Linked e-resources
Details
Table of Contents
Intro
Endorsements
Acknowledgements
Table of Contents
About the Editor
About the Contributors
Foreword by Dr Hischam El-Agamy
Introduction
About The Book
Chapter 1: HR at the Centre by Paul Norman
The Pandemic
The New Normal
Disruption and Discontinuous Change
The New HR Priorities
Conclusion
Chapter 2: The New World of Work by Paul Norman
The Digitisation of Everything
The Hybrid Workplace
Automation, Robotics and the 4th Industrial Revolution (4IR)
The Gig Economy
Generation Z
Conclusion
Chapter 3
Chapter 3: The Power of Purpose by Andrew Millson
Where it All Began
A Look in the Mirror
Conscious Capitalism
Love and Fear
Acknowledging our Impact on the World
Key Principles in the Journey to Being More Purpose-Led
Conclusion
Chapter 4: Radical New Talent Management Strategies for a Radical New Workplace by Selo Govender
The Age of the Open, Fluid Talent Economy
Traditional Talent and Succession Management is being "Turned on its Head"
Democratising Talent Management in the New World of Work… The Need for Social Connection
Conclusion
Chapter 5: People Development for the New World of Work by Vanisha Balgobind
Introduction
Embracing the Future of Work
The Learning Organisation
The Employee Value Proposition as a Key Differentiator
Smart Workforce
Defining Capabilities
Accelerating Reskilling and Upskilling
Lifelong Learning and Self-learning
The Role of Leadership and Mindsets
Challenges Affecting People Development Post the Pandemic
The Exxaro Story
Our People, Our Heartbeat! Taking our People into the Future
Exxaro's People Strategy
Conclusion
Chapter 6: Reinventing Remuneration, Benefits and Recognition for the New Reality by Dr Mark Bussin &
Daniela Christos
Introduction.
100 Year Old Remuneration Trends
Organisational Changes Resulting from Covid-19
Work from Anywhere
Further Covid-19 Trends
Changing with Change
Remuneration Committees and Remunerating Executives
Owning your Space
Organisational Imperatives
Conclusion
Chapter 7: Multiple Perspectives on a Possible New IR/ER Dispensation for the Post Covid-19 World of Work
7.1 Informal Workers and Flexible Organisation Seizing the Covid Moment*
Introduction
The African Labour Market
Informal Workers and Hybrid Organisation
New Opportunities for Worker Organising
Conclusion
7.2 A new IR Dispensation in the New World of Work
Introduction
The Effect Covid-19 had on Collective Industrial Relations
The Effect of Unemployment on a New Union-Employer Bargaining Model
Alternative Transition Towards a New Bargaining Model
Centralised Collective Bargaining under Pressure
Movement towards Pluralism
Impact of Job Security and Loss of Income on Strike Action
Post-Covid-19 and the Impact on Trade Unions: Responding to the New World of Work
Digital and Cyber Unions and their Links to Youth
Rendering an Individual Service
Conclusion
7.3 Is it Time for a New IR Dispensation in the New World of Work?
Introduction
The post-Covid World
The post-Covid Workplace
Working from Home
Impact on Employee Relations
Reconsidering Employee Relations Strategies
Legal Landscape
Conclusion
7.4 Is it Time for a New Employee Relations Dispensation in the Future World of Work?
New Forms of Work and Employment Situations
Diverse Working Conditions, Shifting Time Variables and the Dispersed Workplace
The Emergence of Multi-faceted Performance Management Processes
Activism versus Trade Unionism
Social Dynamics and the Employer's Duty of Care
Conclusion.
Chapter 8: The New Diversity, Equity and Inclusion (DEI) Realities and Challenges
Introduction
The World of Work
Underlying Philosophies Shaping Organisational Perspectives and Approaches
Diversity, Equity and Inclusion Business Case
New DEI Challenges
Lived Experiences through Storytelling Approaches
Focus on Black and White Fatigue
Inclusive Leadership
Conclusion
Chapter 9: Increasing Social Capital Through Employee Engagement, Employee Experience and Belonging: The Spar Ltd Story
People: The Key to Competitive Advantage
Engagement through Individual and Organisational Alignment
Social Capital: The Strategic Execution Imperative
Conclusion
Chapter 10: Bringing The Human Back into the Workplace: Changing Perspectives on Employee Health and Well-being
Introduction
A Brief History of Wellness and Well-being
Well-being Enters the Workplace and World of Work
Repositioning Employee Well-being on the Strategic Agenda
From Theory to Practice: The Momentum Metropolitan (MMH) Case
Humanising the Employee People Persona
Adopting a Holistic Approach Towards Human Well-being
Implications for the Future
Chapter 11: The New Challenges for HR: The Governance of Ethics for the 2020s and Beyond
Introduction
Global Trends Shaping the Organisational Governance Agenda
The New Scope of Organisation Governance: The Extended Enterprise
New Sources of Insight for the Expanded HR Role
Guidance From International and Multilateral Organisations
Foreign Bribery Legislation and Related Guidance Documents
Research, Best Practices and Partnerships with Civil Society Organisations
New Notions of Cross-Cultural Morality from The Field of Social Anthropology
Better Understanding of Brain Function from The Field of Neuroscience.
