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In this book, the authors gather current research in the study of human capital and human resource management. Topics discussed include managing multicultural maritime human resources; human capital costs and absenteeism among employees with health conditions; educational mismatch in the Chinese labor market; human capital effects on the growth of nations and firms; strategies for professional training of human resources in a globalized economy and the relationship between human capital, life expectancy, and economic development.

The USAir Force human capital management (HCM) system is not easily defined or mapped. It affects virtually every part of the Air Force because workforce policies, procedures, and processes impact all offices and organizations that include Airmen and responsibilities and relationships change regularly. To ensure the readiness of Airmen to fulfill the mission of the Air Force, strategic approaches are developed and issued through guidance and actions of the Office of the Deputy Chief of Staff for Manpower, Personnel and Services and the Office of the Assistant Secretary of the Air Force for Manpower and Reserve Affairs. Strengthening US Air Force Human Capital Management assesses and strengthens the various U.S. Air Force initiatives and programs working to improve person-job match and human capital management in coordinated support of optimal mission capability. This report considers the opportunities and challenges associated with related interests and needs across the USAF HCM system as a whole, and makes recommendations to inform improvements to USAF personnel selection and classification and other critical system components across career trajectories. Strengthening US Air Force Human Capital Management offers the Air Force a strategic approach, across a connected HCM system, to develop 21st century human capital capabilities essential for the success of 21st century Airmen.

Human Resources used to be about recruiting good people, preparing them for assignments, motivating them to perform, and retaining them. Do these things well and your well-oiled machine will operate as planned. But in today's turbulent and increasingly broadening economy, HR must go beyond its traditional focus if a company is to also expand and become as far-reaching as the times are trying to take it. While the core plan of recruit, prepare, motivate, and retain is still essential, High-Impact Human Capital Strategy examines 12 critical forces that must also be evaluated and maximized if a company is to continue its success, including: globalization, changes in workforce demographics, skill shortages and mismatches in labor markets, environmental matters, and more. Readers will learn how to design human capital programs that:• Incorporate each of the 12 critical forces into an effective overall plan• Connect with business measures• Achieve positive ROI• Ensure critical talent is in place• Boost engagement• Address work/life balance and other social issues• Reduce the need to outsourceComplete with case studies and step-by-step guidelines to help you move beyond the traditional focus of Human Resources, the indispensable plans of attack found in High-Impact Human Capital deliver measurable value in the face of ongoing challenges that are not going away.

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The principles of sound human resource management are generally understood, but too often practitioners believe the same policies and programs will work in all contexts. The effectiveness of any system is highly dependent on the context within which it must function. And due to globalization and increased workforce diversity, the contexts across and even within organizations have become more varied.The Most Important Asset is a story about new graduates entering the human resources field, encountering and dealing with workforce management challenges and issues and developing their own professional competence through experience. Principles are presented and alternative solutions to problems are explored, providing the reader with a roadmap for analyzing situations and making decisions as to how to act. Placing the characters in different types of organizations provides insights into how different contexts call for different strategies. Alternative strategies for staffing an organization, developing its people, defining, measuring and rewarding performance are used to illustrate how what is done should be compatible with the mission, culture, organizational strategy, and internal and external realities.

SAP implementations are always a challenge. An enterprise will deploy its top resources, human and infrastructural, towards a SAP implementation--and yet fall short. Why? Simply because it is the nature of the beast. Typically, SAP implementations are large and complex, involving multiple locations, stakeholder groups and business interests. During an implementation, multiple issues can rear their heads. These issues can be functional, technical or financial. Not least, issues are human. Conflicts between project team members and stakeholder groups are often cited as reasons for less-than-stellar SAP implementations. Now veteran ERP consultant LaShonda Rahming brings you expertise that will help you make your SAP implementation a success story. In SAP Lessons Learned: Human Capital Management she showcases the collected wisdom of thirteen leading consultants who share experiences that run the gamut from tackling post go-live resistance to increasing end-user productivity. You will find that the book brings you, in a voice that is easy to read, assimilate and put to immediate action, critical material on how to overcome common and not so common challenges within the SAP human capital management space. Among other things, you will find out how to gather detailed requirements that can be used to select your implementation partner and understand valuable information needed during your implementation, increase your understanding of change and project management and--if your SAP implementation went live already--learn techniques to increase end user productivity. This last item, although crucial, is often overlooked. As the author shares with us, a Gartner study shows that 76% of end users have a failing or substandard understanding of new systems software. Similar to the medical industry where most deaths occur due to iatrogenic death (death induced in a patient by physician's activity), this is also true in the SAP end user community where most errors and lack of efficiencies is caused by lack of end user productivity. Whether you are a SAP consultant or a manager driving an internal ERP implementation, SAP Lessons Learned: Human Capital Management has lessons for you that will help you minimize the gotchas and lead your SAP implementation towards success.

