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Human Performance Improvement, 2nd Edition

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Key Features

  • Tools and techniques fundamental to the practice of HPI
  • Incorporates the latest thinking
  • Companion website available to support second edition.
    • Today's dynamic organizations must achieve positive results in record time - a challenge that requires managers to avoid problems before they arise and to solve these issues quickly. Human Performance Improvement (HPI) is a powerful tool that can be used to help build intellectual capital, establish and maintain a 'high-performance workplace, enhance profitability, and encourage productivity' - as well as increase return on equity and improved safety.

    Transforming HR
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    Chapter 1: Getting Started; Chapter 2: Envisioning the new world of HR 3: Sourcing Strategies; Chapter 4: Making the business case for change; Chapter 5: Stakeholder engagement and programme management; Chapter 6: Implementation: Structure, culture and capability; Chapter 7: Implementation: Process and technology; Chapter 8: Taking stock and moving forward; Chapter 9: Summary Action List; Appendices; References and further reading; Index
    HR Functions are under pressure to transform and deliver greater value to their organisations. The HR transformation agenda involves the effective use of technology, outsourcing where appropriate and developing HR capability to provide high quality internal support. Whilst some of the broad-brush thinking has been well laid out around the shape of HR transformation, there is considerable demand in the HR and business communities for robust practical advice in how to make this transformational change happen. The aim of this book, therefore, is to provide a tried and tested route map to help organisations deliver successful HR transformation. The authors are leading practitioners in HR transformation and have supported end-to-end HR transformation in a wide range of organisations. Drawing on their experience, they steer the reader through the transformation process, providing practical tools, techniques and frameworks to support critical decisions and create lasting change. The use of tools and techniques are illustrated through practical case study examples. Additionally, the authors amplify the points of each chapter with 'practitioner perspectives' based on interviews with senior HR professionals, who are embarked on the HR transformation journey from Oracle, Royal Bank of Scotland, National Grid Transco, NCH, Nextel, ESS Support Services Worldwide, Cable & Wireless, The London Stock Exchange, MBNA, Marconi Corporation and Schlumberger.

    Managing the Aging Workforce: Challenges and Solutions
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    Managing the Aging Workforce is one of the crucial topics for many of the world?s enterprises. The increasing average age of populations does not only affect social systems, countries and communities, but also has a strong impact on the work of businesses and companies.

    The decline in demographic fitness will not only hit countries like the U.S., the Western European countries, or Japan, but also the upcoming societies in China or in the Eastern European countries. In many of these countries, during three or four decades the average age will grow from about 40 years now to about 50 years. Where experts are needed, this may result in an increase of the workforce's age of between 5 and 10 years in only one decade.

    For companies thus, a number of challenges arise that have to be overcome fast and continuously. The main topics in this field will be new strategies in leadership, new concepts in health management, new ways in knowledge management and learning, as well as new models how to drive ideas for diversity and innovation.

    On the one hand, enterprises therefore will have to invest in their aging employees for supporting their talents, helping them to learn and keeping them in the company. On the other, they will have to increase productivity, keep on searching for new products, and integrate experts from abroad. This has to be combined with new ways of strategies and HR management.

    This book presents an analysis of the present and upcoming situation, and an introduction into the strategic concepts enterprises will need to survive in aging societies.

    Hardcover
    240 pages

     

    The Employment Relationship: Key Challenges for HR
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    Addresses the issues of change within employee relationships resulting from the impact of factors such as international competitive pressures, and technological change. This book looks at the employment relationship from a labour market perspective and reviews the evidence on an increasing individualization of the employment relationship.
    Challenges Facing the Employment Relationship in Future Organizations" addresses the issues of change within employee relationships resulting from the impact of factors such as: international competitive pressures, technological change, and changing individual expectations and behaviours. The new employment contract is analysed from inside and outside organizations and the issues are addressed from both a human resource management and work psychology perspective. This book reviews the phenomenon of globalization, outlining the current impacts on the employment relationship and summarizing the assumed impacts on future work. It looks at the employment relationship from a labour market perspective and reviews the evidence on an increasing individualization of the employment relationship. It reviews work by psychologists on the changing psychological contract, and provides an overview of new forms of work organization, drawing attention to research on virtual organization and implications of e-enablement. The book also outlines the challenges to the employment relation on a global scale.

