Company culture is the foundation of business success. Organizations with strong cultures see an average of four times more revenue growth, develop a more engaged workforce with employees who are 12% more productive and reduce employee turnover by almost half. However, good culture can be derailed by company politics, employee disagreements and internal politics. Managing Culture provides practical guidance for HR professionals on how to address these issues and develop a people-centred culture for both individual and business success. With expert discussion on the benefits of a people-focused…mehr
Company culture is the foundation of business success. Organizations with strong cultures see an average of four times more revenue growth, develop a more engaged workforce with employees who are 12% more productive and reduce employee turnover by almost half. However, good culture can be derailed by company politics, employee disagreements and internal politics. Managing Culture provides practical guidance for HR professionals on how to address these issues and develop a people-centred culture for both individual and business success. With expert discussion on the benefits of a people-focused culture, the importance of company values and how to measure and reward performance, this is an indispensable guide for HR and OD practitioners looking to create an environment that gives their organization the best chance of success. Guidance is also included on how to tackle bullying and harassment, the role of mediation and how to align workplace culture with CSR. Including toolkits, downloadable templates and case studies from organizations who have successfully implemented this approach including Aviva, Deutsche Bank and Royal Mail, Managing Culture enables HR practitioners to create, develop and embed a person-centred approach to company culture and improve both employee and company performance.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Section PART ONE: The Case for Change; Chapter 01: The transformational culture and why it matters; Chapter 02: Shift happens from retribution to transformation How to harness the power of restorative justice; Chapter 03: The Transformational Culture Model A blueprint for a fair, just, inclusive, sustainable and high performing organization; Chapter 04: The 7Cs of a transformational culture; Chapter 05: The Resolution Framework A fresh approach for resolving concerns, conduct, complaints and conflicts at work; Chapter 06: A very uncivil war The toxic culture (and what to do about it); Chapter 07: Aligning people, purpose, values and behaviour; Chapter 08: Putting the human into human resources The emergence of a modern people and culture function; Chapter 09: Engage leadership Leadership, management and the transformational culture; Chapter 10: Wellbeing, engagement and inclusion The key to great employee experience and world class customer experience; Section PART TWO: The Transformational Culture Playbook; Chapter 11: Transformational Toolkit 1; Chapter 12: Transformational Toolkit 2; Chapter 13: Transformational Toolkit 3; Chapter 14: Transformational Toolkit 4; Chapter 15: Transformational Toolkit 5; Chapter 16: Transformational Toolkit 6; Chapter 17: Transformational Toolkit 7; Chapter 18: Transformational Toolkit 8; Chapter 19: Conclusion and calls to action; Chapter 20: Overview of the models that underpin a transformational culture;
Section - PART ONE: The Case for Change;
Chapter - 01: The transformational culture and why it matters;
Chapter - 02: Shift happens - from retribution to transformation - How to harness the power of restorative justice;
Chapter - 03: The Transformational Culture Model - A blueprint for a fair, just, inclusive, sustainable and high-performing organization;
Chapter - 04: The 7Cs of a transformational culture;
Chapter - 05: The Resolution Framework - A fresh approach for resolving concerns, conduct, complaints and conflicts at work;
Chapter - 06: A very uncivil war - The toxic culture (and what to do about it);
Chapter - 07: Aligning people, purpose, values and behaviour;
Chapter - 08: Putting the human into human resources - The emergence of a modern people and culture function;
Chapter - 09: Engage leadership - Leadership, management and the transformational culture;
Chapter - 10: Wellbeing, engagement and inclusion - The key to great employee experience and world-class customer experience;
Section - PART TWO: The Transformational Culture Playbook;
Chapter - 11: Transformational Toolkit 1;
Chapter - 12: Transformational Toolkit 2;
Chapter - 13: Transformational Toolkit 3;
Chapter - 14: Transformational Toolkit 4;
Chapter - 15: Transformational Toolkit 5;
Chapter - 16: Transformational Toolkit 6;
Chapter - 17: Transformational Toolkit 7;
Chapter - 18: Transformational Toolkit 8;
Chapter - 19: Conclusion and calls to action;
Chapter - 20: Overview of the models that underpin a transformational culture;
Section PART ONE: The Case for Change; Chapter 01: The transformational culture and why it matters; Chapter 02: Shift happens from retribution to transformation How to harness the power of restorative justice; Chapter 03: The Transformational Culture Model A blueprint for a fair, just, inclusive, sustainable and high performing organization; Chapter 04: The 7Cs of a transformational culture; Chapter 05: The Resolution Framework A fresh approach for resolving concerns, conduct, complaints and conflicts at work; Chapter 06: A very uncivil war The toxic culture (and what to do about it); Chapter 07: Aligning people, purpose, values and behaviour; Chapter 08: Putting the human into human resources The emergence of a modern people and culture function; Chapter 09: Engage leadership Leadership, management and the transformational culture; Chapter 10: Wellbeing, engagement and inclusion The key to great employee experience and world class customer experience; Section PART TWO: The Transformational Culture Playbook; Chapter 11: Transformational Toolkit 1; Chapter 12: Transformational Toolkit 2; Chapter 13: Transformational Toolkit 3; Chapter 14: Transformational Toolkit 4; Chapter 15: Transformational Toolkit 5; Chapter 16: Transformational Toolkit 6; Chapter 17: Transformational Toolkit 7; Chapter 18: Transformational Toolkit 8; Chapter 19: Conclusion and calls to action; Chapter 20: Overview of the models that underpin a transformational culture;
Section - PART ONE: The Case for Change;
Chapter - 01: The transformational culture and why it matters;
Chapter - 02: Shift happens - from retribution to transformation - How to harness the power of restorative justice;
Chapter - 03: The Transformational Culture Model - A blueprint for a fair, just, inclusive, sustainable and high-performing organization;
Chapter - 04: The 7Cs of a transformational culture;
Chapter - 05: The Resolution Framework - A fresh approach for resolving concerns, conduct, complaints and conflicts at work;
Chapter - 06: A very uncivil war - The toxic culture (and what to do about it);
Chapter - 07: Aligning people, purpose, values and behaviour;
Chapter - 08: Putting the human into human resources - The emergence of a modern people and culture function;
Chapter - 09: Engage leadership - Leadership, management and the transformational culture;
Chapter - 10: Wellbeing, engagement and inclusion - The key to great employee experience and world-class customer experience;
Section - PART TWO: The Transformational Culture Playbook;
Chapter - 11: Transformational Toolkit 1;
Chapter - 12: Transformational Toolkit 2;
Chapter - 13: Transformational Toolkit 3;
Chapter - 14: Transformational Toolkit 4;
Chapter - 15: Transformational Toolkit 5;
Chapter - 16: Transformational Toolkit 6;
Chapter - 17: Transformational Toolkit 7;
Chapter - 18: Transformational Toolkit 8;
Chapter - 19: Conclusion and calls to action;
Chapter - 20: Overview of the models that underpin a transformational culture;
Rezensionen
"Provides the guidance to leaders, managers, and HR professionals on the importance of putting purpose, values and people first. David delivers a blueprint for creating an inclusive, sustainable, and high performing culture." Omar Ali, Financial Services Leader, EY
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