The only way for HR professionals to ensure sustainable top performance from their workforce is by taking a people-focused approach to their employees. To outperform their competitors, businesses need happy, engaged and committed employees performing to their full potential. Investing in new technologies or embracing people analytics won't achieve this but a people-focused approach will. It not only improves staff engagement, productivity and wellbeing but also secures the benefits for the business with Deloitte reporting in 2019 that'organizations focusing on human experience are twice as likely to outperform their peers in revenue growth over a three-year period.'Human Experience at Work is a practical guide for HR professionals and those responsible for talent management which provides advice, examples and guidance on how to embed people-centred approach to staff development. Human Experience at Work covers what human experience is, the benefits for the organization, the benefits for employees, how to make it part of a talent management and organizational development strategy and how to leverage it. There is also coverage of how focusing on people and allowing them to be themselves at work creates a more diverse and inclusive work environment. Supported by case studies, insights, and examples from companies including GSK, Ford, IKEA, Fotile, Grenade, Huel, and Moneypenny.

“Ed Hess's Hyper-Learning is uniquely practical and is the essential starting point for charting new ways of thinking, living, working, leading, and being fulfilled in our new world.” —Gary Roughead, Admiral, US Navy (retired) former Chief of Naval Operations The Digital Age will raise the question of how we humans will stay relevant in the workplace. To stay relevant, we have to be able to excel cognitively, behaviorally, and emotionally in ways that technology can't.Professor Ed Hess believes that requires us to become Hyper-Learners: continuously learning, unlearning, and relearning at the speed of change. To do that, we have to overcome our reflexive ways of being: seeking confirmation of what we believe, emotionally defending our beliefs and our ego, and seeking cohesiveness of our mental models. Hyper-Learning requires a new way of being and a radical new way of working. In Part 1 of this how-to book, Hess takes a practical workbook approach and helps readers create their Hyper-Learning Mindset, choose and embrace their needed Hyper-Learning Behaviors, and adopt their daily Hyper-Learning Practices. In Part 2, Hess focuses on how to humanize the workplace to optimize Hyper-Learning. Featuring case studies of three business leaders and two public companies, this book shows how to harness the power of human emotions, choices, and behaviors to enable the highest levels of human cognitive, emotional, and behavioral performance—individually and organizationally.

Which mindset do you think existing Boards and CEOs are in when it comes to HRDs being able to make the move to CEO? Have you ever asked the question why HR Directors don't make the move to CEO? Why Boards and CEOs ignore “HRness”? Is HR really dead? Where is HR's guiding North Star? Could you imagine an HR Director being your CEO? In Human Resources Changes the World, Glenn G Jones examines the available research and sets out the reasons why HR is not progressing to its full potential; it will surprise you. If you've never thought of becoming a CEO and you are in HR, then think again. After over thirty years in HR and six years in freelance HR consulting, the above questions have become something that Glenn needed to tackle. In this book, Glenn sets out the actions and mindset that must be adopted to enable HR to really change the world in the 21st century.

Given the enormous economic and developmental changes being experienced by nations in the Asia-Pacific region, and the related movement of people between and across countries, it is critical that we better understand the HRM policies and practices of these nations. The latest instalment in the Global HRM series, Managing Human Resources in Asia-Pacific (2E) presents the HRM situations in a number of South-East Asian and Pacific Rim countries, highlighting the growth of the personnel and HR function, the dominant HRM system(s) in the area, the influence of different factors on HRM, and the challenges faced by HR functions in these nations. This edition extends its coverage to Cambodia, Fiji, Indonesia, and the Philippines; a new chapter discusses HR research challenges in the region, such as the transferability of western constructs, problems with data collection, and the emergence of MNEs from Asia Pacific.

The issue of physical resources is one of considerable interest in the field of human resource management, but the solution to such difficulties must depend upon the skills and enterprise of those in positions of management. The purpose of this book, first published in 1975, is to focus upon these skills and upon the issues involved in examining the utilisation of human resources. The concept of human resources is an extremely broad one and there are many relevant disciplines. Each discipline provides information with respect to monitoring, developing or utilising the human resource. The set of papers in this volume will provide a source of reference for a wide range of research worker, practitioners and students in the total sphere of human resources as well as within the various disciplines represented.

