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Human Resources in the 21st Century 1st Edition
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Top Customer Reviews
Extremely well-organized, the book is a collection of essays written by leading HR thought leaders and working professionals. Some of the stand-out essays are as follows:
'Managing for Execution'
'Accommodating Change in the 21st Century'
'Mother's Work Is Never Done: Myths and Facts About Organizational Change'
'Learning via Education and Training'
'Free to Choose'
A timeless axiom about HR and people is that there is a 'war for talent.' As I write this review, there is still a war to recruit talented people within the organization, and developing that talent to the point that employees feel engaged not only with their work, but with the company as a whole (company branding - employer of choice concept), and that employees produce the OUTCOMES desired to add bottom-line value. Strategic HR planning remains "pie in the sky" thoughts for many executives - especially those that feel that HR professionals fall short on implementation and don't have a clue about business objectives. However, serious HR professionals want their "seat at the table" and this book points out many ways in how they can do just that (gain that seat) - by adding value and implementing programs that work and meet the goals and objectives set forth by key business leaders with buy-in from stakeholders.
Training and Development is one area in which this work addresses the issue.Read more ›
Above economic value, lies the rewards of emotional value(EQ) being trust in relationship, unconditional love, emotional strength, social esteem, trust in ability, self esteem, social security, creative value, balanced health, and every core competence that a true HR leader should represent.
In choosing to write on HR in the 21st Century, any realistic leader who fails to identify the behavioural implications of an insecure population incapable of identifying a secure future is only seeking recognition for the insecurity they embody. To outsource an individual's cultural life purpose identifies appalling leadership judgements who for an immediate comparitive monetary advantage effectively destroys all hope of realising future growth by growing mistrust and emotional weakness having deserted the real value the workforce creates in the community. In devaluing an employee to a third world equivalent, does the leader realise the employee whose job has disappeared is now incapable of emotionally contributing a purposeful contribution to the community?Read more ›