Learning Centers Mapped to SHRM - EBSCO Information …
Human Resources Learning Center™ Selections Mapped to SHRM
Leadership for the New Economy
□ Catch a Wave – HRMagazine
□ Leadership During an Economic Slowdown – Journal for Quality & Participation
□ Steady Under Pressure Training During a Recession – T+D
□ Surviving the Recession & Preparing for Recovery – HR Focus
□ Strategies for Saving in a Down Economy – HRMagazine
□ Build Leadership Skills for Survival Through Lean Times – HR Focus
Talent Management
□ Talent Management: Driver for Organizational Success – HRMagazine
□ Talent Management: What is It, Who Owns It, and Why Should You Care? – T+D
□ Why HR is Crucial to Talent Management – Human Resources Magazine
□ Talent Management: Trends that Will Shape the Future – Human Resource Planning
□ A Simpler Way to Determine the ROI of Talent Management – HR Focus
□ Learning's Role in Talent Management – Chief Learning Officer
Business Book Summaries™ Selections Mapped to SHRM
Leadership for the New Economy
□ Leading on the Edge of Chaos: The 10 Critical Elements for Success in Volatile Times
□ Navigating the Badlands: Thriving in the Decade of Radical Transformation
□ Leadership Agility: Five Levels of Mastery for Anticipating & Initiating Change
□ The Change Cycle: How People Can Survive & Thrive in Organizational Change
□ Built to Change: How to Achieve Sustained Organizational Effectiveness
□ Fast Strategy: How Strategic Agility Will Help You Stay Ahead of the Game
□ It Starts With One: Changing Individuals Changes Organizations
Talent Management
□ Investing in People: Financial Impact of Human Resource Initiatives
□ The ROI of Human Capital: Measuring the Economic Value of Employee Performance
□ Talent IQ
□ High Performance HR: Leveraging Human Resources for Competitive Advantage
□ Leveraging the New Human Capital: Adaptive Strategies, Results Achieved & Stories of Transformation
□ Deciding Who Leads: How Executive Recruiters Drive, Direct & Disrupt the Global Search for Leadership Talent
Human Resources Learning Center™ Selections Mapped to SHRM
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Leadership for the New Economy
Catch a Wave
HRMagazine
Apr2002, Vol. 47 Issue 4, p30, 8p
The article focuses on the role of human resource (HR) staff in business management in the U.S. during the economic recession. Advice from Susan Gebelein, executive vice president of Personnel Decisions International Corp., on the role of HR leaders in corporations; Staffing strategy of the United Parcel Service of America Inc.; Impact of recession on the labor market.
Leadership during an Economic Slowdown
Journal for Quality & Participation
Fall2001, Vol. 24 Issue 3, p40-43, 4p
Provides information on strategies leaders must execute to increase productivity and realize success during an economic slowdown. How to create a vision for the organization; Importance of communicating expectations to employees; Responsibilities to focus on; Type of corporate culture to create.
Steady Under Pressure Training During a Recession
T+D
Aug2008, Vol. 62 Issue 8, p46-49, 4p, 2 color
The article focuses on the impact of economic downturn to training budgets and the ways to deal with it. Training professionals fear the cancellation of leadership classes, travel restrictions, and broken links on the online university site during recessionals. Recessionals have been causing training leaders to step back, or cut back, and rethink on how they provide the training. In response, there are travel reductions and increase on online offerings. Classroom time is shortened and organizations are searching ways to do more teaching online. Moreover, it is expected that more training will be given through online or social networking tools.
Surviving the Recession & Preparing for Recovery
HR Focus
Jun2009, Vol. 86 Issue 6, p1-15, 3p
Information about topics discussed during the webinar "How to Realign Your Workforce in a Down Economy" from Kennedy Information in 2009 is presented. Presenters addressed short- and long-term trends that affect the present economic situation with issues in workforce, including globalization that requires organizations to build a particular mindset. The webinar featured several key presenters, including Korn/Ferry Leadership and Talent Consulting chief executive officer (CEO) Ana Dutra.
Strategies for Saving in a Down Economy
HRMagazine
Feb2009, Vol. 54 Issue 2, p26-33, 8p
The article offers tips on how companies can spend less and save more. Start cost-cutting where spending is increasing the fastest. Lower drug costs by requiring that prescriptions be filled with generic drugs when available. Companies may be able to recoup expenses paid to an injured beneficiary who received a settlement by exercising so-called subrogation rights, which require beneficiaries who recover money from a third party to reimburse their insurer for funds expended on their behalf.
