Title Building an Outstanding Workforce
Subtitle Developing People to Drive Individual and Organizational Success
Author Paul Aldrich, Andrew Pullman
ISBN 9780749497323
List price GBP 29.99
Price outside India Available on Request
Original price
Binding Paperback
No of pages 512
Book size 153 x 235 mm
Publishing year 2019
Original publisher Kogan Page Limited
Published in India by .
Exclusive distributors Viva Books Private Limited
Sales territory India, Sri Lanka, Bangladesh, Pakistan, Nepal, .
Status New Arrival
About the book Send Enquiry


“A tour de force of the workplace psychology literature as it applies to the problems and issues in business at the moment.”

Professor Sir Cary Cooper, CBE, The 50th Anniversary Professor of Organizational Psychology and Health at the ALLIANCE Manchester Business School


“A deeply insightful book on the building blocks of people management that truly drive company performance. It offers a new framework for people management that hands back the responsibility for creating an outstanding workforce to the leadership of the company. Exactly where it belongs. This is a powerful book for leaders and people professionals.”

Hein J M Knaapen, Chief HR Officer, ING Bank


“As we accelerate into the realities of the fourth industrial revolution, this book distils important research, concepts and aspects of organizational & economic transformation, technology and the future of work into an excellent series of frameworks for understanding the impacts, the scenarios that could evolve and guidance for how to navigate them. A truly excellent and comprehensive business companion for those that need to know the big picture now!”

Graham Kellen, Chief Digital Officer, Schroders Asset Management


“Building an Outstanding Workforce has comprehensively captured various aspects of people management in different cultural contexts. A must-read for any leader who is deeply committed towards raising the bar on people management.”

Nupur Singh Mallick, CHRO, Tata Group


“Takes an impressively broad yet comprehensive view of people management and workforce building across multiple academic fields and practical professional roles. The rich experience of the authors allows them to insightfully investigate issues and cases across different cultural and social contexts. As such this book will be very useful for business leaders, senior organizational development professionals and researchers in China, Asia and beyond.”

Ming Guo, Managing Director, EAL Consulting Shanghai


“An accessible, concise, impressive book that covers a critical business area. This is a resource I would recommend to all those who believe tomorrow’s workforce is the key to commercial success and who want an overview of the subject presented with clarity, focus and purpose.”

Baroness Virginia Bottomley, Chair, Board Practice, Odgers Berndtson


“Creating the skills and capabilities of the future is absolutely critical to surviving and thriving in this digitally disrupted world. Building an Outstanding Workforce provides a roadmap for HR and Learning professionals to enable and accelerate transformations.”

Bill Pelster, Former Chief Learning Officer, Deloitte and creator of Deloitte University


“If you want to create a higher performance work culture, while treating people with dignity, respect and developing your talent, this book is for you.”

Jonathan Passmore, Professor of Coaching & Behavioural Change and Director of Henley Centre for Coaching & Behavioural Change, Henley Business School

“Weaves together the perfect tapestry of current workforce research, classical business theory, technology advances, and the role of human nature and the brain. This highly useful book proves that when it comes to designing a future-proof 21st century organization, the more things change, the more they stay the same. A leader must-read.”

Alexandra Levit, Author of Humanity Works


“This book is engaging, comprehensive and will prove relevant to those interested in the aetiology of behaviours and people management per se. A well needed source indeed.”

Dr Michelle Hunter-Hill, Senior Lecturer, Human Resource Management and International Business, University of Roehampton Business School


“A thoughtful and engaging book that will appeal to both business leaders and managers and those aspiring to these positions. It is structured clearly and provides an informative insight into achieving organisational objectives through a better understanding of people at both the individual and group level.”

Laurie J. Mullins, Author of Organisational Behaviour in the Workplace 12th ed.


In an increasingly volatile, uncertain, complex and ambiguous world, achieving sustainable competitive advantage has never been more important, or more difficult. However, the key challenge for CEOs, senior executives and HR professionals is how to unlock the potential of their people, building a culture that allows employees to perform to the best of their abilities and effectively attract, engage, develop and retain the staff needed for sustainable business success. Building an Outstanding Workforce is a must-have guide for all professionals looking to leverage the potential of their people and maximise value for all stakeholders. Including evolutionary psychology, neuroscience and personality psychology, this book takes an evidence-based approach to people management.

With practical guidance, expert advice and case studies from companies including Alibaba, Barclays Banking Group, Patagonia, Tata Group and Qantas, Building an Outstanding Workforce covers all the key issues including how to tailor people management to address the motivations of different generations, the impact of emergent technology on the workforce, the shift in the skills employees now need to learn and develop and how to handle the new challenges of remote and flexible working and the gig economy. There is also essential coverage of strategic workforce planning, people risk, people analytics, human capital reporting, the employer brand and employee value proposition and the benefits of embracing diversity and inclusion, well-being and other aspects of corporate and social responsibility. It presents a new people-focused framework for people management that redefines the structure, roles and responsibilities of human resource management and addresses the problems of role ambiguity and conflict associated with HR to deliver people management that everyone needs and deserves.