How to Leverage Talent You Don't OwnCampbell Soup Company and PepsiCo seek advice from anthropologists to understand customer tastes and preferences. Google and Intel engage experts in social science and biomechanics to assess how people think about and use technology. Companies are gaining advantage through a new capability—strategic use of external experts—made possible by technology and the globalization of talent. Leaders everywhere recognize that “lean,” “agile,” and “fast” strategies require new ways to access and leverage—without owning—key talent to fill critical gaps. As managers seek nontraditional sources of strategic talent and experiment with fast, flexible ways of engaging these experts, they need a new roadmap.This book delivers that roadmap. It tells you how to assess, choose, attract, develop, support, and retain your external talent. Authored by thought leaders and bestselling authors in leadership and talent management who teach and consult globally, Agile Talent reveals how companies such as Apple, Uber, Airbnb, Google, IBM, and Bain Capital organize and manage new forms of talent in innovative ways. Supported by survey data and packed with tools and templates for applying these ideas, this book is the ultimate guide for winning the next war for talent.

As globalization brings different cultures together, human performance interventions and training solutions may be strained by cultures, policies and other lines of thinking specific to a particular country, region or continent. What is considered a systematic process of discovering and analyzing important human performance gaps, such as designing and developing cost-effective and ethically justifiable strategies to close those gaps, implementing the strategies, and evaluating the financial results in one country may not apply in another. Human Performance Models Revealed in the Global Context powerfully presents different models of human performance from across the globe, and enables readers to understand a much broader range of interactions, perceptions, models, and possibilities for HR management, training and development. Human performance is high on the agenda of organizations around the globe because they must raise the level of company performance and bring about organizational change in order to continue to survive and thrive in a global economy. Human Performance Models Revealed in the Global Context unveils worldwide, lessons about organizations facing similar, and different challenges focusing on this pressing need to improve human performance. Indeed human performance is seen as the greatest asset to affect organizational performance than any other. Although physical, financial, intangible, and other assets are crucial in varying degrees in different organizations, human performance is the “glue” that holds all the other assets together and guides their use to achieve results. Effective use of an organizational human capital will no doubt be one of the most valuable strategies to help a firm gain a competitive advantage in this global, and changing, economy. Human Performance Models Revealed in the Global Context's valuable presentation of the developments and future of this field is informative and inspiring for a wide readership, because of its broad constellation of cases, its insights and recommendations and foundational lessons for guiding human performance initiatives in organizations. Readers who will find the volume valuable will include a wide spectrum including, trainers in Human Resource Development; Human Resource Managers; Military trainers; adult learning professionals; business administrators and aspiring administrators; public school administrators; business managers; non-profit, NGO, hospital and community organization administrators;, managers, directors, and supervisors; educational administrators; college professors/teachers, undergraduate and graduate students.

Fundamentals of Human Performance and Training was developed to help researchers and practitioners select measures to be used in the evaluation of human performance and helps them seek better, more efficient and effective ways to close performance gaps in this global economy. The book is bursting with innovative ideas that will help readers create powerful solutions in their organization, their country, their region and their continent. Fundamentals of Human Performance and Training should be of value to anyone interested in matching the right solutions to the right problems, addressing causes by providing a range of solutions to improve human performance in any organizations in the global economy. The volume provides foundational chapters for the field and human performance to guide development or improvement of HR management strategies, training and management, which will prove to be dynamic, efficient, responsive to changes encompassing organizations, and grounded in vision and excellence. Critical issues facing organizations today include how to build intellectual capital, establish and maintain a high-performance workplace, enhance profitability, and encourage productivity. These needs require practitioners to go beyond a competency-based approach to training. From the theory of andragogy to the practical examples and recommendations provided by our highly respected authors, human capital developers and managers will be equipped with knowledge and skills to identify, solve and anticipate human performance problems in their respective organizations. Non-managers will also benefit from the book through identifying and solving day to day human performance problems because these problems are applicable to their work. Finally, for researchers, administrators and students who are looking forward to improving their research skills, our authors provide exemplary scholarly work in terms of how to conduct meaningful research in the area of human performance and training. Also, such a volume rich in identifying and seizing human performance improvement opportunities will help prepare our students to enter and excel in the real world of work.