Build Leadership Skills for Survival Through Lean Times
HR Focus
Jun2008, Vol. 85 Issue 6, p8-8, 2/3p
The article discusses the importance of strong organizational leadership for organizations to survive during economic crisis. It quotes author Quint Studer who says that difficult times require human resources professionals to develop strong leaders today who will continue to foster great leadership tomorrow. The article mentions steps to ensure survival during an economic crisis, including developing a plan to survive recession, addressing tough issues and removing poor performers.
Talent Management
Talent Management: Driver for Organizational Success
HRMagazine
Jun2006, Vol. 51 Issue 6, Special section p1-11, 11p
In today's global economy, companies must continually invest in human capital. In the role of business partner, HR leaders work closely with senior management to attract, hire, develop and retain talent. Yet the skills shortage presents both socio-economic and cultural challenges as talent crosses borders. Thus, in view of workforce trends such as shifting demographics, global supply chains, the aging workforce and increasing global mobility, forward-looking organizations must rethink their approach to talent management to best harness talent. By doing so, they will be positively positioned to succeed in a highly competitive marketplace. In addition, organizational culture, employee engagement and leadership development have a significant impact on talent retention. Taking these factors into consideration, an integrated approach to talent management offers a pathway toward sustaining outstanding business results.
Talent Management: What is It, Who Owns It, and Why Should You Care?
T+D
May2008, Vol. 62 Issue 5, p40-44, 5p, 3 color
The article provides information regarding the practice of talent management in companies. Talent management is said to be practiced by organizations for decades but is gaining new urgency as companies find they cannot quickly come up the talent they need to achieve their most critical goals. According to a research conducted by the Institute for Corporate Productivity, there are more than 75% of the companies they surveyed have an agreed-upon definition of talent management. The author says that the essential input to the talent management process forms the basis of effective workforce plans, strategic development priorities, and succession strategies.
Why HR is Crucial to Talent Management
Human Resources Magazine
Apr/May2007, Vol. 12 Issue 1, p24-25, 2p
The article focuses on the findings of an academic study about talent management concerns among leading change management consultancies and human resources (HR). Human resources can no longer deny that the skills shortage and aging population is cyclical and that it will pass over time according to the study. One recommendation from HR professionals is to consider talent management as a business strategy. Another suggestion from HR professional is to develop an all encompassing talent management platform.
Talent Management: Trends that Will Shape the Future
Human Resource Planning
2004, Vol. 27 Issue 1, p33-41, 9p, 1 bw
Talent management practices have developed and adapted throughout the years in response to many changes in the workplace, from the industrial revolution and the rise of labor unions, to affirmative action, globalization, and outsourcing, to name just a few. The 1990s ended with a call-to-arms to fight "the war for talent." While the war for talent clearly has cooled in the early stages of the 21st century, dampened by economic doldrums and concerns with global security, the real battle to attract, develop, motivate, and retain talent is going to heat up considerably. A looming demographic time bomb will make talent management a top priority for organizations. This article covers a number of the trends that have shaped our current practices as well as those that will contribute to future strategies.
A Simpler Way to Determine the ROI of Talent Management
HR Focus
Dec2004, Vol. 81 Issue 12, p3-4, 2p
The article highlights a report written by David Creelman, CEO of Creelman Research and human capital analyst for the Human Capital Institute, regarding the return on investment of talent management. Factors related to valuing talent management; Definitions of talent management; Measures of human capital; Approaches for talent management improvement; Issues that must be explained by human resource managers to line managers.
Learning's Role in Talent Management
Chief Learning Officer
Oct2007, Vol. 6 Issue 10, p36-40, 4p, 4 illustrations
The article discusses the role of learning in the process of talent management. According to the author, learning enhances the value of the human capital asset and helps retain that asset against the departure of the employee. In addition, learning operates as an insurance policy against asset loss to improve the retention of the human capital asset.
Business Book Summaries™ Selections Mapped to SHRM
Leadership for the New Economy
Leading on the Edge of Chaos
The Ten Critical Elements for Success in Volatile Times
By: Emmett C. Murphy and Mark A. Murphy
According to Murphy and Murphy, the words volatile and chaotic perfectly describe the current economy, and every industry is affected. One day, events presage heart-stopping economic decline and, on the next, the prospects for economic achievement seem limitless. With each downturn, the fortune of companies and their leaders plummet and, with each upswing, many are left totally unprepared to take full advantage of the fleeting opportunities that present themselves. Either way, success is elusive.
