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HR : the New Agenda.

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...

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Bibliographic Details
Main Author: Norman, Paul.
Format: eBook
Language:English
Published: London : Knowledge Resources, 2022.
Edition:1st ed.
Subjects:
Personnel management.
Electronic books.
Online Access:Click to View
Table of Contents:
  • 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 &amp
  • Daniela Christos
  • Introduction.
  • 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.
  • 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.
  • 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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