Over half of all people working on behalf of any given organization are typically not their own employees. Some are freelance contractors working in their own right. A significant proportion is employed to provide these services by another firm, under agency or outsourcing service agreements. The services they perform under these agreements are often vital in supporting the organization's customer relationships, reputation and brand identity. Yet, remarkably, little attention has been paid to how these 'non-employees' are managed, motivated and meaningfully engaged. Management protocol generally sees them as outside the organization's remit or control. The law paints them as victims. This ground-breaking book challenges both these assumptions. Through a combination of pioneering legal analysis and rigorous case-study research, it demonstrates that non-employees are often the organization's most important hidden resource. Patricia Leighton and her collaborators highlight the limited good practice that is available, based on examples in large corporations, public sector organizations and smaller firms in a variety of countries. More importantly she clearly sets out the issues and imperatives employers should address, supported by new management concepts and models of effective practice developed specifically for the book. Far from being victims, she argues, non-employees often choose flexible working patterns for their own intrinsic ends and have ambitions, career aspirations and workplace needs that can be responded to and exploited by forward-looking employers. "Looking at the role they now play, these people are no longer marginal, atypical or peripheral as they are still termed and regarded by both legal and management practitioners. They are, however, still in the shadows in terms of the literature available on how best to develop and motivate them. This book aims to rectify this." * Highlights and examines the implications of relevant case-law * Incorporates recent research and regulation from across Europe * Illustrates how core HR functions can build flexible working patterns into an international or cross-boundary workforce development strategy

Out of the Shadows: Managing self-employed, agency and outsourced workers

Business & Money

Syrett, Michel

Holland, Peter

Leighton, Patricia

Hecker, Robert

Finance

Routledge

A guide to understanding and responding to business uncertainty in the twenty-first century Managing uncertainty has become a new business imperative. Technological discontinuities, regulatory upheavals, geopolitical shocks, abrupt shifts in consumer tastes or behavior, and many other factors have emerged or intensified in recent years and together conspire to undermine even the most carefully constructed business strategies. Managing Uncertainty: Strategies for Surviving and Thriving in Turbulent Times addresses these new challenges, assessing the sources of business turbulence, how to classify uncertainty, and the different ways in which uncertainty can be embraced to allow greater innovation and growth. Drawing on examples from around the world, the book presents the most recent ideas on what it means to manage uncertainty, from practitioners, academics, and consultants.  Addresses the challenges of managing uncertainty in business Presents a step-by-step guide to managing business uncertainty Draws examples from major international companies, including Intel, Procter & Gamble, Siemens, Boeing, Philips, Ford, Apple, and many more  Written for business leaders and managers looking for new ways to ensure that their businesses continue to thrive in a world of increasing complexity, Managing Uncertainty presents new and innovative ideas about reducing risk by understanding difficult-to-predict shifts.

Managing Uncertainty: Strategies for Surviving and Thriving in Turbulent Times

Devine, Marion

Management & Leadership

wiley

Over half of all people working on behalf of any given organization are typically not their own employees. Some are freelance contractors working in their own right. A significant proportion is employed to provide these services by another firm, under agency or outsourcing service agreements. The services they perform under these agreements are often vital in supporting the organization‘s customer relationships, reputation and brand identity. Yet, remarkably, little attention has been paid to how thesenon-employees are managed, motivated and meaningfully engaged. Management protocol generally sees them as outside the organization‘s remit or control. The law paints them as victims. This ground-breaking book challenges both these assumptions. Through a combination of pioneering legal analysis and rigorous case-study research, it demonstrates that non-employees are often the organization‘s most important hidden resource. Patricia Leighton and her collaborators highlight the limited good practice that is available, based on examples in large corporations, public sector organizations and smaller firms in a variety of countries. More importantly she clearly sets out the issues and imperatives employers should address, supported by new management concepts and models of effective practice developed specifically for the book. Far from being victims, she argues, non-employees often choose flexible working patterns for their own intrinsic ends and have ambitions, career aspirations and workplace needs that can be responded to and exploited by forward-looking employers.Looking at the role they now play, these people are no longer marginal, atypical or peripheral as they are still termed and regarded by both legal and management practitioners. They are, however, still in the shadows in terms of the literature available on how best to de