Improved Insight into The Role of Cognitive Biases in Decision-Making
Invaluable New Insights from The Burgeoning Field of Behavioural Economics
Implications for the New HR Ethics Agenda
Conclusion
Chapter 12: Agility and Innovation - The Ultimate Organisational Coping Mechanism
The Case of Media24
Introduction
A Disrupted Industry: The Challenge
What Do We Mean by Agility and Innovation?
What Drives Agility and Innovation in Organisations?
A Practical Framework for Agility and Innovation
Conclusion
Chapter 13: Developing a Growth Mindset - The Route to Flourishing Organisations
Falling in Love with a Culture: Where Company and Personal Values First Met
The Microsoft Story: Planting the Roots of a Growth Mindset
Culture as Organisational Glue
Where Leaders are Equals: Joining Hands for Cultural Change
A Growth Mindset in Action: A Focus on Diversity and Inclusion
Bringing Inclusivity into the New World of Work
How Modern HR can Encourage a Growth Mindset in this New World of Work
Accelerating Culture Change through Technology
Technology as an Enabler in Hiring, Retaining and Developing Diverse Talent
A Growth Mindset in Action: Investing in Employee Experience and Engagement
Where Growth Mindsets meet Data and Analytics to help Employees find Better Ways to Work
Finding the Sweet Spot between Technology and Culture: Lessons we have Learnt
Chapter 14: Preparing The HR Leader for the Future: Capabilities and Ongoing Development
Introduction
Challenges for the HR Professional
HR Capabilities
HR Capabilities for a Future-Fit HR Practitioner
HR Leadership
Education and Research for the New HR Agenda
Conclusion
References
Index.
Endorsements
Acknowledgements
Table of Contents
About the Editor
About the Contributors
Foreword by Dr Hischam El-Agamy
Introduction
About The Book
Chapter 1: HR at the Centre by Paul Norman
The Pandemic
The New Normal
Disruption and Discontinuous Change
The New HR Priorities
Conclusion
Chapter 2: The New World of Work by Paul Norman
The Digitisation of Everything
The Hybrid Workplace
Automation, Robotics and the 4th Industrial Revolution (4IR)
The Gig Economy
Generation Z
Conclusion
Chapter 3
Chapter 3: The Power of Purpose by Andrew Millson
Where it All Began
A Look in the Mirror
Conscious Capitalism
Love and Fear
Acknowledging our Impact on the World
Key Principles in the Journey to Being More Purpose-Led
Conclusion
Chapter 4: Radical New Talent Management Strategies for a Radical New Workplace by Selo Govender
The Age of the Open, Fluid Talent Economy
Traditional Talent and Succession Management is being "Turned on its Head"
Democratising Talent Management in the New World of Work… The Need for Social Connection
Conclusion
Chapter 5: People Development for the New World of Work by Vanisha Balgobind
Introduction
Embracing the Future of Work
The Learning Organisation
The Employee Value Proposition as a Key Differentiator
Smart Workforce
Defining Capabilities
Accelerating Reskilling and Upskilling
Lifelong Learning and Self-learning
The Role of Leadership and Mindsets
Challenges Affecting People Development Post the Pandemic
The Exxaro Story
Our People, Our Heartbeat! Taking our People into the Future
Exxaro's People Strategy
Conclusion
Chapter 6: Reinventing Remuneration, Benefits and Recognition for the New Reality by Dr Mark Bussin &
Daniela Christos
Introduction.
