Although organizations likely have management development programs, they typically take place when employees are identified as high potentials and promoted into management later or when they are promoted, fail, and are assigned management development. In “Orient Managers for Career Success,” Sharlyn Lauby explains why new manager orientation is critical for bridging the gap between when employees join management and when they receive development. She details: · management orientation and how it differs from other management development programs · why a manager-specific program is needed · ways to gain buy-in and support for these programs · how to design and evaluate successful programs.
HACK YOUR WORKPLACE CULTURE FOR GREATER PROFITS AND PRODUCTIVITY "I LOVE THIS BOOK!" —CHESTER ELTON, New York Times bestselling author of All In and What Motivates Me "When companies focus on culture, the positive effects ripple outward, benefiting not just employees but customers and profits. Read this smart, engaging book if you want a practical guide to getting those results for your organization." —MARSHALL GOLDSMITH, executive coach and New York Times bestselling author "Most books on customer service and experience ask leaders to focus on the customer first. Shane turns this notion on its head and makes a compelling case why leaders need to make 'satisfied employees' the priority." —LISA BODELL, CEO of Futurethink and author of Why Simple Wins "This is a must read for anyone in a customer service-centric industry. Shane explains the path to creating both satisfied customers and satisfied employees." —CHIP CONLEY, New York Times bestselling author and hospitality entrepreneur The question is not, "does your company have a culture?" The question is, "does your company have a culture that fosters outstanding customer experiences, limits employee turnover, and ensures high performance?" Every executive and manager has a responsibility to positively influence their workplace culture. Culture Hacker gives you the tools and insights to do it with simplicity and style. Culture Hacker explains: Twelve high-impact hacks to improve employee experience and performance How to delight and retain a multi-generational workforce The factors determining whether or not your employees deliver outstanding customer service
Individuals may consider subcontracting for various reasons: to test the waters of independent consulting; to see what type of work is available and in demand and what kind of work they like; or to augment their independent consulting business. In this issue of TD at Work, Howard Prager, Joe Willmore, Rebecca Boyle, and Rick Hicks detail the ins and outs of subcontracting and why talent development professionals should consider this path. They detail: • how to get started as a subcontractor • the ways and how much subcontractors generally are paid • questions to ask when considering a subcontracting gig • land mines to avoid and tips for being successful.
This review of human resource management (HRM) in the federal government of Brazil provides a detailed diagnosis of the management of government employees, and solutions for improving it.
This text is an unbound, three hole punched version. The 12th Edition of Fundamentals of Human Resource Management, Binder Ready Version, 12th Edition helps students understand and remember concepts through a straightforward and conversational writing style and a wealth of examples to clarify ideas and build interest. The authors provide a strong foundation of essential elements of Human Resource Management as well as a clear understanding of how Human Resource Management links with business strategy. Through practical applications, the authors illustrate the importance of employees on every level of the organization, helping students understand HRM elements such as recruitment, training, motivation, retention, safety, the legal environment, and how they support successful business strategies.
This new volume contains selected papers that were presented at the 2013 conference on performance measurement and management control focusing on behavioral implications and human actions associated with the use of performance measurement and management control systems.
Increased diversity—and individuals’ comfort level with sharing who they are and their needs—is a new reality in the workplace, and it is making its way into the training room. Trainers, facilitators, and talent development professionals have long recognized that the best learning occurs in environments where learners feel safe and respected. Providing a safe environment requires a thoughtful, intentional approach to inclusion. In this issue of TD at Work, Eliza Blanchard: · provides examples of learners’ social identities that trainers should be cognizant of in the classroom setting · outlines specific steps trainers can take and language they can use before, during, and after a training session · presents learned lessons about establishing an inclusive environment.