    Using Individual Assessments in the Workplace: A Practical Guide for HR Professionals, Trainers, and Managers
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    Written for human resource professionals, trainers, and managers, Using Individual Assessments in the Workplace is an easy-to-read and easy-to-apply manual for using assessment tools. Step by step this much-needed resource leads the reader through the often complex processes of job analysis, test selection, test administration and interpretation, and decision making. The authors—Leonard D. Goodstein and Erich P. Prien—are leading experts in the field of workplace assessment. In this book they present a comprehensive resource that offers an introduction to individual assessment, shows how to collect and analyze assessment data (including a five-step model for conducting this process), reveals how to perform psychological measurement, develop and integrate individual assessment data, and report individual assessment results.
    Hardcover
    240 pages
    Foreword by W. Warner Burke.

    Foreword by Adrian Furnham.

    1. Introduction.

    2. The Practice of Individual Assessment.

    3. Psychological Measurement.

    4. Collecting and Analyzing Assessment Data.

    5. Developing and Integrating Individual Assessment Data.

    6. Reporting Individual Assessment Results.

    Appendix A: Recommended Readings.

    Appendix B: Sample Position Description.

    Appendix C: Introduction to Job Analysis.

    Appendix D: First-Line Management/Supervisory Level Competency Model.

    Appendix E: Senior Management/Executive Level Competency Model.

    Appendix F: Sample Individual Assessment Report on Applicant for Administrative Assistant Position.

    Appendix G: Sample Assessment Report—Supervisor/First-Line Manager.

    Appendix H: Sample Individual Assessment Report—Management and Executive Level.

    Appendix I: Selected Tests and Publishers.

    References.

    About the Authors.

    Index.

    Managing Projects in Human Resources, Training and Development
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    This book will provide the reader with a practical approach to managing a project in a human resource, training or development setting. Each chapter discusses a different aspect of project management and includes recognised processes and techniques.

    REVIEWS :
    “A dependable guide for anyone who takes responsibility for leading, managing or contributing to a project.”
    Advance Magazine

    “Developing an effective project team with a good leader has many benefits for an organisation, even after the original objectives have been achieved, according to Vivien Martin’s handbook.”
    Learning and Development

    “People are often expected to manage projects as part of their day-to-day work but few receive special training to help them to take on this task… Vivien Martin describes the best way to manage people and performance.”
    Training and Learning Magazine, Volume 2, Issue 2

     

    Leadership Development - A guide for HR and training professionals

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  • Shows how to motivate both the high performers and the low performers to deliver performance.
  • Workable strategies for developing the role of internal Learning and Development consultants within a changing and flexible environment.
  • Highly practical based on proven theory and practical experience
    • Written from a practitioner viewpoint with case studies and examples from a wide variety of industries, this is a practical text for Learning & Development and Human Resource practitioners, providing an in-depth treatment of all the aspects of people development within today’s organizations. Readers will want more than just the theory – they want to know how to apply it as an internal consultant and what the potential pitfalls can be. Most importantly, they want practical strategies for introducing and implementing new management development practices. The text shows how to apply new approaches to old problems and provide new ways of creating high performance within an organization.

    Magic Numbers for Human Resource Management: Basic Measures to Achieve Better Results
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    This book simply outlines a range of the key measures that any HR, financial or business manager can use to address this situation in a more business-like manner. For each definition, there is not only a description of the measure but also why it has vital significance to managing business better. It is written as a basic text book in easy to read language but with a powerful underlying message - HR managers must measure the main features of HR in order to get their voice heard at the executive table and make demonstrable impact on business operations.

    Including Absenteeism rate by job category and job performance; Accident costs; Average time for dispute resolution; Cost per hire.

    5. Finance staff as a percentage of total staff.

    6. Overtime hours.

    7. The HR budget as a percentage of sales.

    8. HR staff as a percentage  of total staff.

    9. IT staff as a percentage of total staff.

    10. Marketing staff as a percentage of total staff.

    11. Payroll staff as a percentage of total staff.

    12. Percentage of employees making suggestions.

    13. Process-cycle time.

    14. Profit per employee.

    15. Response time per request for information.

    16. Sick-leave rate.

    17. Sick days per full-time equivalent employee per year.

    18. The cost of medical distribursement by category of ailment.

    19. Time taken to fill a job vacancy.

    20. Staff-Turnover cost by recruitment source.

    21. employee-engagement index.

    22. Involuntary staff-turnover rate.

    23. Turnover rate by job category and job performance.

    24. Voluntary staff-turnover rate

    25. Competency-development expense per employee.

    26. Training hours per employee.

    27. Cost per trainee hour.

    28. Percentage of employees trained, by category.

    PART THREE: MAGIC NUMBERS FOR TALENT AND REWARD.

    29. Internal-hire probability.

    30. Retention rate of key employees.

    31. Range (distribution) of performance-appraisal ratings.

    32. Job Evaluation.

    33. Firm salary/competitor salary ratio.

    34. Incentive compensation differential.

    35. The Black-Scholes method of calculating stock-option values.

    36. Total compensation expense per employee.