Der Titel dieses Sammelbandes deutet auf ein Spannungsverhältnis im Human Resource Management hin, bedingt durch mögliche Ziel- und Handlungsdiskrepanzen zwischen Arbeitsorganisation und Organisationsteilnehmer. Es geht um das jeweilig neu zu bestimmende Ausmaß an Anpassung und Emanzipation, was wiederum direkt mit der immer wichtiger werdenden Selbststeuerungskompetenz bezüglich der eigenen Berufsfähigkeit vor dem Hintergrund der Veränderungen in der Arbeitswelt zusammenhängt. Grundvoraussetzung für ein zukunftsbezogenes Human Resource Management ist die systematische Förderung eigenständiger Berufspersönlichkeiten durch die Organisation, auch wenn hierbei nicht immer ein direkter Verwertungszusammenhang mit den Betriebszielen erkennbar wird. Doch für eine solche an der ganzheitlichen Berufspersönlichkeit orientierte Personalarbeit wäre eine stärkere Einbeziehung von Ansätzen aus der Berufsberatung wichtig. Die in diesem Band versammelten Beiträge aus Wissenschaft und Praxis charakterisieren – sicherlich vorerst eklektisch – dieses Feld aus verschiedenen Perspektiven.

The field of Human Resource Development has developed largely through academics, scholars and reflective practitioners from across the world coming together. Many people link memorable keynote speeches to changes in their research, practice, career path or even life view. Good keynote speeches are a forthright statement of the expert's view and thus are often not published. Now that HRD is maturing there is a need to recapture some of those earlier moments – both as a form of archive, and also to shed light on the path that has been followed. Twenty-two speeches seminal to the field of HRD are included in this volume. These speeches are milestones along the path of the development of the field; as well as reconstructing their speech, the contributors have also located it within the time it was given and commented on how the field has developed since. This book is a resource, not only as an archive and for those who wish to relive their pivotal moments, but also for anyone interested in the development of HRD as a discipline. This unique approach provides an exciting and engaging way to reflect on cutting edge issues in the academic and practitioner world of HRD!

Contemporary Issues in Human Resource Management is uniquely holistic in its approach to advanced HRM and takes the reader logically through a wide variety of practical issues and functions that affect HR practitioners. Topics addressed include competition and choice, people and skills, regulation and public policy, social trends, engaging people, managing an international workforce, and developing and implementing HR strategies. It is an essential one-stop resource that clearly evaluates the issues surrounding the way people are managed, offers insight into the future development of HRM, and provides the theoretical framework that will enable success in practice.Contemporary Issues in Human Resource Management is packed full of engaging features, such as chapter-by-chapter learning outcomes, case studies, critical reflections, questions and activities designed to actively engage you with the material addressed and summaries of key points to aid learning. Taking you step-by-step through the aspects of HR management so vital for the practice of HR within an organisation, Stephen Taylor's innovative textbook is ideal for students taking an HRM module at undergraduate or Master's level, as well as students taking other modules that explore people management in relation to the wider business context. Online resources are offered to complement the material and include annotated web links, for a wealth of useful sources and information to develop your understanding, multiple choice questionnaires, PowerPoint slides for tutors to design their programmes, along with Lecturer's guides.

Optimizing Talent is the must have book for every leader and manager looking to sustain the ultimate workforce. Linda and Paul show what works and what doesn't in talent initiatives to drive business outcomes. This book is a call to action to transform how you think about talent, how you develop and retain talent and how you measure the impact of talent initiatives on the bottom line.

In a marketplace fueled by intangible assets, anything less than optimal workforce success can threaten a firm's survival. Yet, in most organizations, employee performance is both poorly managed and underutilized. The Workforce Scorecard argues that current management and human resources practices hinder employees'ability to contribute to strategic goals. To maximize the power of their workforce, organizations must meet three challenges: view their workforce in terms of contribution rather than cost; replace benchmarking metrics with measures that differentiate levels of strategic impact; and make line managers and HR professionals jointly responsible for executing workforce initiatives. Building on the proven model outlined in their best-selling book The HR Scorecard, Mark Huselid, Brian Becker, and co-author Richard Beatty show how to create a Workforce Scorecard that identifies and measures the behaviors, competencies, mind-set, and culture required for workforce success and reveals how each dimension impacts the bottom line. Practical and timely, The Workforce Scorecard offers crucial lessons for leveraging human capital to achieve strategic success.

