the hands of every person who wants to stay several steps ahead in the workplace of the future." * Scott Gerber, CEO, Young Entrepreneur Council *"For too long, management practices have been stuck in a twentieth-century model where workers largely report to an office every day and stay with one company for decades. But businesses no longer operate this way, and leadership needs to catch up with twenty-first-century realities and prepare for the rapidly changing nature of when, where, and how work gets done. In Humanity Works, Alexandra Levit does a phenomenal job of combining future-of-work theory, research, and real-world examples to provide managers and leaders with the information and tools they need to prepare successful twenty-first-century teams." * Sara Sutton Fell, Founder & CEO, FlexJobs, Remote.co & 1 Million for Work Flexibility *Table of Contents Chapter - 00: Introduction; Chapter - 01: This isn’t your parents’ workforce; Chapter - 02: Technology advances and the next chapter of industry; Chapter - 03: Humans as prized commodities; Chapter - 04: Evolving work structures; Chapter - 05: Mechanics of tomorrow’s gig economy; Chapter - 06: Choose your own adventure – Career customization; Chapter - 07: The future of workplace culture and experience; Chapter - 08: So long, textbook CEO; Chapter - 09: The organizational puzzle

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Book SynopsisMaximize performance with better data Developing a successful workforce requires more than a gut check. Data can help guide your decisions on everything from where to seat a team to optimizing production processes to engaging with your employees in ways that ring true to them. People analytics is the study of your number one business assetyour peopleand this book shows you how to collect data, analyze that data, and then apply your findings to create a happier and more engaged workforce. Start a people analytics projectWork with qualitative dataCollect data via communicationsFind the right tools and approach for analyzing data If your organization is ready to better understand why high performers leave, why one department has more personnel issues than another, and why employees violate, People Analytics For Dummies makes it easier.Table of ContentsIntroduction 1 About This Book 1 Foolish Assumptions 2 Icons Used in This Book 3 How This Book is Organized 3 Part 1: Getting Started with People Analytics 3 Part 2: Elevating Your Perspective 4 Part 3: Quantifying the Employee Journey 4 Part 4: Improving Your Game Plan with Science and Statistics 5 Part 5: The Part of Tens 5 Beyond the Book 5 Where to Go from Here 7 Part 1: Getting Started With People Analytics 9 Chapter 1: Introducing People Analytics 11 Defining People Analytics 12 Solving business problems by asking questions 14 Using people data in business analysis 19 Applying statistics to people management 20 Combining people strategy, science, statistics, and systems 21 Blazing a New Trail for Executive Influence and Business Impact 22 Moving from old HR to new HR 22 Using data for continuous improvement 24 Accounting for people in business results 24 Competing in the New Management Frontier 25 Chapter 2: Making the Business Case for People Analytics 27 Getting Executives to Buy into People Analytics 29 Getting started with the ABCs 29 Creating clarity is essential 30 Business case dreams are made of problems, needs, goals 30 Tailoring to the decision maker 31 Peeling the onion 32 Identifying people problems 34 Taking feelings seriously 35 Saving time and money 36 Leading the field (analytically) 37 People Analytics as a Decision Support Tool 38 Formalizing the Business Case 40 Presenting the Business Case 41 Chapter 3: Contrasting People Analytics Approaches 43 Figuring Out What You Are After: Efficiency or Insight 44 Efficiency 44 Insight 45 Having your cake and eating it too 46 Deciding on a Method of Planning 47 Waterfall project management 47 Agile project management 47 Choosing a Mode of Operation 50 Centralized 51 Distributed 52 Part 2: Elevating Your Perspective 55 Chapter 4: Segmenting for Perspective 57 Segmenting Based on Basic Employee Facts 58 “Just the facts, ma’am” 58 The brave new world of segmentation is psychographic and social 62 Visualizing Headcount by Segment 62 Analyzing Metrics by Segment 63 Understanding Segmentation Hierarchies 65 Creating Calculated Segments 68 Company tenure 68 More calculated segment examples 72 Cross-Tabbing for Insight 74 Setting up a dataset for cross-tabs 74 Getting started with cross-tabs 75 Good Advice for Segmenting 78 Chapter 