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|a Norman, Paul.
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|a HR :
|b the New Agenda.
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|a 1st ed.
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|a London :
|b Knowledge Resources,
|c 2022.
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|c ©2022.
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|a 1 online resource (229 pages)
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|a Intro -- Endorsements -- Acknowledgements -- Table of Contents -- About the Editor -- About the Contributors -- Foreword by Dr Hischam El-Agamy -- Introduction -- About The Book -- Chapter 1: HR at the Centre by Paul Norman -- The Pandemic -- The New Normal -- Disruption and Discontinuous Change -- The New HR Priorities -- Conclusion -- Chapter 2: The New World of Work by Paul Norman -- The Digitisation of Everything -- The Hybrid Workplace -- Automation, Robotics and the 4th Industrial Revolution (4IR) -- The Gig Economy -- Generation Z -- Conclusion -- Chapter 3 -- Chapter 3: The Power of Purpose by Andrew Millson -- Where it All Began -- A Look in the Mirror -- Conscious Capitalism -- Love and Fear -- Acknowledging our Impact on the World -- Key Principles in the Journey to Being More Purpose-Led -- Conclusion -- Chapter 4: Radical New Talent Management Strategies for a Radical New Workplace by Selo Govender -- The Age of the Open, Fluid Talent Economy -- Traditional Talent and Succession Management is being "Turned on its Head" -- Democratising Talent Management in the New World of Work… The Need for Social Connection -- Conclusion -- Chapter 5: People Development for the New World of Work by Vanisha Balgobind -- Introduction -- Embracing the Future of Work -- The Learning Organisation -- The Employee Value Proposition as a Key Differentiator -- Smart Workforce -- Defining Capabilities -- Accelerating Reskilling and Upskilling -- Lifelong Learning and Self-learning -- The Role of Leadership and Mindsets -- Challenges Affecting People Development Post the Pandemic -- The Exxaro Story -- Our People, Our Heartbeat! Taking our People into the Future -- Exxaro's People Strategy -- Conclusion -- Chapter 6: Reinventing Remuneration, Benefits and Recognition for the New Reality by Dr Mark Bussin & -- Daniela Christos -- Introduction.
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|a 100 Year Old Remuneration Trends -- Organisational Changes Resulting from Covid-19 -- Work from Anywhere -- Further Covid-19 Trends -- Changing with Change -- Remuneration Committees and Remunerating Executives -- Owning your Space -- Organisational Imperatives -- Conclusion -- Chapter 7: Multiple Perspectives on a Possible New IR/ER Dispensation for the Post Covid-19 World of Work -- 7.1 Informal Workers and Flexible Organisation Seizing the Covid Moment* -- Introduction -- The African Labour Market -- Informal Workers and Hybrid Organisation -- New Opportunities for Worker Organising -- Conclusion -- 7.2 A new IR Dispensation in the New World of Work -- Introduction -- The Effect Covid-19 had on Collective Industrial Relations -- The Effect of Unemployment on a New Union-Employer Bargaining Model -- Alternative Transition Towards a New Bargaining Model -- Centralised Collective Bargaining under Pressure -- Movement towards Pluralism -- Impact of Job Security and Loss of Income on Strike Action -- Post-Covid-19 and the Impact on Trade Unions: Responding to the New World of Work -- Digital and Cyber Unions and their Links to Youth -- Rendering an Individual Service -- Conclusion -- 7.3 Is it Time for a New IR Dispensation in the New World of Work? -- Introduction -- The post-Covid World -- The post-Covid Workplace -- Working from Home -- Impact on Employee Relations -- Reconsidering Employee Relations Strategies -- Legal Landscape -- Conclusion -- 7.4 Is it Time for a New Employee Relations Dispensation in the Future World of Work? -- New Forms of Work and Employment Situations -- Diverse Working Conditions, Shifting Time Variables and the Dispersed Workplace -- The Emergence of Multi-faceted Performance Management Processes -- Activism versus Trade Unionism -- Social Dynamics and the Employer's Duty of Care -- Conclusion.