The concept of workforce engagement starts with employers understanding what employees need and want from their work experience. It also involves creating and implementing workplace practices designed to advance productivity through the improved work experiences of employees. In this second edition of Workforce Engagement: Strategies to Attract, Motivate and Retain Talent, authors Stephen Hundley, Frederic Jacobs and Marc Drizin provide readers with enhanced concepts, updated research data and new case studies to enhance understanding of workforce engagement: what it means, why it is important and how it affects individuals and, ultimately, organizations. This book also provides a framework for understanding workforce engagement as part of a broader total rewards strategy. With highlights from three Employee Hold'em national benchmark studies on workforce engagement, readers are given insight into findings and implications for employers from a nationally representative sample of employees, including an understanding of the levels and drivers of workforce engagement.

From Widgits to Digits is about the changing nature of the employment relationship and its implications for labor and employment law. For most of the twentieth century, employers fostered long-term employment relationships through the use of implicit promises of job security, well-defined hierarchical job ladders, and longevity-based wage and benefit schemes. Today's employers no longer value longevity or seek to encourage long-term attachment between the employee and the firm. Instead employers seek flexibility in their employment relationships. As a result, employees now operate as free agents in a boundaryless workplace, in which they move across departmental lines within firms, and across firm borders, throughout their working lives. Today's challenge is to find a means to provide workers with continuity in wages, on-going training opportunities, sustainable and transferable skills, unambiguous ownership of their human capital, portable benefits, and an infrastructure of support structures to enable them to weather career transitions.

Cet ouvrage n'est ni un livre de management, ni une série de conseils utiles seulement à ceux qui les donnent. Il s'adresse plutôt à chacun de nous dans son expérience de travail jamais déconnectée du reste de son existence. Le travail est un lieu de relations qui n'y sont pas plus faciles ou plus difficiles qu'ailleurs. Nous y sommes partie prenante, nous les subissons autant que nous en sommes les acteurs et les responsables. L'auteur croque, à travers dix chroniques savoureuses, les facettes plus ou moins heureuses des relations humaines dans le quotidien du travail. Un autodiagnostic permet à chacun de s'auto-évaluer. Ouvrage publié avec le concours du Centre national du livre.

'Gestion prévisionnelle des emplois et des compétences'--Cover.

'This e-book looks and health and safety at work and its relevance to employment relations research. Throughout the world millions of workers each year suffer injuries and damage to their health as a result of the work they undertake. Such work-related harm obviously has potentially disastrous physical consequences for workers, as well as emotional and financial ones for both them and their families.'

'Center for Effective Organizations, Marshall School of Business, University of Southern California.'

This book explores the reasons for persistent differences in work practices both within and between industries. The authors found that the strategy that a firm chooses to follow often determines the kind of work practices it fosters. Therefore a firm may not adopt the approach now advocated by many management thinkers--in which decision-making is pushed down to the lowest level of the firm--because this choice may not be consistent with its competitive strategy. The authors discuss the ways that public policy can aid workers without subverting the strategic choices made by firms.

One of the major discussions in the business world is: How do we get our human capital assets more engaged in the organization? Current Gallup Polls state that 85% of our employees are not engaged within their organizations. Employee Empowerment fully analyzes this workplace condition, which is a major concern for most CEOs. The solution proposed by this book is the introduction of the TLS (Theory of Constraints - Lean - Six Sigma) Continuum Empowerment model, which comprises three levels of empowerment – Management, Cross-Functional Team, and Individual. The first is the empowerment that comes from upper management to the organization as a whole. The second level is the empowerment that comes from the various cross-functional teams and the final level is from the individuals themselves through their ability to take ownership in the processes in which they are involved. The end solution in the book is that if we can get the human capital assets to take ownership of the processes (that is, empower the front-line employees), it will increase the level of engagement. If they become more engaged they will empower the organization at all levels to introduce sustainable change management to resolve problems within the organization. One of the tools of individual empowerment is the use of the Six Sigma toolbox.This book makes the case that when human capital assets take ownership of the processes, then we have greater engagement, and thus a more empowered organization.

Clearly written and providing actionable strategies, this book explores new paradigms for workforce management to enable human resource managers and the organizations where they work to thrive in today's turbulent business environment.Robert Greene goes beyond the many human resource management books currently available, to deal head-on with the new realities of talent management, including such factors as the'gig economy'and globalization. The book focuses on attracting, developing, and effectively utilizing human capital. It begins with human capital planning, and then explores strategies and programs that can attract and retain the workforce an organization needs. A range of sizes and types of organizations and different working relationships are considered, as Greene demonstrates how to evaluate the effectiveness of strategies that fit specific contexts and will sustain the viability of an organization's workforce into the future.Postgraduate students of human resource management, as well as current HR professionals and managers, will find this practical book an indispensable resource.PowerPoint slides and test banks are available to support instructors.

