Essential tools busy managers need to get the best out of their teams and people People who manage people face a number of challenges, from keeping workers engaged and performing at a high level to dealing with absenteeism and bad behaviour in the workplace. In The People Manager's Toolkit , leadership and people management specialist Karen Gately offers a suite of practical tools for optimising staff performance and dealing with a wide variety of "people issues." Avoiding all human resources jargon and complicated management theory, this straightforward how-to guide shows you practical everyday solutions to common problems. You'll learn to effectively leverage the tools to improve business results, whether your issue is getting people to do more than just the bare minimum, deciding on appropriate financial incentives, or any other issue that involves people and those who lead them.
Written by the highly regarded founder of Ryan Gately, the specialist consulting practice on human capital management based in Melbourne, Australia Features practical, effective advice for dealing with and solving almost any people problem at work Includes real-world case studies that showcase the book's tools and tips in action Whether you just need a little help keeping your people motivated or you've got so many problems that you don't even know where to start, The People Manager's Toolkit gives you the strategies and solutions you need to solve virtually any issue.
KAREN GATELY is a leadership and people-management specialist and a founder of Ryan Gately, a specialist HR consulting practice based in Australia. Working with top companies of all shapes and sizes, Karen is a highly regarded expert in achieving outstanding business performance through people.
Preface iv About the author vi Acknowledgements viii Introduction ix 1 People management -- the foundations of success 1 2 Vision and strategy 24 3 Culture 45 4 Recruitment 70 5 Communication 101 6 Managing performance 123 7 Learning and development 157 8 Reward and recognition 179 9 Driving change 200 10 Leveraging HR 224 Conclusion 246 Index 250