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|a Chapter 8: The New Diversity, Equity and Inclusion (DEI) Realities and Challenges -- Introduction -- The World of Work -- Underlying Philosophies Shaping Organisational Perspectives and Approaches -- Diversity, Equity and Inclusion Business Case -- New DEI Challenges -- Lived Experiences through Storytelling Approaches -- Focus on Black and White Fatigue -- Inclusive Leadership -- Conclusion -- Chapter 9: Increasing Social Capital Through Employee Engagement, Employee Experience and Belonging: The Spar Ltd Story -- People: The Key to Competitive Advantage -- Engagement through Individual and Organisational Alignment -- Social Capital: The Strategic Execution Imperative -- Conclusion -- Chapter 10: Bringing The Human Back into the Workplace: Changing Perspectives on Employee Health and Well-being -- Introduction -- A Brief History of Wellness and Well-being -- Well-being Enters the Workplace and World of Work -- Repositioning Employee Well-being on the Strategic Agenda -- From Theory to Practice: The Momentum Metropolitan (MMH) Case -- Humanising the Employee People Persona -- Adopting a Holistic Approach Towards Human Well-being -- Implications for the Future -- Chapter 11: The New Challenges for HR: The Governance of Ethics for the 2020s and Beyond -- Introduction -- Global Trends Shaping the Organisational Governance Agenda -- The New Scope of Organisation Governance: The Extended Enterprise -- New Sources of Insight for the Expanded HR Role -- Guidance From International and Multilateral Organisations -- Foreign Bribery Legislation and Related Guidance Documents -- Research, Best Practices and Partnerships with Civil Society Organisations -- New Notions of Cross-Cultural Morality from The Field of Social Anthropology -- Better Understanding of Brain Function from The Field of Neuroscience.
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|a Improved Insight into The Role of Cognitive Biases in Decision-Making -- Invaluable New Insights from The Burgeoning Field of Behavioural Economics -- Implications for the New HR Ethics Agenda -- Conclusion -- Chapter 12: Agility and Innovation - The Ultimate Organisational Coping Mechanism -- The Case of Media24 -- Introduction -- A Disrupted Industry: The Challenge -- What Do We Mean by Agility and Innovation? -- What Drives Agility and Innovation in Organisations? -- A Practical Framework for Agility and Innovation -- Conclusion -- Chapter 13: Developing a Growth Mindset - The Route to Flourishing Organisations -- Falling in Love with a Culture: Where Company and Personal Values First Met -- The Microsoft Story: Planting the Roots of a Growth Mindset -- Culture as Organisational Glue -- Where Leaders are Equals: Joining Hands for Cultural Change -- A Growth Mindset in Action: A Focus on Diversity and Inclusion -- Bringing Inclusivity into the New World of Work -- How Modern HR can Encourage a Growth Mindset in this New World of Work -- Accelerating Culture Change through Technology -- Technology as an Enabler in Hiring, Retaining and Developing Diverse Talent -- A Growth Mindset in Action: Investing in Employee Experience and Engagement -- Where Growth Mindsets meet Data and Analytics to help Employees find Better Ways to Work -- Finding the Sweet Spot between Technology and Culture: Lessons we have Learnt -- Chapter 14: Preparing The HR Leader for the Future: Capabilities and Ongoing Development -- Introduction -- Challenges for the HR Professional -- HR Capabilities -- HR Capabilities for a Future-Fit HR Practitioner -- HR Leadership -- Education and Research for the New HR Agenda -- Conclusion -- References -- Index.
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|a The world has changed irrevocably and a new way of life and work in every aspect is now a reality. This requires HR to review its priorities and place renewed emphasis on being human and building effective human systems and human organisations._x000D__x000D_The old ways of "doing HR" will no longer be relevant and it is time for HR to reimagine itself in a post-Covid world. This new role will demand a "new style" of HR professional, which is what Paul Norman and 17 fellow HR leaders address in HR: The New Agenda._x000D__x000D_The contents include: _x000D_* HR at the Centre_x000D_* The New World of Work_x000D_* The Power of Purpose_x000D_* Changing Perspectives on Employee Health and Wellness_x000D_* Increasing Social Capital_x000D_* Radical New Talent Management Strategies_x000D_* People Development for the New World of Work_x000D_* New IR/ER Dispensation in the Post Covid Workplace_x000D_* Reinventing Remuneration, Benefits and Recognition_x000D_* The New Diversity and Inclusion Realities_x000D_* Governance and Ethics for the 2020s and Beyond_x000D_* Agility and Innovation_x000D_* Developing a Growth Mindset_x000D_* Preparing the HR leader for the Future_x000D__x000D_The Authors include _x000D__x000D_Prof Kurt April; Vanisha Balgobind; Johan Botes; Dr Mark Bussin; Daniela Christos; Wilhelm Crous; Gideon du Plessis; Shelagh Goodwin; Selo Govender; Akona Makoboka; Andrew Millson; Penny Milner Smythe; Jasmin Pillay; Thuli Tabudi; Ninette van Aarde; Dr Dieter Veldsman; Prof Edward Webster_x000D__x000D_Among the companies featured are: Accenture; Discovery; Exxaro; Food Lovers Market; Media24; MTN; Microsoft; Momentum and Spar.
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|a Description based on publisher supplied metadata and other sources.
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|a Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2023. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
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| 650 |
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|a Personnel management.
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| 655 |
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|a Electronic books.
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|i Print version:
|a Norman, Paul
|t HR: the New Agenda
|d London : Knowledge Resources,c2022
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| 797 |
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|a ProQuest (Firm)
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| 856 |
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|u https://ebookcentral.proquest.com/lib/matrademy/detail.action?docID=6853999
|z Click to View
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