Leading on the Edge of Chaos grew out of the authors’ study of 1,000 "benchmark leaders"-the world’s most accomplished-who have achieved exceptional success in volatile times. The work identifies what these leaders believe are the 10 greatest challenges of an unpredictable economy, outlines their proven strategies for success, and provides concrete guidelines for action, clarifying case studies, and simple practical tools that executive teams can begin using immediately to steer their organizations through the chaos and volatility.
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Navigating the Badlands
Thriving in the Decade of Radical Transformation
By: Mary O'Hara-Devereaux
Business forecaster and author Mary O’Hara-Devereaux borrows a metaphor from the old American West, “Navigating the Badlands,” to describe the journey that business and industry finds itself on in the current transitional period between the end of the Industrial Age and the complete realization of the Information Age – a journey that, the author believes, is expected to last well into the second decade of the 21st century.
Yet, this transition has already shown its effect in the structural economic shifts the world currently faces, ushering in a networked knowledge economy that is becoming the dominant economic model, replacing the former industrial model.
Navigating the Badlands maps the opportunity for potential leaders—worldwide—to begin what will amount to a hero’s journey, leaving behind old ways of doing things and learning, through thoughtful action, how to interconnect and perform seamlessly across boundaries—whether organizational, cultural, or generational.
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Leadership Agility
Five Levels of Mastery for Anticipating and Initiating Change
By: William B. Joiner and Stephen A. Josephs
According to authors Bill Joiner and Stephen Josephs, being a leader in the 21st century business world isn’t easy. Today’s global economy is dynamic, uncertain, and ever-changing. What leaders need in these turbulent times, offer the authors, is agility – the ability to anticipate and adapt to rapidly changing conditions.
In Leadership Agility, Joiner and Josephs provide, through real-world scenarios mined from three decades of consulting, coaching, and leadership training in the United States and Canada, the keys to the leadership kingdom. Designed for managers in all economic sectors, from business, government, and non-profit organizations to academia and religious institutions, Leadership Agility shows that lithe leadership can be mastered through a two-step process. First, one must identify their current level of agility. Second, one can then begin to practice new behaviors that will take them to the next level.
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The Change Cycle
How People Can Survive and Thrive in Organizational Change
By: Ann Salerno & Lillie Brock
Although change is usually unpredictable, the process of how people move through life’s change can be anticipated. In The Change Cycle, Ann Salerno and Lillie Brock provide readers with the six sequential stages of change, as well as the thoughts, feelings, and behaviors associated with each stage.
The Change Cycle is intended for any reader who must communicate, carry out, integrate, or simply deal with a challenging work transition. The authors clearly illustrate the six stages of change and how to navigate them. Given its comprehensive treatment of change, this book is appropriate for both managers and employees who are undergoing change in the workplace.
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Built to Change
How to Achieve Sustained Organizational Effectiveness
By: Edward E. Lawler III and Christopher G. Worley
Built to Change addresses an important and ever-prevalent element of modern business that challenges organizations big and small, old and new. That immense issue is change, the one thing that most businesses simply are not designed for. Lawler and Worley take the critical matter of business-wide change head-on—subverting traditional messages touting unwavering stability and strict structure as a means to success. Their message is simple: Change or perish. And in this book, they show the business world how to make it happen.
Nothing, say the authors, is truly “built to last,” least of all competitive advantage, valuable human capital, and long-term success when stagnation, blind stability, and an aversion to transformation (no matter how small) leads an organization’s ideals.
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Fast Strategy
How Strategic Agility Will Help You Stay Ahead of the Game
By: Yves Doz, Mikko Kosonen
Companies that are strategically agile learn to change their direction quickly and to transform themselves without losing their day-to-day business momentum. These companies usually have CEOs and top leadership teams who understand how to make their companies more responsive and competitive in the marketplace.
Fast Strategy, by Yves Doz and Mikko Kosonen, provides insight for corporate leaders who want to learn how to adopt change quickly, to break free of bureaucracy and internal politics, and to take advantage of today’s fluid corporate environment. Corporate leaders will learn how developing strategic sensitivity, collective commitment, and resource fluidity will allow them to make key decisions fast and to gain and maintain their competitive edge.
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It Starts With One
Changing Individuals Changes Organizations
By: J. Stewart Black and Hal B. Gregersen
Organizational change is difficult, expensive, time consuming, and, increasingly, the way of the business world. In the global marketplace, the pace of radical adjustments due to shifting markets, cultures, supplies, and technologies is gathering speed. Unsettling issues like these are increasing in magnitude and becoming more and more unpredictable. The typical business response is to look for advice in an “organization in” fashion, where the company as a whole dictates new standards for everyone at once, from the top down. Unfortunately, say the authors, in spite of many companies’ best efforts, more than 50% of all change initiatives fail.