Key Features:

  • Explores the importance of strategic workforce planning, people analytics, the employer brand and employee value proposition, and the benefits of embracing diversity and inclusion and other aspects of corporate and social responsibility
  • Provides guidance on how to motivate a multi-generational workforce with competing priorities and how to handle the challenges of developing co-located employees in the gig economy
  • Presents a new framework for people management in organisations to create more effective HR
  • Includes case studies from global organizations including Alibaba, Barclays Banking Group, Patagonia, Tata Group and Qantas


List of figures

About the authors





Part One: People

Chapter 1: Evolutionary psychology and neuroscience • Introduction • Our history • Our brains • Emotions • Thinking

Chapter 2: Personality psychology and intelligence • Introduction • Personality psychology • Beliefs, values, attitudes and interests • Personality traits • Locus of control • Multiple personality traits • Personality types • Socio-analytic theory • Social constructionism and impression management • The dark triad • Meaning and purpose • Personality development • Intelligence • Character

Chapter 3: Bias, stereotypes, group culture and decision-making • Introduction • Bias and stereotypes • Group culture • In and out groups • Decision-making • System • and System • thinking • Procrastination

Chapter 4: Motivation • Introduction • Overview of motivation theories • Need theories • Process theories • Motivation and financial reward • Neuroscience and motivation • Our human and chimp brains • Mindset • Flow • Motivation, job satisfaction and personality • Motivation and culture

Chapter 5: Leadership • Introduction • Leadership research • Leadership and management • The future of leadership • Change • Organizational behaviour • Selection and development

Case studies • Smurfitt Kappa • Qantas • Tata Group

Part Two: The environment

Chapter 6: Organizations • Introduction • Purpose • External environment • Strategy • Internal environment • Organization design and development • Social constructionism and organizational enactment • Organization structures • Practical implications

Chapter 7: Technology and the future of work • Introduction • Changes in the pattern of work • The future of work: Technology impact • The future of work: Workforce scenarios • The future of work: Organizations • The future of work: People • Humanity in work • The future of work: Leadership challenges • Gender • On the bright side

Chapter 8: Demographics • Introduction • Global demographic trends • Generational demographic trends • Introducing the multigenerational workforce • Leading the multigenerational generational workforce

Chapter 9: Culture • Introduction • Global talent migration • Organization culture • Corporate climate

Chapter 10: Social movements • Introduction • The social enterprise • Corporate and social responsibility • Environmental, social and governance • Impact of leadership • Stakeholder impact • Responsibility for CSR • Diversity and inclusion • Practical implications • Cultural resistance • Responsibility for diversity and inclusion

Case studies • Alibaba • Hermes • Oui SNCF • Ledcor • Accenture • Barclays Bank • Patagonia Inc

Part Three: Workforce planning

Chapter 11: Planning and people risk • Introduction • Strategic workforce planning • People risk

Chapter 12: Human capital metrics and reporting • Introduction • Human capital strategy • Measuring human capital • People metrics • People management impact • Human capital reporting

Chapter 13: People analytics • Introduction • People technology • People data • People analytics • Research design • Data governance • Social sensing technology • Why Moneyball?

Chapter 14: Employee engagement and experience • Introduction • Employee engagement • Employee experience • Employer brand and the employee value proposition • Giving them what they want

Chapter 15: Well-being • Introduction • Well-being and wellness • Workplace design • Psychological well-being • Psychological safety • Stress • Contributors to stress • Neuroscience and well-being • Meaning • Practical implications

Chapter 16: The future of people development • Introduction • The future of learning and development • Personality • Mindset and belief • Attribution theory • Coaching

Case studies • Volvo • Monzo • Aramco Overseas

Part Four: The future of people management

Chapter 17: People functions • Introduction • Strategic human resource management • Roles in human resource management • Influence in human resource management • The structure of human resource management • The importance of CEOs and senior leaders

Chapter 18: Professional people management • Introduction • Underlying tension • HR in the boardroom • Talent management • Future people management • New framework for people management


Part Five: Creating an outstanding workforce

Chapter 19: HR disrupted and dispersed • Informed by the past • Transformed by the future • The future people function • People advisors • People portfolio management • People specializations: Embedded • People facilitators • People enablers • Conclusion





About the Authors:

Dr Paul Aldrich is Global Head of People and Performance for Pemberton Asset Management with over 25 years’ experience of talent management in Europe and Asia-Pacific. He is a Visiting Fellow at Durham University Business School, Senior Lecturer in business and human resource management at the University of Roehampton, Fellow of the Higher Education Academy, member of the International Coaching Federation, Chartered Fellow of the CIPD and member of the Guild of Human Resource Professionals.

Andrew Pullman is a people management professional with 30 years’ experience in HR at various global firms including JP Morgan, Deutsche Bank and Dresdner Kleinwort. He founded People Risk Solutions to provide people management advice and a technology-based people compliance firm, PeopleClear. He is a Chartered Fellow of the CIPD, a lecturer at Cass Business School, a member of the Guild of HR Professionals and a Freeman of the Guild of Entrepreneurs.

Target Audience:

Useful for HR and learning professionals, CEOs, business leaders, senior organizational development professionals and researchers in people management.


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