5: Finding Useful Insight in Differences 79 Defining Strategy 80 Focusing on product differentiators 83 Identifying key jobs 85 Identifying the characteristics of key talent 86 Measuring If Your Company is Concentrating Its Resources 87 Concentrating spending on key jobs 88 Concentrating spending on highest performers 88 Finding Differences Worth Creating 93 Chapter 6: Estimating Lifetime Value 95 Introducing Employee Lifetime Value 96 Understanding Why ELV Is Important 97 Applying ELV 99 Calculating Lifetime Value 101 Estimating human capital ROI 102 Estimating average annual compensation cost per segment 103 Estimating average lifetime tenure per segment 103 Calculating the simple ELV per segment by multiplying 104 Refining the simple ELV calculation 106 Identifying the highest-value-producing employee segments 107 Making Better Time-and-Resource Decisions with ELV 108 Drawing Some Bottom Lines 109 Chapter 7: Activating Value 111 Introducing Activated Value 113 The Origin and Purpose of Activated Value 114 The imitation trap 114 The need to streamline your efforts 116 Measuring Activation 118 The calculation nitty-gritty 121 Combining Lifetime Value and Activation with Net Activated Value (NAV) 126 Using Activation for Business Impact 128 Gaining business buy-in on the people analytics research plan 128 Analyzing problems and designing solutions 129 Supporting managers 130 Supporting organizational change 130 Taking Stock 130 Part 3: Quantifying the Employee Journey 131 Chapter 8: Mapping the Employee Journey 133 Standing on the Shoulders of Customer Journey Maps 135 Why an Employee Journey Map? 141 Creating Your Own Employee Journey Map 143 Mapping your map 143 Getting data 144 Using Surveys to Get a Handle on the Employee Journey 145 Pre-Recruiting Market Research Survey 145 Pre-Onsite-Interview survey 148 Post-Onsite-Interview survey 148 Post-Hire Reverse Exit Interview survey 149 14-Day On-Board survey 150 90-Day On-Board Survey 151 Once-Per-Quarter Check-In survey 152 Once-Per-Year Check-In survey 153 Key Talent Exit Survey 155 Making the Employee Journey Map More Useful 157 Using the Feedback You Get to Increase Employee Lifetime Value 158 Chapter 9: Attraction: Quantifying the Talent Acquisition Phase 159 Introducing Talent Acquisition 160 Making the case for talent acquisition analytics 161 Seeing what can be measured 162 Getting Things Moving with Process Metrics 163 Answering the volume question 164 Answering the efficiency question 172 Answering the speed question 177 Answering the cost question 182 Answering the quality question 184 Using critical-incident technique 185 Chapter 10: Activation: Identifying the ABCs of a Productive Worker 193 Analyzing Antecedents, Behaviors, and Consequences 194 Looking at the ABC framework in action 195 Extrapolating from observed behavior 196 Introducing Models 198 Business models 199 Scientific models 200 Mathematical/statistical models 200 Data models 201 System models 203 Evaluating the Benefits and Limitations of Models 204 Using Models Effectively 206 Getting Started with General People Models 209 Activating employee performance 209 Using models to clarify fuzzy ideas about people 215 The Culture Congruence model 216 Climate 218 Engagement 221 Chapter 11: Attrition: Analyzing Employee Commitment and Attrition 225 Getting Beyond the Common Misconceptions about Attrition 226 Measuring Employee Attrition 230 Calculating the exit rate 231 Calculating the annualized exit rate 233 Refining exit rate by type classification 233 Calculating exit rate by any exit type 236 Segmenting for Insight 236 Measuring Retention Rate 238 Measuring Commitment 239 Commitment Index scoring 240 Commitment types 241 Calculating intent to stay 241 Understanding Why People Leave 243 Creating a better exit survey 243 Part 4: Improving Your Game Plan with Science and Statistics 249 Chapter 12: Measuring Your Fuzzy Ideas with Surveys 251 Discovering the Wisdom of Crowds through Surveys 252 O, the Things We Can Measure Together 253 Surveying the many types of survey measures 254 Looking at survey instruments 256 Getting Started with Survey Research 257 Designing Surveys 258 Working with models 259 Conceptualizing fuzzy ideas 260 Operationalizing concepts into measurements 260 Designing indexes (scales) 261 Testing validity and reliability 263 Managing the Survey Process 266 Getting confidential: Third-party confidentiality 266 Ensuring a good response rate 267 Planning for effective survey communications 270 Comparing Survey Data 272 Chapter 13: Prioritizing Where to Focus 275 Dealing with the Data Firehose 