A practical, easy-to-use guide for job changers and job seekers, The Career Transition Pocketbook details seven key stages to the career transition process: self-questioning, goal setting, preparing a career history, networking, applying for jobs, getting ready for interviews and evaluating job offers. Each stage is described in a separate chapter.

A practical, easy-to-use guide for job changers and jobseekers, The Career Transition Pocketbook details sevenkey stages to the career transition process: self-questioning, goal setting, preparing a career history,networking, applying for jobs, getting ready forinterviews and evaluating job offers. Each stage isdescribed in a separate ......

The Managing Change Pocketbook is for all those people responsible for managing change or wishing to understand an imposed change. Now in its 4th edition, this popular title in the Pocketbooks Series explains what change is and why it is necessary, why some change needs proactive management, the effects of change on people, how to gain commitment, how to manage change, the tools available, ways to communicate, and examples of success and failure.

The necessity to deal with change has never been greater. Organisational survival depends upon it. Yet, far more than half of all change projects fail, with expensive consequences. The Transformative Change Pocketbook equips managers and leaders with the essentials to deliver organisational change and transformation, either working independently or through aligning a team of individual experts to work productively together. The book is structured around a model, 'the 7 C's of Change', that examines in detail the steps to be taken in each of the key stages of a change journey. Clarifying and Co-ordinating the change programme come first, followed by building Capability, gaining Commitment and creating Change Champions. Communicating the change and Cementing it (making it stick) complete the journey. Teams working on a change project may find they have to address the stages in the order of their own priority and there are self-diagnostic tools to help in assessing this priority and evaluating progress against each of the '7 C's'.

Get off to a flying start as a new manager, with the help of this time-saving ebook. Each chapter can be read in five minutes or less (ideal for reading in your coffee break or on the train) yet the tips you'll pick up can benefit you throughout your whole career. The short chapters are structured so that you can read them in any order, dipping into your chosen topic as the need arises. Topics include: assertiveness, career development, decision making, handling difficult conversations, interviewing (and being interviewed), learning, listening, managing meetings, negotiating, NLP, organising yourself, persuading, presenting, rapport, report writing, self-confidence, stress management, time management and transactional analysis. Each comes with an exercise to help you put your newly-gained know-how into action straight away. Now you don't need to search through numerous lengthy management books trying to unearth the gems that will actually be of use in your everyday work - Mike Clayton has done that hard work for you, distilling some of the most helpful business models and presenting you with the essence: clear, succinct summaries of the techniques that will serve you best. Quick Tips For Managers will be helpful to experienced managers too, as a concise refresher.

Recruiting successful candidates leads to improved performance, increased customer satisfaction, enhanced organisational reputation, greater staff morale and a positive reflection on those involved in the recruitment process. The Managing Recruitment Pocketbook explains how to plan recruitment, attract the right candidates, assess CVs and application forms, get the most out of the interview, use different methods of selection and how to make the job offer. Under 'attracting the right candidates', the pocketbook looks at advertising methods, using the internet, employing recruitment agencies and recruiting internally. Selection methods addressed include psychometric tests, personality questionnaires, assessment centres, presentations and work sample exercises. The final chapter covers how to pull all the selection information together, references, medicals, handling unsuccessful candidates and making the eventual offer. Complementing this new title are two other existing pocketbooks, The Interviewer's Pocketbook and The Succeeding At Interviews Pocketbook.

People in business are conditioned to believe they must communicate in a rational, objective and logical manner, without emotion, if their point is to be accepted. The reality is, however, that stories engage both hearts and minds and are the most effective means to engage and persuade. The Storytelling Pocketbook shows readers how to use stories to get their ideas across and make a deeper connection with their audience. With practical exercises throughout, the book shows you how to create your own story frameworks, and explores the different settings in which you might use them, eg to ignite organisational change, to transfer knowledge, to build brands, to develop people.

Mindfulness is our capacity to focus, to really pay attention and use our brain's resources wisely. Using an 8-step model, the Mindfulness at Work Pocketbook will allow HR and OD practitioners, coaches and team leaders to experience it for themselves and see how they can develop and implement mindfulness-based interventions within their organisations. Building a mindfulness culture in the workplace brings significant benefits both to the individual (greater job satisfaction, less stress, improved performance) and the organisation (lower absenteeism, higher productivity, reduced costs). The 8-step model spans an eight-week period with exercises for each stage. It begins by raising awareness of how the mind works and continues by building mindfulness skills and sharpening awareness of thought processes, especially how these can trigger stress. Integrating mindfulness into everyday life is dealt with in the final stages. The many exercises afford plenty of opportunities for much-needed practice.

Familiarity underpins our engagement with music. This book highlights theoretical and empirical considerations about familiarity from three perspectives: listening, musicology and performance. Part I, ’Listening’, addresses familiarity as it relates to listeners’ behaviour and responses to music, specifically in regulating our choice and exposure to music on a daily basis; how we get to know music through regular listening; how comfortable we feel in a Western concert environment; and music’s efficacy as a pain-reliever. Part II, ’Musicology’ exposes the notion of familiarity from varied stances, including appreciation of music in our own and other cultures through ethnomusicology; exploration of the perception of sounds via music analysis; philosophical reflection on the efficiency of communication in musicology; evaluation of the impact of researchers’ musical experiences on their work; and the influence of familiarity in music education. Part III, ’Performance’, focuses on the effects of familiarity in relation to different aspects of Western art and popular performance, including learning and memorizing music; examination of ’groove’ in popular performance; exploration of the role of familiarity in shaping socio-emotional behaviour between members of an ensemble; and consideration about the effects of the unique type of familiarity gained by musicians through the act of performance itself.

Lack of feedback and coaching to aid development is the third most cited reason for resignations at work. 'Netgeners' with their reliance on social networking and instant messaging have added even greater impetus to the need for performance feedback. Feedback is integral to learning: it helps to develop skills, knowledge and confidence, and reinforces desired behaviours. It can reassure and thus reduce anxiety; and it can help people see the 'bigger picture', leading to greater alignment with organisational goals and needs. The Feedback Pocketbook encourages managers (and trainers) to use informal, formal and generative feedback as part of their day-to-day approach to motivating, managing and developing people. It explains how to construct and deliver feedback, and demonstrates how to use the underlying dynamics (explicit and implicit) to secure feedback acceptance.