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Based on research performed by the prestigious Saratoga Institute, The 7 Hidden Reasons Employees Leave provides readers with real solutions for the costly problem of employee turnover. Readers will learn how to align employee expectations with the realities of the position, avoid job–person mismatches, and provide feedback and coaching that breed
The 7 Hidden Reasons Employees Leave

Based on research performed by the prestigious Saratoga Institute, The 7 Hidden Reasons Employees Leave provides readers with real solutions for the costly problem of employee turnover. Readers will learn how to align employee expectations with the realities of the position, avoid job–person mismatches, and provide feedback and coaching that breed

Too often, training has been viewed as either a line-management responsibility, or a responsibility of the HR or training department. The truth is: management and HR are jointly responsible. Senior management do not ask enough questions about results, because training costs are budgeted and allocated in ways that create indifference from
How to Measure Training Results

Too often, training has been viewed as either a line-management responsibility, or a responsibility of the HR or training department. The truth is: management and HR are jointly responsible. Senior management do not ask enough questions about results, because training costs are budgeted and allocated in ways that create indifference from

Instructional System Design (ISD)—or some of its variations—is at the core of any contemporary training program. However, it was never intended to address business issues; the process itself is devoid of techniques dedicated to them. Although there are several variations of ISD, each suffers from the same flaw: a lack of
Developing and Measuring Training The 6 Sigma Way

Instructional System Design (ISD)—or some of its variations—is at the core of any contemporary training program. However, it was never intended to address business issues; the process itself is devoid of techniques dedicated to them. Although there are several variations of ISD, each suffers from the same flaw: a lack of

If your competitive advantage depends on your people creating something valuable and distinctive, then your workforce can't be normal. To get your extraordinary results, you are going to have to build yourself a workforce that is extraordinary in a way that customers care about. To build a great organization, you need
Change to Strange

If your competitive advantage depends on your people creating something valuable and distinctive, then your workforce can't be normal. To get your extraordinary results, you are going to have to build yourself a workforce that is extraordinary in a way that customers care about. To build a great organization, you need

Recognizing talent is a leader’s most needed task. Today, more than ever, an organization’s fate depends on its ability to identify, coach, retain and, when needed, replace talent. The simple answer to what is talent: is achievement. Talent without achievement is reduced to only potential. Let’s start by discussing the seven
Talent IQ

Recognizing talent is a leader’s most needed task. Today, more than ever, an organization’s fate depends on its ability to identify, coach, retain and, when needed, replace talent. The simple answer to what is talent: is achievement. Talent without achievement is reduced to only potential. Let’s start by discussing the seven

 Who  refers to the people you put in place to make the  what  decisions.  Who  is running your sales force?  Who  is occupying the corner office?  Who  is where the magic begins, or where the problems start. We have identified four parts of the hiring process where failure typically occurs. It
Who

Who refers to the people you put in place to make the what decisions. Who is running your sales force? Who is occupying the corner office? Who is where the magic begins, or where the problems start. We have identified four parts of the hiring process where failure typically occurs. It

The performance review. It is one of the most insidious, most damaging, and yet most ubiquitous of corporate activities. We all hate it. And yet nobody does anything about it. Until now... Straight-talking Sam Culbert, management guru and UCLA professor, minces no words as he puts managers on notice that --
Get Rid of the Performance Review!

The performance review. It is one of the most insidious, most damaging, and yet most ubiquitous of corporate activities. We all hate it. And yet nobody does anything about it. Until now... Straight-talking Sam Culbert, management guru and UCLA professor, minces no words as he puts managers on notice that --

Peek out your office door and take a good look at your employees. With the exception of a few royal pains, you've got a nice group of people. By and large, they do good work, they get along with you and one another and they're generally well intentioned. But, are they
Hundred Percenters

Peek out your office door and take a good look at your employees. With the exception of a few royal pains, you've got a nice group of people. By and large, they do good work, they get along with you and one another and they're generally well intentioned. But, are they

Most managers assume that surviving, especially in recessions, requires slashing wages, benefits, and other workforce expenses. And lowest-skilled workers are often viewed as the most expendable.In Profit at the Bottom of the Ladder, Jody Heymann overturns these assumptions. Drawing from thousands of interviews with employees from front line to C-suite at
Profit at the Bottom of the Ladder

Most managers assume that surviving, especially in recessions, requires slashing wages, benefits, and other workforce expenses. And lowest-skilled workers are often viewed as the most expendable.In Profit at the Bottom of the Ladder, Jody Heymann overturns these assumptions. Drawing from thousands of interviews with employees from front line to C-suite at

In Shine, bestselling author, psychiatrist, and ADD expert Edward Hallowell draws on brain science, performance research, and his own experience helping people maximize their potential to present a proven process for getting the best from your people.
Shine

In Shine, bestselling author, psychiatrist, and ADD expert Edward Hallowell draws on brain science, performance research, and his own experience helping people maximize their potential to present a proven process for getting the best from your people.