276 Introducing a Two-Pronged Approach to Survey Design and Analysis 278 Going with KPIs 278 Taking the KDA route 278 Evaluating Survey Data with Key Driver Analysis (KDA) 279 Having a Look at KDA Output 286 Outlining Key Driver Analysis 287 Learning the Ins and Outs of Correlation 288 Visualizing associations 288 Quantifying the strength of a relationship 290 Computing correlation in Excel 291 Interpreting the strength of a correlation 292 Making associations between binary variables 293 Regressing to conclusions with least squares 296 Cautions 299 Improving Your Key Driver Analysis Chops 299 Chapter 14: Modeling HR Data with Multiple Regression Analysis 303 Taking Baby Steps with Linear Regression 304 Mastering Multiple Regression Analysis: The Bird’s-Eye View 307 Doing a Multiple Regression in Excel 309 Interpreting the Summary Output of a Multiple Regression 312 Regression statistics 313 Multiple R 313 R-Square 314 Adjusted R-square 314 Standard Error 315 Analysis of variance (ANOVA) 315 Significance F 316 Coefficients Table 317 Moving from Excel to a Statistics Application 320 Doing a Binary Logistic Regression in SPSS 321 Chapter 15: Making Better Predictions 331 Predicting in the Real World 333 Introducing the Key Concepts 334 Independent and dependent variables 335 Deterministic and probabilistic methods 335 Statistics versus data science 337 Putting the Key Concepts to Use 337 Understanding Your Data Just in Time 339 Predicting exits from time series data 340 Dealing with exponential (nonlinear) growth 344 Checking your work with training and validation periods 345 Dealing with short-term trends, seasonality, and noise 347 Dealing with long-term trends 350 Improving Your Predictions with Multiple Regression 354 Looking at the nuts-and-bolts of multiple regression analysis 356 Refining your multiple regression analysis strategy 358 Interpreting the Variables in the Equation (SPSS Variable Summary Table) 361 Applying Learning from Logistic Regression Output Summary Back to Individual Data 364 Chapter 16: Learning with Experiments 369 Introducing Experimental Design 370 Analytics for description 371 Analytics for insight 371 Breaking down theories into hypotheses and experiments 372 Paying attention to practical and ethical considerations 374 Designing Experiments 375 Using independent and dependent variables 375 Relying on pre-measurements and post-measurements 376 Working with experimental and control groups 377 Selecting Random Samples for Experiments 378 Introducing probability sampling 379 Randomizing samples 380 Matching or producing samples that meet the needs of a quota 383 Analyzing Data from Experiments 384 Graphing sample data with error bars 385 Using t-tests to determine statistically significant differences between means 389 Performing a t-test in Excel 390 Part 5: The Part of Tens 395 Chapter 17: Ten Myths of People Analytics 397 Myth 1: Slowing Down for People Analytics Will Slow You Down 398 Myth 2: Systems Are the First Step 399 Myth 3: More Data Is Better 400 Myth 4: Data Must Be Perfect 401 Myth 5: People Analytics Responsibility Can be Performed by the IT or HRIT Team 402 Myth 6: Artificial Intelligence Can Do People Analytics Automatically 403 Myth 7: People Analytics Is Just for the Nerds 404 Myth 8: There are Permanent HR Insights and HR Solutions 405 Myth 9: The More Complex the Analysis, the Better the Analyst 405 Myth 10: Financial Measures are the Holy Grail 407 Chapter 18: Ten People Analytics Pitfalls 409 Pitfall 1: Changing People is Hard 409 Pitfall 2: Missing the People Strategy Part of the People Analytics Intersection 411 Measuring everything that is easy to measure 412 Measuring everything everyone else is measuring 412 Pitfall 3: Missing the Statistics Part of the People Analytics intersection 413 Pitfall 4: Missing the Science Part of the People Analytics Intersection 413 Pitfall 5: Missing the System Part of the People Analytics Intersection 414 Pitfall 6: Not Involving Other People in the Right Ways 416 Pitfall 7: Underfunding People Analytics 417 Pitfall 8: Garbage In, Garbage Out 419 Pitfall 9: Skimping on New Data Development 420 Pitfall 10: Not Getting Started at All 422 Index 423

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

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Book SynopsisHR leader and popular Everyday People blogger Steve Browne takes a fresh look at HR through an engaging assortment of real-life examples, insights, and epiphanies and encourages practitioners to drop the preconceptions of what HR should be and instead look to what HR could be.

