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HR 2025: The Future of Work – Managing People

HR 2025: The Future of Work – Managing People
4.8 (11 reviews)
ISBN: 978-87-403-0837-2
1 edition
Pages : 50
  • Price: 75.50 kr
  • Price: €8.99
  • Price: £8.99
  • Price: ₹150
  • Price: $8.99
  • Price: 75.50 kr
  • Price: 75.50 kr

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About the book

  1. Description
  2. Content
  3. About the Author

Description

Work as we know it has changed, is changing and will change some more. The rate of this change is simply unprecedented.

Ever faster technology, increasing globalisation, demographic change, automation, the rise and rise of social media, five generations in the workplace, structural labour market changes - these are just some of the trends that will impact upon, even disrupt, the future of work. This e-book considers the future of work, and people management in particular. Predicting the future with any certainty isn’t easy. But what might it be like to manage and lead the year 2025? What are the skills, the people practices, the challenges and the changes that will be required? How might Human Resources as a discipline need to change and respond? The authors of this book, both senior HR professionals, take a look into the future of managing people, based upon those trends we can currently identify.

Content

  1. The times, they are a changing…
  2. Theories and Stuff
  3. The changing role of management
  4. Who will these 2025 managers be managing anyway?
  5. The day to day
  6. Employee voice
  7. New Style Conversation
  8. More stuff we think about employee voice
  9. Generations and Generalisations
  10. Managing Performance
  11. Thoughts on new style performance management
  12. Thanks very much
  13. Developing Development
  14. Show me the money (and some other things too please)
  15. Skills and Stuff
  16. The E Word
  17. On the payroll?
  18. The Hollowing Out of Management?
  19. The Human Resources Manager in 2025
  20. Everything changes, but everything stays the same…
  21. There’s no such thing as best practice
  22. What If…?
  23. And so…
  24. A wish list

About the Author

Gemma Reucroft

Gemma Reucroft is a HRD Director in the healthcare industry. Gemma is a Fellow of the CIPD, and a regular speaker and writer on a variety of HR topics including employee engagement and social media.

Gemma describes her HR philosophy as being all about doing good people stuff.

Gemma is a blogger on all things HR, and has two blogs www.hrgemblog.com and www.careergem-blog.com Gemma is a regular conference blogger, and also writes for the HR Director Magazine, as well as being a member of the HR Director Magazine editorial panel. Gemma also contributed to the best-selling HR books, Humane, Resourced and Humane, Resourced 2.

Gemma has held a variety of HR roles including leading teams in employee relations, resourcing, service delivery, internal communications and business partnering. Many of her roles have involved transforming HR teams and developing effective HR solutions and policy. Gemma has an MA in Employment Law and Industrial Relations from Keele University and is also a mediator and coach.

A big fan of all things social media, you can also find her on twitter as @HR_Gem.

Tim Scott

Tim is an HR professional and Chartered Fellow of the CIPD with almost twenty years of generalist experience in roles across the private, public and voluntary sectors.

A self-confessed social media convert, Tim is active on Twitter (as @TimScottHR), blogs at timscott.net and for a number of other sites and contributed chapters to both volumes of the best-selling “Humane, Resourced” series.

Tim is currently Head of People & Organisational Development for Brook, the UK’s leading provider of sexual health services and advice for young people. Prior to joining Brook in August 2013, Tim was HR Manager at the Liverpool City Region Local Enterprise Partnership. Throughout his career he has worked effectively with senior management teams, developed people-focused HR teams and designed and implemented business-appropriate people practices, often in organisations which previously had little or no dedicated HR leadership. He says his career aim is simply “to make things better” wherever he is working.

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