Survey after survey confirms how the success of a business has become increasingly dependent on the ability and skills of its staff. And because talented people are in short supply the hunt for people of unusual ability will continue in earnest. Hiring such people is the relatively easy part; keeping them engaged so that they don't move on and getting the best out of them while they are with you is the greater challenge one that more than ever requires a good understanding of what people want from both work and life outside work, as well as flexibility and imagination in seeking to accommodate their aspirations. Drawing on original research, including interviews with senior executives, recruitment specialists and people considered to be talented” within their organizations, Managing Talent outlines how companies such as Google, Apple, Santander, Mars, Unilever, PepsiCo, Nokia, Olam International, Tata Chemicals and Bank of America are facing the challenge of recruiting and developing the talent they need. Full of useful insights and practical help for those who are responsible for the success of their organization, it also provides invaluable guidance to those in search of career satisfaction

Managing Talent: Recruiting, Retaining, and Getting the Most from Talented People (Economist Books)

the-economist

The Economist

Fast track route to fostering and exploiting a creative dynamic in any organisation Covers the key areas of creative team working and brainstorming, leading projects with a creative output, choosing and backing winning ideas and motivating and rewarding staff Examples and lessons from some of the world's most creative businesses, including AOL Time-Warner, BMW, IDEO and Nortel Networks, and ideas from the smartest thinkers, including Edward de Bono, Gary Hamel, Richard Pascale and W. Chan Kim Includes a glossary of key concepts and a comprehensive resources guide

Creativity: Innovation 01.04 (Express Exec)

Lammiman, Jean

Capstone

There never has been a time when changes in taste, social outlook and lifestyle have been faster and more fundamental. Coolsearch shows that the revolution that is going on inside the workplace and that which is taking place in the marketplace are two sides of the same coin. Traditional divisions between work and play and between home and the office are being eroded. Twenties-somethings are using their mastery of new technology to transform product development, marketing and merchandising as consumers and ideas generation and decision making as workers. But how can older companies with deeper vested interests and complex hierachies keep in touch with the needs generated by the new generation? Syrett and Lammiman show how street-wise market research, better use of technology, shorter decision making hierarchies, corporate venturing and bottom up leadership has helped a variety of seeming dinosaurs get abreast of the trends. Stories and case studies of companies such as IKEA, GMT, 3M, and L'Oreal and their championing the latest trends and thinking are throughout the book. Coolsearch draws on original research by the authors on how new ideas are inspired and shaped in organisations as well as on interviews with leading thinkers in innovation including London Business School's Costas Markides, Strategos's Gary Hamel and Insead's W Chan Kim and Renee Mauborgne.

CoolSearch: Keeping Your Organization In Touch and On the Edge...

The Economist: Managing Talent: Recruiting, retaining and getting the most from talented people

An essential book for managers at all levels.

Economist Books

Xenophobia: An irrational fear of foreigners. Xenophobe's Guides: Small books that show the more you know the less you fear. Xenophobe's motto: Forewarned is forearmed.

The Xenophobe's Guide to the French

Humor & Entertainment

YAPP, Nick

Humor

Ravette Pub Ltd

Companies rarely track their performance against long-term plans, and results often fail to meet projections. When companies do track performance, it seldom matches the prior year’s projection, and a great deal of value is lost in translation. This new title in The Economist series shows how businesses can overcome such failings and implement strategy effectively, using facts and anecdotal evidence from the real experiences of firms.

Successful Strategy Execution: How to Keep Your Business Goals on Target

Bloomberg Press

"France is a country that eats, drinks and breathes philosophy. There is not a farmer, fisherman, waiter, car-worker, shop assistant or housewife who isn't a closet Diderot or Descartes, a Saint-Simon or a Sartre." "French politicians look smart because power itself is chic, attractive, seductive, and one should dress to look the part. The French electorate would never allow any government to intervene in their lives if it were shabbily dressed."

Xenophobe's Guide to the French

Oval Books

See the best price to sell, buy, or rent books by Syrett, Michel. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Books by Syrett, Michel

See the best price to sell, buy, or rent books by Syrett, Michel. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Out of the Shadows: Managing self-employed, agency and outsourced workers

Managing Uncertainty: Strategies for Surviving and Thriving in Turbulent Times

Out of the Shadows: Managing self-employed, agency and outsourced workers

Managing Talent: Recruiting, Retaining, and Getting the Most from Talented People (Economist Books)

Creativity: Innovation 01.04 (Express Exec)

CoolSearch: Keeping Your Organization In Touch and On the Edge...

The Economist: Managing Talent: Recruiting, retaining and getting the most from talented people

The Xenophobe's Guide to the French

Successful Strategy Execution: How to Keep Your Business Goals on Target

Xenophobe's Guide to the French