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Book SynopsisThe need for HR professionals to understand and apply data analytics is greater than ever. Today’s successful HR professionals must ask insightful questions, understand key terms, and intelligently apply data, but may lack a clear understanding of the many forms, types, applications, interpretations, and capabilities of HR analytics. HR Analytics provides a practical approach to using data to solve real HR challenges in organizations and demystifies analytics with clear guidelines and recommendations for making the business case, starting an HR analytics function, avoiding common pitfalls, presenting data through visualization and storytelling, and much more.

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Book SynopsisKaren Beaven is an executive coach and the founder of the HR Entrepreneur's Network. She has operated at HR Director level for a number of years at companies including River Island and AllSaints, and has been ranked as one of the most influential HR practitioners by HR Magazine in 2016 and 2017. She was also recognised as HR Director of the year in 2015 and has been listed as a Global HR superstar by HRO Today.Trade Review"Karen has an obvious passion for and commitment to the HR profession. This book does a wonderful job of chronicling her HR journey and sharing her narrative. Her insights will be helpful as a guide to other HR professionals who want to make a difference." * Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan & Partner, The RBL Group *"What Karen Beaven has created is the missing link between individual, professional, organisational and business perspectives, on the key role HR professionals can have in the fabled future of work. Packed full of quotes, references, exercises and real-life stories, this is the go-to book for those serious about their impact in the work they do, that might now be called HR Strategy. Reset and reinvent HR? You bet..!" * Perry Timms, Chief Energy Officer, PTHR #5 HR Most Influential Thinker 2018 *"This is a practical guide for HR professionals seeking to create performance-enhancing HR led by commercial goals. It is all the more powerful coming from an award-winning HRD who has been there and done it, experiencing the ups and downs and building resilience with humility and learning. A most useful handbook to progress your HR career and achieve more." * Darren Hockaday - HR Director, Gatwick Airport *"This is a must-read book, whether you are an experienced HR professional or a novice at the start of your career. It is an indispensable guide to understanding the world of work and adding strategic value by challenging you to rethink your understanding of HR. The future is really is all about the People Experience and awareness of self, business, industry and profession." * Shakil Butt, HR Hero, HR and Leadership Consultant *"This much-needed and easy-to-read book provides a fantastic guide for today's HR professional. It is a great combination of education into modern practice and terminology blended with practical advice and encouragement for how to navigate the shifting commercial landscapes that we all face." * Kim Atherton - Chief People Officer, OVO Energy and CEO, Just3Things *"Finally, a professional self-help book for HR practitioners from the 'Bouncebackability' Queen herself! As an avid fan of Karen's PX vision, I look forward to a future HR profession full of human-centric and business focused practitioners, closely collaborating with their people and leaders to build commercially successful and sustainable organisations. As Karen states - 'To be inspirational, you must first be inspired', and this book will do that for you." * Natal Dank - Chief HR Agilist at Southern Blue Consulting and co-founder of the Agile HR Community *"In a world where HR has to be as creative, agile and future-focused as any other part of the business, this book shows not only how important this is but how to make it possible. It will be the go-to resource for all my HR coachees who are looking to make their mark in business." * Paul Deeprose, Founder of The Career Gym *"This book is a massive gift not just to HR leaders but to all leaders. Karen turns fundamental concepts into extremely practical steps but most of all she conveys all of her experiences and recommendations in a truly human way. After reading this book you will look after yourself and