'This Short Introduction to Strategic Human Resource Management provides a concise treatment of the key elements of strategic HRM using an innovative risk-management approach. It emphasizes the importance of the decisions, processes and choices organizations make about managing people and shows how workforce management directly affects strategic organizational outcomes. It provides guidance for managers on how to make better human capital decisions in order to achieve strategic success more effectively. Reflecting an increasing uncertainty in global business, Cascio and Boudreau consider ways of dealing with risk in managing human capital. Numerous examples in every chapter illustrate key points with real business cases from around the world'--

Changing technology and the growing demand for workforce intelligence have ushered in a new era of human resource (HR) transformation and have compelled HR professionals to continually ideate, innovate, and adapt. This book covers the changing role of HR in the transformation of workplaces to be successful globally.With challenges come new opportunities for HR to completely transform. Currently, technology is considered to be an extension of human beings rather than an external component, which makes people less socially connected. Physical, psychological, and financial well-being in this machine-led world is driving the agenda of HR. Individuals with complex business requirements and long-term goals must coexist with the gig economy, flexible workplaces, and changing priorities. This book precisely addresses these issues. More innovations are needed to create solutions for an ever-growing digital world. This book, therefore, explains how the role of HR executives must be to understand how emerging technologies are affecting company culture, strategy, operational plans, and the hiring of future talent. Crafting a career path for knowledge workers with challenging roles with fulfilling job aspects remains a puzzle.Keeping people engaged and happier is one of the major challenges that HR professionals experience. Different generations in the workplace with differing styles of learning, communication, and dynamic expectations add to these challenges. HR functions must keep evolving to overcome these challenges to transform the workplace, and it is essential to recognize how HR can act as a strategic business advisor through the effective use of technology. This book provides practical advice in these areas.In addition, this book helps professionals, researchers, and practitioners understand the way advanced technology and automation are influencing HR practices and processes in the new normal. The topics are designed to capture the most advanced technology-based HR practices for workplace transformations in industry and academia. This book assembles contributions from experts in HR planning, human capital management, business analytics, people analytics, predictive analysis, and automation from across the world, contributing their knowledge to identify the different attributes of the above-mentioned field of study. The book's chapters are designed and organized pragmatically to enhance the reader's experience and interest, reflecting upon a few untouched segments in the HR domain such as HR data privacy, data security, diversity, and inclusion using explainable AI (XAI), blockchain, and metaverse.

Nurturing Equanimity: Building A Caring Culture provides a much-needed blueprint for organizations looking to create a calm, balanced, and focused environment inviting people to thrive in both their personal and professional lives.This blueprint of nurturing equanimity to build a culture that cares is a necessity for any organization concerned about identifying, recruiting, and retaining the human capital required to create a sustainable future in today's post-COVID marketplace. Securing the right people for any organization is difficult in most markets; doing so as the economy emerges from the pandemic induced global recession challenges even the most satisfied workplace cultures. The pandemic's disruption and residue created an unstable and imbalanced culture across organizations of all sizes and in each industry that exposed numerous negative workplace characteristics many either knew, or never stopped to consider.Examples included low wages, long and unnecessary commutes, bad management, and unfulfilling work. These characteristics were symbolic of organizational cultures outdated, toxic, and imbalanced created by incompetence, inertia, and ineptitude. The pandemic allowed employees to pause, consider their life situation, and realize their lives had been imbalanced for far too long.Required reading for individuals from small-to-medium sized businesses, large corporations, non-profit organizations, and government offices, Nurturing Equanimity: Building A Culture That Cares offers employers and employees alike a valuable resource to use as they chart a course forward in a post-pandemic marketplace.

“Shall We Dance?” “It takes two to tango” in an expression suggesting that certain activities cannot be performed alone; they need two people who are willing to participate in order for something to happen. The New Normal might offer several challenges when it comes to handling uncertainty and change within an organization. Many people are working from home, meetings are held online, managers have to lead their subordinates from a distance through the change and try to help them find ways to create work-life balance, among other things. This is when coaching can be a useful tool to build resilience, encourage employees to learn new skills, improve communication, but most importantly build a strong and healthy organizational culture. Are you a business owner, a manager, someone working with human capital, or are you a student, or maybe just have a general interest in leadership, organizational behavior, or coaching? In that case, this book is definitely for you. The book will offer you a framework regarding change, organizational culture, and coaching. The book will also give you some important insight related to diversity, for example situations when the analogy of an orchestra playing a tango together might come in handy, as well as aspects of sustainability. Each part of the book ends with questions for the reader to reflect on. The purpose is to enhance your own learning and personal growth. My goal is for you to find your own way to lead your colleagues and subordinates. I want to provide methods to make it easier for you to contribute and navigate a coaching culture in these trying times we call “The New Normal”. A way of making the stakeholders of your organization feel you have rolled out the red carpet just for them. When you take the lead, the stakeholders will be asking you -'Shall we dance?'