100 Year Old Remuneration Trends
Organisational Changes Resulting from Covid-19
Work from Anywhere
Further Covid-19 Trends
Changing with Change
Remuneration Committees and Remunerating Executives
Owning your Space
Organisational Imperatives
Conclusion
Chapter 7: Multiple Perspectives on a Possible New IR/ER Dispensation for the Post Covid-19 World of Work
7.1 Informal Workers and Flexible Organisation Seizing the Covid Moment*
Introduction
The African Labour Market
Informal Workers and Hybrid Organisation
New Opportunities for Worker Organising
Conclusion
7.2 A new IR Dispensation in the New World of Work
Introduction
The Effect Covid-19 had on Collective Industrial Relations
The Effect of Unemployment on a New Union-Employer Bargaining Model
Alternative Transition Towards a New Bargaining Model
Centralised Collective Bargaining under Pressure
Movement towards Pluralism
Impact of Job Security and Loss of Income on Strike Action
Post-Covid-19 and the Impact on Trade Unions: Responding to the New World of Work
Digital and Cyber Unions and their Links to Youth
Rendering an Individual Service
Conclusion
7.3 Is it Time for a New IR Dispensation in the New World of Work?
Introduction
The post-Covid World
The post-Covid Workplace
Working from Home
Impact on Employee Relations
Reconsidering Employee Relations Strategies
Legal Landscape
Conclusion
7.4 Is it Time for a New Employee Relations Dispensation in the Future World of Work?
New Forms of Work and Employment Situations
Diverse Working Conditions, Shifting Time Variables and the Dispersed Workplace
The Emergence of Multi-faceted Performance Management Processes
Activism versus Trade Unionism
Social Dynamics and the Employer's Duty of Care
Conclusion.
Chapter 8: The New Diversity, Equity and Inclusion (DEI) Realities and Challenges
Introduction
The World of Work
Underlying Philosophies Shaping Organisational Perspectives and Approaches
Diversity, Equity and Inclusion Business Case
New DEI Challenges
Lived Experiences through Storytelling Approaches
Focus on Black and White Fatigue
Inclusive Leadership
Conclusion
Chapter 9: Increasing Social Capital Through Employee Engagement, Employee Experience and Belonging: The Spar Ltd Story
People: The Key to Competitive Advantage
Engagement through Individual and Organisational Alignment
Social Capital: The Strategic Execution Imperative
Conclusion
Chapter 10: Bringing The Human Back into the Workplace: Changing Perspectives on Employee Health and Well-being
Introduction
A Brief History of Wellness and Well-being
Well-being Enters the Workplace and World of Work
Repositioning Employee Well-being on the Strategic Agenda
From Theory to Practice: The Momentum Metropolitan (MMH) Case
Humanising the Employee People Persona
Adopting a Holistic Approach Towards Human Well-being
Implications for the Future
Chapter 11: The New Challenges for HR: The Governance of Ethics for the 2020s and Beyond
Introduction
Global Trends Shaping the Organisational Governance Agenda
The New Scope of Organisation Governance: The Extended Enterprise
New Sources of Insight for the Expanded HR Role
Guidance From International and Multilateral Organisations
Foreign Bribery Legislation and Related Guidance Documents
Research, Best Practices and Partnerships with Civil Society Organisations
New Notions of Cross-Cultural Morality from The Field of Social Anthropology
Better Understanding of Brain Function from The Field of Neuroscience.
Improved Insight into The Role of Cognitive Biases in Decision-Making
Invaluable New Insights from The Burgeoning Field of Behavioural Economics
Implications for the New HR Ethics Agenda
Conclusion
Chapter 12: Agility and Innovation - The Ultimate Organisational Coping Mechanism
The Case of Media24
Introduction
A Disrupted Industry: The Challenge
What Do We Mean by Agility and Innovation?
What Drives Agility and Innovation in Organisations?
A Practical Framework for Agility and Innovation
Conclusion
Chapter 13: Developing a Growth Mindset - The Route to Flourishing Organisations
Falling in Love with a Culture: Where Company and Personal Values First Met
The Microsoft Story: Planting the Roots of a Growth Mindset
Culture as Organisational Glue
Where Leaders are Equals: Joining Hands for Cultural Change
A Growth Mindset in Action: A Focus on Diversity and Inclusion
Bringing Inclusivity into the New World of Work
How Modern HR can Encourage a Growth Mindset in this New World of Work
Accelerating Culture Change through Technology
Technology as an Enabler in Hiring, Retaining and Developing Diverse Talent
A Growth Mindset in Action: Investing in Employee Experience and Engagement
Where Growth Mindsets meet Data and Analytics to help Employees find Better Ways to Work
Finding the Sweet Spot between Technology and Culture: Lessons we have Learnt
Chapter 14: Preparing The HR Leader for the Future: Capabilities and Ongoing Development
Introduction
Challenges for the HR Professional
HR Capabilities
HR Capabilities for a Future-Fit HR Practitioner
HR Leadership
Education and Research for the New HR Agenda
Conclusion
References
Index.