your people differently and you will be totally confident that you are adding additional value to your organization." * David Frost, Organisational Development Director at Total Produce plc *"An excellent handbook for anyone with HR or line management responsibilities, putting the employee experience at the forefront. The chapters are well researched, providing snackable information with sections on how your thinking will be changed, toolkit essentials and reflection questions." * Julie Merritt, General Manager *"This is an inspirational guide written by a been there, seen it, done it industry specialist who knows what she is talking about and is not afraid to explain it. By learning about staff, the benefits of a personal network, the industry you work in and your aspirations, the reader can grow into a passionate leader and guide a business to become a driving force in their field." * Stu Walker, Managing Director - Integrated Sales & Marketing Solutions *"The book is a clear call to HR professionals to continue developing themselves, encourages reflection on the profession and its responsibilities, and the skills needed to succeed in Human Resources - along with guidance on how to develop them. It's great to see a book on HR stepping out of our traditional task and priorities and considering the wider organization, industry and future trends. This book is a true toolkit for the HR professional - a 'how to' guide on how to be great at what we do - whilst also encouraging us to step outside of our comfort zone." * Gemma Dale, Co-founder, The Work Consultancy *Table of Contents Section - ONE: Know your self; Chapter - 01: Continuous personal development; Chapter - 02: Drive and passion; Chapter - 03: Comfort zone; Chapter - 04: Interpersonal skills; Chapter - 05: Bravery; Chapter - 06: Your personal network; Chapter - 07: Inspirational leadership; Section - TWO: Know your business; Chapter - 08: Product; Chapter - 09: People; Chapter - 10: Productivity; Chapter - 11: Annual results; Chapter - 12: Commercial focus; Chapter - 13: Markets and channels; Chapter - 14: Technology; Chapter - 15: Culture; Chapter - 16: Purpose; Section - THREE: Know your industry; Chapter - 17: Competition; Chapter - 18: Business environment; Chapter - 19: Rules and regulations; Chapter - 20: Trends and forecasting; Chapter - 21: Where's the talent?; Chapter - 22: Workforce planning; Chapter - 23: Resources; Section - FOUR: Know your profession; Chapter - 24: Professional accreditation; Chapter - 25: Responsibilities; Chapter - 26: Advisory bodies; Chapter - 27: Career framework; Chapter - 28: Professional development; Chapter - 29: The development of the industry; Chapter - 30: The future of work

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Book SynopsisA high-performing and cohesive leadership team is essential for organizational success. Leadership Team Coaching in Practice provides an overview of the tools and techniques for coaching leadership teams and shows how these approaches have been applied around the world in a variety of team types and industries. Featuring expert contributions from chief executives, team coaches, team leaders and consultants in organizations including Comair and the UK National Health Service (NHS), this practical guide illustrates best practice tailored to the needs of each organization. The new and updated third edition of Leadership Team Coaching in Practice incorporates the latest research and thinking in the field, including new material on developing the personal core capacities for systemic team coaching. Alongside updates to case studies to offer a long-term view of interventions, the third edition contains new case studies including team coaching in Toyota through a period of transformation. There is a new medley chapter of short case stories that address some of the regularly asked questions by new team coaches and new material that explores ways of creating a teaming and 'team of teams' culture. This book remains an essential resource for executive and team coaches, CEOs, team leaders, organizational development consultants, and those studying coaching as part of a degree or coaching qualification.Trade Review"Systemic, Team and Coaching - three powerful concepts. The case studies and other chapters in this book show how you can put them together to enable leaders and their teams to meet the challenges of an evolving world with confidence and