The literature on family business has developed significantly over the last years. However, efforts remain to summarize and systematize the main aspects that affect the behavior of this type of company. In this regard, the topic of strategic management has been developed. In this sense, it is especially important to recognize how the family decisively influences the behavior of the company and also to identify how the existence of the company affects family dynamics. Those who manage family businesses, whether family or not, must reconcile both perspectives (business and family) in the definition of strategic objectives, allowing sustainability and continuity in this type of organization. The Handbook of Research on the Strategic Management of Family Businesses provides emerging research that covers how strategic management in the family business has been developed and identifies the objectives that sustain this strategic behavior, the main areas of analysis (family and business), the definition of strategies, and their implementation. Also, the authors of this book review the different scenarios for family firms and propose strategies to tackle the challenges and seize the possibilities to grow in a competitive and dynamic environment. Featuring coverage on a broad range of topics such as human capital, organizational leadership, and knowledge creation, this book is ideally designed for family firms, managers, advisors, consultants, policymakers, business professionals, executives, entrepreneurs, researchers, academicians, and students.

Why People Stay is the result of a doctoral study that revealed participants'sense of commitment (to the organization, to the team, to the mission, or to something else). This was in spite of numerous experiences of antisocial workplace behavior, or AWB, reported by each participant. The incidents reported included perceptions of disrespect and subtle discourtesy, appropriation of credit for work not performed, deliberate poor work performance, racial harassment, abusive language, abusive supervision, bullying and threats of violence, to other demeaning behaviors. Over 70 unique instances were reported, in all, by just 11 participants over the course of some 30 hours of interviews. Yet they all stayed in their workplace. Why? And what does this choice suggest about employee engagement, in toxic workplaces or work groups? This book explores these questions, and more, and sounds an alarm to executives and culture monitors that the root cause of your human capital losses is that your people do not feel seen, safe, and valued and you can change that. It looks at organizational commitment and organizational engagement in an environment where it can be difficult to remain authentically committed in the presence of AWB. The participants in this study were queried as to just why they stayed under such conditions. The aim of this book is to share their surprising results. This positive book about negative experiences is essential reading for executives, HR and organizational development professionals, as well as students at both postgraduate and undergraduate levels.

“A clever, even witty examination of the manipulation of language in these days of neoliberal or late stage capitalism” (Counterpunch). From Silicon Valley to the White House, from kindergarten to college, and from the factory floor to the church pulpit, we are all called to be innovators and entrepreneurs, to be curators of an ever-expanding roster of competencies, and to become resilient and flexible in the face of the insults and injuries we confront at work. In the midst of increasing inequality, these keywords teach us to thrive by applying the lessons of a competitive marketplace to every sphere of life. What's more, by celebrating the values of grit, creativity, and passion at school and at work, they assure us that economic success is nothing less than a moral virtue. Organized alphabetically as a lexicon, Keywords explores the history and common usage of major terms in the everyday language of capitalism. Because these words have infiltrated everyday life, their meanings may seem self-evident, even benign. Who could be against empowerment, after all? Keywords uncovers the histories of words like innovation, which was once synonymous with “false prophecy” before it became the prevailing faith of Silicon Valley. Other words, like best practices and human capital, are relatively new coinages that subtly shape our way of thinking. As this book makes clear, the new language of capitalism burnishes hierarchy, competition, and exploitation as leadership, collaboration, and sharing, modeling for us the habits of the economically successful person: be visionary, be self-reliant—and never, ever stop working.

