Shortlisted for the prestigious Management Consultancies Association (MCA) best management book of the year, 1997. Motivating People in Lean Organizations is the essential guide for managers who need to motivate employees and promote new forms of career development. In organizations that have been delayered, career progression is often stunted. The best talent may jump ship at a time when they're most needed, leaving less capable employees to fill the space. This book focuses on: implementation of motivational strategies, appropriate internal communications, new career development structures, reward and recognition of achievement. Motivating People in Lean Organizations is idea for HR/training managers and directors. Line managers, team leaders and internal communications managers will also find this of great benefit. Linda Holbeche is Director of Research at Roffey Park Management Institute. She has been studying career development in organizations with flatter structures for several years and is the author of Career Development: The impact of flatter structures on careers.

Shortlisted for the prestigious Management Consultancies Association (MCA) best management book of the year, 1997. Motivating People in Lean Organizations is the essential guide for managers who need to motivate employees and promote new forms of career development. In organizations that have been delayered, career progression is often stunted. The best talent may jump ship at a time when they're most needed, leaving less capable employees to fill the space.This book focuses on: implementation of motivational strategies, appropriate internal communications, new career development structures, reward and recognition of achievement.Motivating People in Lean Organizations is idea for HR/training managers and directors. Line managers, team leaders and internal communications managers will also find this of great benefit.Linda Holbeche is Director of Research at Roffey Park Management Institute. She has been studying career development in organizations with flatter structures for several years and is the author of Career Development: The impact of flatter structures on careers.

Are people really an organisation's most important asset? Not necessarily; some may be liabilities - but others are the most important drivers of value that an organisation has. But...who are they? How do you know? How can you maximise the value they have and the value they provide? Finding the answers to questions like these is what human capital management is about. Whether public or private, successful achievement depends first on the capability of people, and secondly on their commitment and productivity. Andrew Mayo's Human Resources or Human Capital? discusses how you can ensure the most effective management of these value creating assets. The first part of the book also shows how to create an integrated framework of measures that can become an integral part of the organisation's performance management - and how companies have done this in practice. Part Two shows how to do this strategically and successfully, and how HR can be a serious and credible 'Business Partner', enabling managers to achieve their goals through their people and adding real value to all the stakeholders of the organisation.

Are people really an organisation's most important asset? Not necessarily; some may be liabilities - but others are the most important drivers of value that an organisation has. But...who are they? How do you know? How can you maximise the value they have and the value they provide? Finding the answers to questions like these is what human capital management is about. Whether public or private, successful achievement depends first on the capability of people, and secondly on their commitment and productivity. Andrew Mayo's Human Resources or Human Capital? discusses how you can ensure the most effective management of these value creating assets. The first part of the book also shows how to create an integrated framework of measures that can become an integral part of the organisation's performance management - and how companies have done this in practice. Part Two shows how to do this strategically and successfully, and how HR can be a serious and credible 'Business Partner', enabling managers to achieve their goals through their people and adding real value to all the stakeholders of the organisation.

This book aims to help leaders maximise the engagement of employees and citizens by exploring the impact of a process of active enthusiasm (PACE). Engagement of employees has long been recognised as a key factor for organisational and national success. Yet, worldwide, engagement levels languish at only 25%. Providing a practical model, developed from in-depth global research, the authors show that engagement is continuous and cannot be assessed by annual surveys. Instead it demonstrates that it is specific to individuals and will only increase if employee perceptions are improved. Readers will discover how the PACE process model can be used to maximise employee engagement through the modification of primary causal factors, and consequently generate direct outputs such as increased productivity and reduced absenteeism. Transforming Engagement and Wellbeing provides an invaluable set of tools to help leaders enthuse their people and to improve individuals' optimism and propensity for engagement, making it essential reading for academics interested in human resource management, as well as managers, leaders and policy-makers.

If your learning and development programme isn't intimately linked with your organisation's business strategy, you are not adding value. Worse, you are actively destroying it.If you can't show line managers how your training programmes will help their teams meet their objectives, what chance do you have that they will take you seriously?Obviously, you want employees who can meet the needs of your organisation. You want senior management to ask your opinion. You want your people development programme to make a difference. To do this, you need to be able to create and implement a learning and development strategy that is aligned to your business strategy. You need to be able to make the case for investment. You need to be able to showthat you can deliver results.