Bøker utgitt av Harvard Business Review Press

The best articles HBR has published on leading, elevating, and transforming HR.Ten most important articles from HBR on reinventing HR, selected by HBR editors.Strikes a balance among practical advice, research-driven articles, and big idea pieces, so readers get a full understanding of the current state of HR and where it needs to change.Includes articles on a variety of topics related to human resources, including people analytics, hiring, performance management, talent management, and diversity.Includes a diverse set of perspectives from recognizable experts, researchers, academics, and authors, including Ram Charan, Marcus Buckingham, Dominic Barton, John Boudreau, and Peter Cappelli.Audience: Primarily HR, but also executives.

Help your people reach their potential.As a manager, it's your responsibility to ensure your team is motivated and performing at a high level. But recent data reveals abysmal engagement levels among workers around the globe. How do you fix the problem--before your most talented people walk out the door?By understanding what drains your employees, you can increase their job satisfaction and push them toward achieving their goals. The HBR Guide to Motivating People provides practical tips and advice to help your team find meaning in their work, build on their strengths, and produce the best results for the organization.You'll learn how to:Pinpoint the root causes of lackluster performanceTailor rewards and recognition to individualsConnect routine work activities to a higher purposeSupport your employees' growth and developmentPrevent burnout--especially in your top performersCreate a culture of engagementArm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

To succeed at work, first you need to understand your own brainIf you're in a job interview, how should you think about the mindset of the interviewer? If you've just been promoted, how do you handle the tensions of managing former peers? And what are the telltale mental signs that it's time to start planning your next career move?We know that psychology can teach us much about behaviors and challenges relevant to work, such as making better decisions, influencing people, and dealing with stress. But many popular books on these topics analyze them as universal human phenomena without providing real-life, constructive career help.Bring Your Brain to Work changes all that. Professor, author, and popular radio host Art Markman focuses on three essential elements of a successful career--getting a job, excelling at work, and finding your next position--and expertly illustrates how cognitive science, especially psychology, sheds fascinating and useful light on each of these elements.To succeed at a job interview, for example, you need to understand the mindset of the interviewer and know how to come across as exactly the individual the company wants to hire. To keep that job, it's critical to master the mental challenge of learning every day. Finally, careers require constant development, so you need to be able to sense when it's time to move up or out and to prepare yourself for the move. So many of the hurdles you face throughout your career are, first and foremost, psychological challenges, and Markman shows you how to use your different mental systems--motivational, social, and cognitive--to manage them more effectively.Integrating the latest research with engaging stories and examples from across the professional spectrum, Bring Your Brain to Work gets inside your head, helping you to succeed through a better understanding of yourself and those around you.

You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're not alone. As Linda Hill and Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It's trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey. At best, they just learn to get by. At worst, they become terrible bosses.This new book explains how to avoid that fate, by mastering three imperatives: Manage yourself: Learn that management isn't about getting things done yourself. It's about accomplishing things through others. Manage a network: Understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company's complex political environment. Manage a team: Forge a high-performing "e;we"e; out of all the "e;I"e;s who report to you. Packed with compelling stories and practical guidance, Being the Boss is an indispensable guide for not only first-time managers but all managers seeking to master the most daunting challenges of leadership.

Make. More. Future.Artificial intelligence, big data, modern science, and the internet are all revealing a fundamental truth: The world is vastly more complex and unpredictable than we've allowed ourselves to see.Now that technology is enabling us to take advantage of all the chaos it's revealing, our understanding of how things happen is changing--and with it our deepest strategies for predicting, preparing for, and managing our world. This affects everything, from how we approach our everyday lives to how we make moral decisions and how we run our businesses.Take machine learning, which makes better predictions about weather, medical diagnoses, and product performance than we do--but often does so at the expense of our understanding of how it arrived at those predictions. While this can be dangerous, accepting it is also liberating, for it enables us to harness the complexity of an immense amount of data around us. We are also turning to strategies that avoid anticipating the future altogether, such as A/B testing, Minimum Viable Products, open platforms, and user-modifiable video games. We even take for granted that a simple hashtag can organize unplanned, leaderless movements such as #MeToo.Through stories from history, business, and technology, philosopher and technologist David Weinberger finds the unifying truths lying below the surface of the tools we take for granted--and a future in which our best strategy often requires holding back from anticipating and instead creating as many possibilities as we can. The book's imperative for business and beyond is simple: Make. More. Future.The result is a world no longer focused on limitations but optimized for possibilities.

A collection of 10 practical, direct HBR magazine articles giving leaders and managers the ideas and inspiration they need to lead their companies (and themselves) through a downturn, recession, or crisis.Get your company ready before a recession strikes.Stay resilient.Learn the right lessons from previous recessions.Minimize pain while cutting costs and jobs.Pull off big deals in a down market.Avoid a culture of pessimism.Protect your own job.Seize the opportunity to innovate and reinvent your business.Lead the turnaround and return to growth.Audience: Leaders and managers at all level looking for ideas, inspiration, and tools to lead their companies--and themselves--through a downturn.

Harvard Business Review shares today's most essential thinking on blockchain, explaining how to get the right initiatives started at a company and how to seize the opportunity of the coming blockchain wave.

Most company's change initiatives fail. Yours don't have to. This title includes "Harvard Business Review" articles that inspires you to: lead change through eight critical stages; establish a sense of urgency; overcome addiction to the status quo; mobilize commitment; silence naysayers; minimize the pain of change; and, concentrate resources.

Do you think of your company's talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you're interested in strategy execution.Many companies fall into the trap of spending too much time and money on low performers, while high performers aren't getting the necessary resources, development opportunities, or rewards. In The Differentiated Workforce, the authors expand on their previous books, The HR Scorecard and The Workforce Scorecard, and recommend that you manage your workforce like a portfolio - with disproportionate investments in the jobs that create the most wealth. You'll learn to:Rise above talent management "e;best practice"e; and instead create a differentiated workforce that can't be easily copied by competitorsDifferentiate those capabilities in your company that are truly strategicIdentify your wealth-creating "e;A"e; positionsCreate a new relationship between HR and line managers, and articulate the role each plays in a differentiated workforce strategyDevelop the right measures for your organizationBased on two decades of academic research and experience working with hundreds of executives, The Differentiated Workforce gives you the tools to translate your talent into strategic impact.