HR.

Format:

Book

Author/Creator:

Norman, Paul.

Contributor:

April, Kurt.

Balgobind, Vanisha.

Language:

English

Subjects (All):

Personnel management.

Physical Description:

1 online resource (263 pages)

Edition:

1st ed.

Place of Publication:

Randburg : Knowledge Resources, 2021.

Summary:

"Being Human is now at the Centre"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.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.The contents include: * HR at the Centre* The New World of Work* The Power of Purpose* Changing Perspectives on Employee Health and Wellness* Increasing Social Capital* Radical New Talent Management Strategies* People Development for the New World of Work* New IR/ER Dispensation in the Post Covid Workplace* Reinventing Remuneration, Benefits and Recognition* The New Diversity and Inclusion Realities* Governance and Ethics for the 2020s and Beyond* Agility and Innovation* Developing a Growth Mindset* Preparing the HR leader for the FutureThe Authors include 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 WebsterAmong the companies featured are: Accenture; Discovery; Exxaro; Food Lovers Market; Media24; MTN; Microsoft; Momentum and Spar.

Contents:

Cover

Endorsements

Title Page

Copyright Page

Full Title Page

Acknowledgements

Table of Contents

Foreword by Dr Hischam El-Agamy

About the Editor

About the Contributors

Introduction

Chapter 1: HR at the Centre

The Pandemic

The New Normal

Disruption and Discontinuous Change

The New HR Priorities

Conclusion

Chapter 2: The New World of Work

The Digitisation of Everything

The Hybrid Workplace

Automation, Robotics and the 4th Industrial Revolution (4IR)

The Gig Economy

Generation Z

Chapter 3: The Power of Purpose

Where it All Began

A Look in the Mirror

Conscious Capitalism

Love and Fear

Acknowledging our Impact on the World

Poverty Spotlight

Understanding Reality

Conscious Leadership

Key Principles in the Journey to Being More Purpose-Led

Context Over Content

Honestly Evaluate Your Role in Society

Your Values are Not Wall Decorations

Unlearn What You Have Learnt

Build a Strategy That Links to Your Purpose

Build an Army of Activists

Chapter 4: Radical New Talent Management Strategies for a Radical New Workplace

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

Chapter 5

People Development for the New World of Work

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

Chapter 6: Reinventing Remuneration, Benefits and Recognition for the New Reality

100 Year Old Remuneration Trends

Organisational Changes Resulting from Covid-19

Work from Anywhere

Further Covid-19 Trends

Changing with Change

Remuneration Committeesand Remunerating Executives

Owning your Space

Organisational Imperatives

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

The African Labour Market

Informal Workers and Hybrid Organisation

New Opportunities for Worker Organising

7.2 A new IR Dispensation in the New World of Work

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

7.3 Is it Time for a New IR Dispensation in the New World of Work?

The post-Covid World

The post-Covid Workplace

Working from Home

Impact on Employee Relations

Reconsidering Employee Relations Strategies

Legal Landscape

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

Chapter 8: The New Diversity, Equity and Inclusion (DEI) Realities and Challenges

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

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

Increasing Social Capital, The SPAR Group Ltd Way

Social Capital Drivers

Organisational Culture

Leadership

Company Values

Staff Empowerment

Communication

Growth Opportunities

Fun at Work

Employee Recognition

Chapter 10: Bringing The Human Back into the Workplace: Changing Perspectives on Employee Health and Well-being

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

Understanding the Environmental Context

Humanising the Employee People Persona

Adopting a Holistic Approach Towards Human Well-being

Implementing a Rhythm of Well-being Practices

Remaining Relevant, Being Practical and Demonstrating Impact

Implications for the Future.

Chapter 11: The New Challenges for HR: The Governance of Ethics for the 2020s and Beyond

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

Promoting internal transparency and engagement in decision-making

Facilitating organisational positions on socio-political issues

Creating a speak up culture and facilitating internal disclosures of unethical conduct

Revisiting ethics codes and related policies

Disincentivising the unethical pursuit of performance targets

Maintaining employee engagement with the ethics expectation

Promoting pro-social behaviour

The new face of policies and procedures

New learning and development requirements

Contributing expertise and positively impacting on the extended enterprise

The cross-functional governance collaboration imperative

HR as the organisational behavioural scientist

Chapter 12: Agility and Innovation - The Ultimate Organisational Coping Mechanism The Case of Media24

A Disrupted Industry: The Challenge

What Do We Mean by Agility and Innovation?

Agility

Innovation

What Drives Agility and Innovation in Organisations?

Individual characteristics.

Organisational processes

Organisational climate

A Practical Framework for Agility and Innovation

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: Plantingthe 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 inthis 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

Challenges for the HR Professional

HR Jobs of the Future

HR Data Detective

WFH Facilitator

Head of Business Behaviour

Strategic HR Business Continuity Director

Algorithm Bias Auditor (ABA)

Second Act Coach

Chatbox and Human Facilitator

Human Bias Officer

Human Machine Team Manager

Chief Climate Response Leader

Director of Well-being

Chief Purpose Planner

Distraction Prevention Coach

HR Capabilities

The Association for Talent Development (ATD): Talent Development Model

The WFPMA and BCG Study

IOP Capability Model

HR Capabilities for a Future-Fit HR Practitioner

Personal capabilities

Professional capabilities

Organisational capabilities

Digital capabilities

HR Leadership

Personal.

Relational.

Notes:

Description based on publisher supplied metadata and other sources.

ISBN:

9781869229207

1869229207

OCLC:

1287135007