The Leader's Guide to Coaching & Mentoring is a highly practical handbook that helps managers get the most out of their people. It includes grounded advice on the practicalities of both coaching and mentoring - such as how to structure a session - as well as core content on: * The skills required for coaching and mentoring, including listening, questioning, observing body language, challenging and affirming * The established processes for coaching and mentoring, such as GROW, relational coaching, reverse mentoring and solution-focused coaching * The scenarios in which coaching and mentoring skills are particularly appropriate, for example, coaching under-performers, coaching star performers and coaching for career development There is also a handy section on the 10 pitfalls to avoid when coaching or mentoring. Written in the no-nonsense and engaging style of the other Leader's Guide books, this is the best tool on the market for managers wanting to coach their people to optimum performance. 'In this hands-on book, Mike and Fiona highlight the real difference between conventional management and effective leadership: management is a profession, while coaching is much wider; it encourages social interaction and a focus on human relationships at work. That's what new generations expect and respect.' Laurent Choain, Chief People & Communication Officer, Mazars Group 'It's not always easy for managers to recognise what real coaching is, let alone its value. This book makes a compelling case for the Manager as Coach and contains real, usable examples of how to go about it.' Ian Johnston, Chief Executive, Dubai Financial Services Authority

Companies that use innovative training and development practices are likely to report better financial performance than their competitors that do not. Training and development also help a company develop the human capital needed to meet competitive challenges. Many companies now recognize that learning through training, development, and knowledge management helps employees strengthen or increase their skills directly impacting their job performance, satisfaction, and career advancement. The 9th edition covers and addresses the changes in training and development from an employer and employee perspective - adding value to the employer and employee. Based on the author's extensive experience in teaching training and development courses to both graduate and undergraduate students, Employee Training and Development, Ninth Edition, retains the lively writing style, inspiring examples, and emphasis on new technology and strategic training from previous editions.

Shows how the principles of Action LearningA" can be used to enhance performance and help manage change in the workplace. Much has been written about the challenges of managing change in organisations and the importance of keeping people motivated and positive throughout the process. This practical guide shows how action learning can help change to 'stick'. Apart from the benefits to teams, departments and organisations, action learning can also be valuable for personal development. It is an extremely cost effective way to help people and their organisations move forward in today's fast changing world. This book will show you how.

How have employment relations evolved over the last decade? And how did workplaces and employees fare in the face of the longest recession in living memory? Employment Relations in the Shadow of Recession examines the state of British employment relations in 2011, how this has changed since 2004, and the role the recession played in shaping employees' experiences of work. It draws on findings from the 2011 Workplace Employment Relations Study, comparing these with the results of the previous study conducted in 2004. These surveys - each collecting responses from around 2,500 workplace managers, 1,000 employee representatives and over 20,000 employees - provide the most comprehensive portrait available of workplace employment relations in Britain. The book provides an in-depth analysis of the changes made to employment practices through the recession and of the impact that the economic downturn had on the shape and character of the employment relationship.

This book provides well-founded insights and guidance to (self-)manage work in a globalized and digitalized knowledge economy with a perspective of the year 2030. International researchers and practitioners draw a picture of how, when, and where we will work most probably in 10 years. Many cases and examples make this work a compendium for learning and for implementing new leadership and management practices. The book assists managers, knowledge workers, human resource professionals, consultants, trainers, coaches in business, public administration, and non-profit organizations to shape the future of work. Drawing on the authors' more than twenty years of research, teaching, and consulting experience, this is one of the first professional guidebooks to analyze and discuss strategies for digital and disruptive changes at the workplace.

The impacts of the digital transformation on society in general, and particularly on people's lives, are the subject of increasing debate among policymakers, researchers and industry. This book explores the challenges of this new revolution, identifies solutions, and demonstrates how knowledge management can enable the transition process associated with the digital transformation, guided by the principles of sustainability. Featuring contributions by experts from diverse areas of science and business - on topics ranging from the digital transformation of knowledge management in the public sector, to the creation of sustainable smart cities, regions and countries, and from using AI for business models to food security - it provides a comprehensive discourse on the digital transformation's impacts on employment, education, governance, social life, sustainability, values, the economy and democracy.

Information technology has had a profound effect on almost every aspect of our lives including the way we purchase products, communicate with others, receive health care services, and deliver education and training. It has also had a major impact on humanresource management (HR) processes, and it has transformed the way that we recruit, select, motivate, and retain employees (Gueutal & Stone, 2005; Kavanagh, Thite, & Johnson, 2015). For example, some estimates indicated that 100 % of large organizations now use web-based recruiting (Sierra-Cedar, 2016-2017), and over half of the training conducted in America is delivered using technology-based methods (American Society for Training and Development, 2015). Results of a survey by the Society for Human Resource Management (SHRM) (2002) revealed that technology is one of the major drivers of change in today's HR departments. In spite of the increased use of technology in the field of HR, relatively little research has examined the acceptance andeffectiveness of electronic human resource management (eHRM) methods. As a consequence, practitioners are implementing these new systems without the benefit of research. Thus, the primary purpose of this issue is to review the results of research on a number of important eHRM practices including e-recruitment, e-selection, gamification, esocialization, e-learning, and e-performance management. It also considers how the problems associated with cyberdeviance in organizations. The chapters in thisseries should be extremely beneficial for HR researchers and practitioners who are employing these new systems.