Evidence-based change is a mind-set and approach to making HR decisions. The thinking behind evidence-based change was inspired in part by the evidence-based movement in medicine. That movement came about after medical researchers noticed that doctors, despite a vast amount of available medical research, were treating disease in idiosyncratic ways. They
Transformative HR

Evidence-based change is a mind-set and approach to making HR decisions. The thinking behind evidence-based change was inspired in part by the evidence-based movement in medicine. That movement came about after medical researchers noticed that doctors, despite a vast amount of available medical research, were treating disease in idiosyncratic ways. They

It is difficult to pick good leaders. Time and again, we complain about the quality of the men and women who run our companies, organizations, and governments. We bemoan their incompetence, their detachment, their lack of urgency. Inevitably we get rid of these leaders and move on to the next ones,
Why Are We Bad at Picking Good Leaders?

It is difficult to pick good leaders. Time and again, we complain about the quality of the men and women who run our companies, organizations, and governments. We bemoan their incompetence, their detachment, their lack of urgency. Inevitably we get rid of these leaders and move on to the next ones,

Building a Magnetic Culture explains what engages and motivates employees and how to create an environment in which employees can thrive. Drawing on years of research and real-world examples from his consulting experience, the author gives you the strategies and tactics you need to transform your company by creating and sustaining
Building a Magnetic Culture

Building a Magnetic Culture explains what engages and motivates employees and how to create an environment in which employees can thrive. Drawing on years of research and real-world examples from his consulting experience, the author gives you the strategies and tactics you need to transform your company by creating and sustaining

Nolan Bushnell founded the groundbreaking gaming company Atari and two dozen other companies. He also launched Steve Jobs' career, along with those of many other brilliant creatives over the course of his five decades in business. In his eagerly awaited first book, Bushnell explains how to find, hire, and nurture the
Finding the Next Steve Jobs

Nolan Bushnell founded the groundbreaking gaming company Atari and two dozen other companies. He also launched Steve Jobs' career, along with those of many other brilliant creatives over the course of his five decades in business. In his eagerly awaited first book, Bushnell explains how to find, hire, and nurture the

Gamify shows gamification in action: as a powerful approach to engaging and motivating people to achieving their goals, while at the same time achieving organizational objectives. It can be used to motivate people to change behaviors, develop skills, and drive innovation. The sweet spot for gamification objectives is the space where the
Gamify

Gamify shows gamification in action: as a powerful approach to engaging and motivating people to achieving their goals, while at the same time achieving organizational objectives. It can be used to motivate people to change behaviors, develop skills, and drive innovation. The sweet spot for gamification objectives is the space where the

Employees in the workplace belong to different generations which impact their way of thinking and how they see matters. These generational differences are what we call Sticking Points. Knowing these sticking points can allow teams to label tension points and work through them – even anticipate and preempt them. But most
Sticking Points

Employees in the workplace belong to different generations which impact their way of thinking and how they see matters. These generational differences are what we call Sticking Points. Knowing these sticking points can allow teams to label tension points and work through them – even anticipate and preempt them. But most

The Future of Work explores the new behaviors, new technologies, and the new people entering the workforce, focusing on: how the traditional command and control leadership model is dead; working with and for Millennials, who expect to be doing meaningful work, share their voice, and want rapid feedback; how to adapt
The Future of Work

The Future of Work explores the new behaviors, new technologies, and the new people entering the workforce, focusing on: how the traditional command and control leadership model is dead; working with and for Millennials, who expect to be doing meaningful work, share their voice, and want rapid feedback; how to adapt

Employees are the engine that keeps companies running. And healthy employees, who are emotionally, mentally, and physically prepared to take on whatever challenge is in front of them, are more likely to make the companies they work for grow and flourish. Seems pretty simple, right? So why are most workplaces so
The Healthy Workplace

Employees are the engine that keeps companies running. And healthy employees, who are emotionally, mentally, and physically prepared to take on whatever challenge is in front of them, are more likely to make the companies they work for grow and flourish. Seems pretty simple, right? So why are most workplaces so

In this book we get to know that human assets aren’t a part of a business. If you take away the human assets, you don’t have a business, just a bunch of offices and equipment that can’t do anything. Businesses are people–irrational, emotional, unpredictable, creative, oddly gifted, and sometimes ingenious people
I'm Sorry I Broke Your Company

In this book we get to know that human assets aren’t a part of a business. If you take away the human assets, you don’t have a business, just a bunch of offices and equipment that can’t do anything. Businesses are people–irrational, emotional, unpredictable, creative, oddly gifted, and sometimes ingenious people

Customers don’t simply buy products or services; they hire them to do a job. Understanding customers does not drive innovation success. Understanding customer jobs does. If you build your foundation on the pursuit of understanding your customers’ jobs, your strategy will no longer need to rely on luck. In fact, you’ll
Competing Against Luck

Customers don’t simply buy products or services; they hire them to do a job. Understanding customers does not drive innovation success. Understanding customer jobs does. If you build your foundation on the pursuit of understanding your customers’ jobs, your strategy will no longer need to rely on luck. In fact, you’ll

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