integrity!" * Professor David Clutterbuck, Co-Dean of the Global Team Coaching Institute *"A great new edition from Peter Hawkins, the world's leading pioneer in Systemic Team Coaching, which provides rich case examples of coaching teams in different sectors and different countries around the world. A must-read if you want to see best practice in action." * Damian Goldvarg, President, Goldvarg Consulting Group, Inc *"In a highly interconnected and interdependent world, it is critical for organizations to recognize their role and power in impacting the broader ecosystem in which they exist. What better way to guide leaders and coaches on how to go about this organizational transformation than through a compelling collection of case studies (collected from around the world) sharing how real teams are using leadership team coaching to grapple with their own unique complex systemic issues." * Ilka Dunne, Leadership and Coaching Lead, FirstRand Bank South Africa *"Peter Hawkins' world class methodology is very helpful for high level steering and developing of all types of companies and organizations, plus a great tool with teams and for personal development. For me, as a CEO, it is the basis of my work." * Dr. Frank Quante, CEO, Fraport Bulgaria (Varna Airport and Burgas Airport) *"An inspiring and practical read for Leaders, Coaches and OD Consultants on how to take your teams to the next level of what the future needs and be stakeholder centric. Edited by Peter Hawkins, the world's leading pioneer in Systemic Team Coaching, it offers case examples from around the world, many written jointly by CEOs and their team coach." * Marshall Goldsmith, New York Times #1 bestselling author of Triggers, Mojo, and What Got You Here Won’t Get You There *Table of Contents Chapter - 01: Introduction: High value-creating teams – the latest research and development [Peter Hawkins]; Chapter - 02: What are leadership team coaching and systemic team coaching? [Peter Hawkins]; Chapter - 03: Learning from case studies and an overview of published case studies [Peter Hawkins, Catherine Carr and Jacqueline Peters]; Chapter - 04: Coaching the commissioning and clarifying: A case study of a professional services leadership team [Hilary Lines]; Chapter - 05: Coaching the co-creating within the team: Two case studies from Canada [Catherine Carr and Jacqueline Peters]; Chapter - 06: Coaching the Connections: Inter-team coaching at Yeovil Hospital Foundation Trust [Peter Hawkins and Gavin Boyle]; Chapter - 07: Coaching the team working with its core learning [Sue Coyne and Judith Nicol]; Chapter - 08: Systemic team coaching: co-creation by four teams – A Japanese case study: Kyoto Toyota Motor Company [Hidetoshi Tajika]; Chapter - 09: Team coaching for organizational learning and innovation: A case study of an Australian pharmaceutical [Padraig O’Sullivan and Carole Field] Chapter - 10: The team coaching journey with a leadership team in a period of transformation [Olivia Chauvain, Claire Forest, Fanny Sensen and Christophe Mikolajczak]; Chapter - 11: Systemic Team Coaching combined with a leadership team coaching program: Peel Police Canada [Heather Clayton, Catherine Carr and Nishan Duraiappah]; Chapter - 12: Developing an effective ‘team of teams’ approach in Comair [Barbara Walsh, Danny Tuckwood, Erik Venter, Geraldine Welby-Cooke, Tracey Mccreadie and Justin Dell, Peter Hawkins]; Chapter - 13: A medley of team coaching vignettes: challenges and innovation [Peter Hawkins, Helen Zink, Nathalie Lerotic Pavlik and Nqobekile Dorah Manyoni, Monica Callon, Lucy Shenouda and Ralph Cochrane, Declan Woods]; Chapter - 14: Assessment and evaluation of teams and team coaching [Peter Hawkins]; Chapter - 15: Coaching the board: How coaching boards is different from coaching executive teams, with case examples from the private, public and voluntary sectors [Peter Hawkins and Alison Hogan]; Chapter - 16: Creating a ‘teaming’, and ‘team of teams’ culture and a strategy for team coaching [Peter Hawkins]; Chapter - 17: Embodied approaches to team coaching [Peter Hawkins and David Presswell]; Chapter - 18: Developing the personal core capacities for systemic team coaching [Peter Hawkins]; Chapter - 19: Training systemic team coaches [Peter Hawkins, John Leary-Joyce and Hilary Lines]; Chapter - 20: Systemic team coaching – where next? [Peter Hawkins and Krister Lowe]

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