Expertise, which combines knowledge, years of experience in one domain, problem-solving skills, and behavioral traits, is a valuable resource for organizations. To understand the diverse picture of expertise in the workplace, this book offers scholars and scholar-practitioners a comprehensive assessment of the development of human expertise in organizations. Using contemporary perspectives across a broad range of domains, contributors offer readers various professional perspectives including veterans, education, sports, and information technology. The book also describes how researchers and practitioners can address practical problems related to the development, redevelopment, and sustainability of expertise. Finally, the book puts specific emphasis on the emerging trends in the study and practice of expertise in organizations, including the use of artificial intelligence.

Companies get into trouble due to ineffective management decisions, but most books on management don't focus on making better choices. Perhaps that's because not many were written by CEOs with effective leadership track records.

Martin Richenhagen, who has successfully led multimillion-dollar companies, presents this guide illustrating how a business leader must approach various situations and challenges. In the fast-paced, change-on-a-dime business world, these kinds of insights are essential.

Whether you're a CEO, a senior manager, or an up-and-comer preparing for the future, Simply Management can help you improve your day-to-day effectiveness and leadership. You can learn how to develop a strategic plan that meets business objectives; organize the company for maximum effectiveness; motivate, empower, and help employees advance; and set up proper governance and controls.

Case studies show how to avoid managerial mistakes and duplicate best practices that lead to the best outcomes. The manager's essential contribution to productivity must always involve focusing on managerial tasks and delegating expert responsibilities, and you can do it right with Simply Management.

Written by a team of highly experienced and successful executive leadership consultants, this book offers 10 data-driven insights regarding leadership effectiveness, accompanied by practical and easy-to-implement recommendations that directly serve the development of leadership ability. What makes How Leaders Improve: A Playbook for Leaders Who Want to Get Better Now markedly different from and better than the scores of other books on the topic of leadership? Instead of dedicating their efforts to imparting wisdom on what makes a great leader, the three-person leadership training "dream team" behind this book explain how already-effective leaders can actually get better. How Leaders Improve is a data- and research-driven playbook for how any leader can improve their leadership abilities in a practical, immediate way. Authors Gates, Graddy, and Lindekens-all experienced executive coaches and leadership development consultants-have spent their careers developing leaders, and now they share 10 key insights derived from interviews with leaders who achieved significant improvements in their leadership effectiveness. These data-driven insights are augmented by the authors' knowledge of the science behind human behavior change, as well as their experience in developing leaders. The book serves four audiences: leaders looking to improve themselves; organizational stakeholders with the responsibility of developing leaders; individual coaches or managers who want to boost their effectiveness in developing leaders; and educators in the fields of leadership, communication, organizational behavior, organizational psychology, and related fields. Provides insights based on a sample of leaders who improved significantly over time, supplying findings that are based on actual research, not just opinion or anecdotal "evidence" Offers practical and applicable recommendations for how individual leaders, organizations, and coaches/managers can apply the 10 insights shared in the book Provides a novel framework for determining and assessing who is "ripe" for a leadership development opportunity (the RIPEN model), an effective way for individuals or organizations to determine in which leadership candidates to invest precious development resources Supplies strategies for enhancing one's ripeness for a leadership development opportunity

The ultimate success or failure of a business in modern society depends on a variety of factors across all levels of the organization. By utilizing dynamic human resource planning techniques, businesses can more efficiently reach their goals. Effective Talent Management Strategies for Organizational Success is a pivotal reference source that provides scholarly perspectives on the latest practices for leveraging human capital in business environments to maintain and increase competitive advantage. Highlighting innovative coverage across relevant topics, such as division of labor, intellectual assets, and value creation systems, this book is ideally designed for managers, professionals, academics, practitioners, and graduate students seeking emerging research on optimizing talent management in modern businesses.

Business tourism is a newly coined terminology in social sciences and management literature. It is defined as individuals traveling and staying outside of their hometowns for not more than one successive year for the purpose of enjoyment and other drives (e.g., learning and business activities). Key business tourism activities include attending a variety of meetings, conferences, and workshops as well as exhibitions. Understanding the negative and positive aspects of business tourism is essential to promoting employee learning and knowledge transfer skills. Accelerating Knowledge Sharing, Creativity, and Innovation Through Business Tourism is an essential reference source that discusses how differences in cultures, communities, rituals, norms, and scope of business tourism could influence knowledge sharing practices. Moreover, this book promotes an understanding on how to learn from different cultures and enhance absorptive capacity by interacting with different personalities and cultures. Featuring research on topics such as knowledge management, social capital, and consumer behavior, this book is ideally designed for business professionals, managers, administrators, hotel executives, IT specialists, executives, entrepreneurs, managing directors, and students looking to boost their existing skills and expertise with innovation and creativity by interacting with others and in a new context.

This anthology debates the idea of giving all people - no matter which profession or position they have (and whether they have a job or not) - the same pay. Some contributors argue against equal pay for all, some for increased pay equality but not for total pay equality, and some argue for equal pay for all. There is no common conclusion in the book; instead, the book aims to encourage reflection as well as further debate on something that is often taken for granted, namely differentiated pay, by offering a set of various standpoints in the debate, backed-up with various kinds of arguments. Among bases for arguments that are put forward in the book, economy, practicability and ethics belong to the most frequently occurring ones. This book is the first one to be published in the book series Palgrave Debates in Business and Management.