To address this issue, It Starts With One begins with the opposite of “organization in” thinking, presenting valuable change-ready advice from the perspective of the “individual out,” and asserting that lasting success lies in changing people first. After that the organization will follow.
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Talent Management
Investing in People
Financial Impact of Human Resource Initiatives
By: Wayne Cascio and John Boudreau
Decisions about talent, human capital, and organizational effectiveness are increasingly central to the strategic success of virtually all organizations. Unfortunately, these decisions are often addressed with limited measures or faulty logic. HR leaders need more rigorous, logical, and principles-based frameworks. The fundamental principle of Investing in People is that HR measurement is valuable to the extent that it improves vital decisions about talent and how it is organized.
In Investing in People, Cascio and Boudreau offer powerful, quantitative techniques for tracking the true effectiveness of talent policies and practices, demonstrating logical connections to financial and business outcomes, and using HR metrics to make better decisions. The book is designed for professionals who want to systematically focus HR investments on achieving maximum business value.
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The ROI of Human Capital
Measuring the Economic Value of Employee Performance
By: Jac Fitz-enz
Although current conventional wisdom says that people (human capital), rather than money, facilities, or equipment, are the lifeblood assets of any business, still there is no reliable means of quantifying the contribution this capital makes to corporate profits. The ROI of Human Capital addresses that need. It draws on years of international research, both quantitative and qualitative, to provide an effective methodology for measuring the effect of employee performance on the bottom line. Blending management initiatives with quantitative metrics, it shows executives, line managers, and HR professionals how to link specific human resource objectives to operational improvements and corporate profits by calculating human capital costs and improving productivity at the organizational, functional, and human capital management levels.
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Talent IQ
By: Emmett C. Murphy
Sustained organizational success relies on the ability to recruit and retain the best talent. At the same time, skillful management of top talent can determine the success or failure of that individual’s career. The most successful leaders in any industry possess a high “Talent IQ”, understanding that the development and preservation of high-achieving individuals drives productivity and boosts an organization’s competitiveness. Using Talent IQ to create a culture of achievement results in higher profitability, customer retention, and increased incentive-based compensation for employees.
Talent IQ, by Emmett C. Murphy, helps readers identify concepts and skills that can be used to create a winning advantage for the organization’s employees, shareholders, and customers. Based on ten years of collaborative study, Murphy presents a coherent set of best practices that enable people at every organizational level to achieve outstanding performance.
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High Performance HR
Leveraging Human Resources for Competitive Advantage
By: David S. Weiss
In order to reinvent themselves for the New Economy, companies are beginning to shed outdated processes and unprofitable lines of business. Given this new order, Human Resources is in danger of extinction if it continues to rely solely on its traditional services of recruiting, employee relations, and compensation and training. High Performance HR examines how HR should instead streamline its core responsibilities, and align its efforts with the company’s vision and customer needs, in order to position itself as a “business within a business,” and take advantage of unique qualifications that enable it to provide strategic value to the company and the company’s customers.
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Leveraging the New Human Capital
Adaptive Strategies, Results Achieved, and Stories of Transformation
By: Sandra Burud, Marie Tumulo
According to Burud and Tumolo, people live and work differently today than they did in the past. Because employees no longer have the “invisible” support of the home-based partner who backed workers of the Industrial Age, these individuals must manage both work and personal responsibilities, simultaneously. It is an entirely new phenomenon in the history of paid market work, requiring fundamental changes in the way organizations manage people. Nonetheless, these changes cannot be accomplished effectively unless the organization’s leaders understand that this core workforce (unlike workers of earlier generations) no longer relates to work as the top priority, but as one priority that competes with others for attention.
Leveraging The New Human Capital is designed to help executives, managers, and HR directors, in all types of organizations, comprehend this structural change and turn it into an advantage by examining this different worker from the perspective of dual focus.
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Deciding Who Leads
How Executive Recruiters Drive, Direct, and Disrupt the Global Search for Leadership Talent
By: Joseph Daniel McCool
Because of the inherent risks and rewards of attracting senior management, leadership recruitment and succession planning are at the top of the agenda for growth-minded corporations. Organizations’ futures are determined by the investments they make - or fail to make - in the recruitment, development, and retention of leaders. As a result, many companies are searching for a road map for improvement in this process.
Deciding Who Leads, by Joseph Daniel McCool, provides corporate leaders with guidance on meeting the challenge of conducting an executive search. Containing an outline of best recruitment practices and tactical advice, McCool’s study provides executives with the new rules of engagement when working with executive search firms and for recruiting and retaining senior leadership.
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