A handy guide offering a practical plan for targeting skills any employee wants to develop and employers most desire. It's hard to tell if today's competitive job market is more unsettling for employees seeking job security or companies trying to retain loyal workers. The Value-Added Employee provides fresh insights on what makes employees valuable to the organization and how companies can keep productive employees on the job. Employees will understand how to increase their personal marketability by developing specific skills, knowledge, and attitudes. Managers and coaches will find the tools and resources to make employees more valuable to the organization. Even policymakers and human resource professionals can drive change and business improvement through the application of competency modeling processes. The Value-Added Employee is a step-by-step plan for targeting the competencies an employee wants to develop and employers most desire. It discusses 31 core competencies, including interpersonal competencies, business competencies, and self-management competencies. Designed as a handbook, The Value-Added Employee is a toolkit of ideas and a workbook to be written in and referred to on a regular basis. Through its use, employees and their companies will discover a firm foundation for meeting future goals.

A handy guide offering a practical plan for targeting skills any employee wants to develop and employers most desire. It's hard to tell if today's competitive job market is more unsettling for employees seeking job security or companies trying to retain loyal workers. The Value-Added Employee provides fresh insights on what makes employees valuable to the organization and how companies can keep productive employees on the job. Employees will understand how to increase their personal marketability by developing specific skills, knowledge, and attitudes. Managers and coaches will find the tools and resources to make employees more valuable to the organization. Even policymakers and human resource professionals can drive change and business improvement through the application of competency modeling processes. The Value-Added Employee is a step-by-step plan for targeting the competencies an employee wants to develop and employers most desire. It discusses 31 core competencies, including interpersonal competencies, business competencies, and self-management competencies. Designed as a handbook, The Value-Added Employee is a toolkit of ideas and a workbook to be written in and referred to on a regular basis. Through its use, employees and their companies will discover a firm foundation for meeting future goals.

Tensions over democratic values in today's business market -- The development of the Mondragón cooperatives -- Key value debates at Mondragón -- Practical lessons from Mondragón -- Participation and marketization at Mondragón and beyond.

This is a book about the incredible source of largely untapped power which exists within organisations and companies today, namely your employees. It explains why this is the case and what to do about it. The main paradigm of the book is that employees are the most important resource for any organisation and should be treated as such; companies need more than ever to become employee centric.Both now and in the future, key themes such as autonomy, empowerment and employee engagement will become the foundations upon which companies will build competitive advantage. Building confidence and trust will become more and more crucial to success. As I say in the book: "Empowerment is also to do with confidence and trust. If you think about the concepts of confidence and trust in your life outside of work, I am sure that most of you would agree that, if there is no trust within, for example, a family unit, there is a great likelihood that this will lead to a serious problem."About the author: Robertson Hunter Stewart's experience as an employee has now stretched over a period of 36 years (56-years-old at the time of writing) and he has spent the last 26 years in the service sector. Arriving in France in 1992 (and speaking no French), Stewart worked his way up from cleaner to General Manager of some of the biggest Luxury Hotels in Europe (three of which with over a thousand rooms). He has led teams from a few to several hundred during his career.He also continues to teach in both French and English at Bachelors and Masters Level for prestigious Management schools in Paris, France.As he says in his first book: "As both an employee and a manager, I strongly believe that the way that we are treated within an organisation impacts to a very high degree on how we behave as employees and, following on from that, how we perform."Stewart lives in the West of France with his wife and two children.https: //www.linkedin.com/in/robertson-hunter-stewart-90538b1a/

Values-driven organizations are the most successful organizations on the planet. This book explains that understanding employees’ needs—what people value—is the key to creating a high performing organization. When you support employees in satisfying their needs, they respond with high levels of engagement and willingly commit their energies to the organization, bringing passion and creativity to their work. This new edition of The Values-Driven Organization provides an updated set of tools to assess corporate culture, new case studies on cultural transformation and additional materials on sustainability, measuring cultural health at work and the specific needs of the millennial generation. The Values-Driven Organization is essential reading for students, researchers and practitioners of organizational change, leadership, HRM and business ethics.

Written from the employees' viewpoint, this book explains why good working relationships form the core of effective workplace recognition.