Human Resources has immense power to affect an organization's bottom line as well as its culture, but it gets a bad rap. In The Way of the HR Warrior Monica Frede and Keri Ohlrich aim to inspire an HR revolution. The Way of the HR Warrior is a guide for HR professionals who really care to demonstrate the true power of the HR department to influence business strategy and the bottom line, especially in the changing landscape of business with a multi-generational and global workforce, the gig economy, the knowledge economy, the rise of conscious consumerism, and increasing regulations. The list of challenges is long, but a common thread impacting the success every business has is its human capital. When management empowers their HR department and the HR professionals step up and master the fundamental competencies of their position, those who work up close and personal with people in the office can take up their rightful role as an HR Warrior! An HR Warrior is courageous, humble, accurate, resilient, goal-oriented, and exemplary. Alongside the practical advice in the book, readers will find real-life stories from Ohlrich and Frede about how they have applied the CHARGE framework in their own careers and organizations to great effect in their 25 years of experience as HR leaders working for small organizations, start-ups, and Fortune 500 companies. Ohlrich and Frede bring a warm, purposeful, heart-centered toughness to the role of the HR professional that is both instructive and inspiring. Through their CHARGE framework, they share their tough-love approach to developing the core skills needed by HR professionals to become HR Warriors. In this book, readers will: See the potential impact they can have on their organizations Identify ways to align their efforts with their organization's business goals Reveal areas for personal growth and professional development using self and workplace assessment tools Be inspired by real stories from the front lines of human resources in a variety of work environments Witty and brutally honest, this book is for anyone who makes HR their business.

FINALIST OF THE 2019 BUSINESS BOOK AWARDS. Are your people the change you want to see? Employee Engagement figures are flagging. Employees are disgruntled, stressed or underutilised, or all three. The world is changing faster than ever before, and companies and entire industries are fighting for survival. Employees have never been more needed and valuable. So why are we pursuing the same old unsuccessful Engagement models when accessing the full potential of our human capital has never been more critical? Karen J Hewitt urges us to look at Employee Engagement from a whole new level, with a methodology to bring out a company's real leadership potential, and within every single employee. A whole host of practical techniques (the new rules of Engagement) bring Employee Confidence to life, showing us how to create workplaces where employees thrive and drive company performance.

The focus of this volume is on the role of emotions in organizational governance, which involves the complete gamut of organizational processes and procedures, including the means whereby organizations are controlled and directed. Traditionally organizational governance has been viewed as a largely procedural phenomenon, and therefore immune from the vagaries of human emotion. Nothing could be further from the truth. Organizations are structures built on human capital. As such, their governance is subject to all the vicissitudes and frailties that humans are capable of, including employee mistreatment and harm.

The must-read summary of Mark Huselid, Brian Becker and Richard Beatty's book:'The Workforce Scorecard: Managing Human Capital to Execute Strategy'.This complete summary of the ideas from Mark Huselid, Brian Becker and Richard Beatty's book'The Workforce Scorecard'shows how corporate success today is fueled more and more by the performance of intangible assets. The most important of these intangibles is usually a firm's workforce. In their book, the authors state that a firm must meet three challenges in order to maximise the contribution of its workforce: perspective, metrics and execution. This summary demonstrates how you can succeed in these challenges and get the most out of your employees.Added-value of this summary:• Save time• Understand key concepts• Expand your knowledgeTo learn more, read'The Workforce Scorecard'and find out how you can achieve strategic success in your company.

The must-read summary of Brian Tracy's book:'Full Engagement! Inspire, Motivate, and Bring Out the Best in Your People'.This complete summary of the ideas from Brian Tracy's book'Full Engagement!'shows that managers today expect to generate high return on equity but also to maximise the returns on the human capital invested in business. This summary highlights that to bring out the best in people you need to motivate them and influence them on an emotional level.Added-value of this summary:• Save time• Understand key concepts• Expand your knowledgeTo learn more, read'Full Engagement!'and unlock the potential of the people around you and harness a top performing team.

Gold Medal Winner, Human Resources and Employee Training, 2012 Axiom Business Book Awards Trust, Pride and Camaraderie—transform your company into a'Great Place to Work'The Great Place to Work Institute develops the annual ranking of the Fortune 100 Best Companies to Work For. In this book, the authors explore the model of a Great Place to Work For-one which fosters employee trust, pride in what they do, and enjoyment in the people they work with. They answer the fundamental question,'What is the business value of creating a great workplace?'and brings the definition of a Great Place to work alive with anecdotes, best practices, and quotes from employees working at the best workplaces in the U.S. Reveals the essential ingredients in and the trends of the best places to work Explores Great Place to Work model developed in 1984 and validated through its enduring resonance in both the United States and in over 40 countries around the world Written by Michael Burchell and Jennifer Robin two Great Place to Work Institute Insiders If you organization is struggling with the challenges of leveraging human capital, discover why some companies have what it takes to be great.