After twenty years of trying to get it right, precious few organizations have cracked the code of employee engagement. Why? Because few could have anticipated the unbending nature of what Brady G. Wilson calls “the engagement paradox”: the more companies focus on engagement, the more disengagement they produce. What causes this paradox? As shown in this clear, concise, and compelling book, it is simply this: managing engagement turns out to be just another drain on the most precious resource in business today – energy. In today’s exhaustion era, employees are simply struggling to make it to the weekend. Lacking energy, they resort to quick fixes, workarounds, and reactive firefighting, thereby hardwiring depletion into the system. As a result, employees come to perceive engagement efforts as a management con game. A high percentage of the employee population believe no meaningful outcomes will occur as a result of the engagement survey. And this crisis of belief causes acute pain inside well-intentioned leaders who are doing their best to unlock employee engagement. They feel caught. Now Beyond Engagement shows how to get beyond this kind of self-defeating engagement: by managing energy rather than engagement. The book offers a chapter each to ten leadership principles based on the findings of brain science: 1 Manage Energy, Not Engagement 2 Deliver Experiences, Not Promises 3 Target Emotion, Not Logic 4 Trust Conversations, Not Surveys 5 Seek Tension, Not Harmony 6 Practice Partnering, Not Parenting 7 Pull Out the Backstory, Not the Action Plan 8 Think Sticks, Not Carrots 9 Meet Needs, Not Scores 10 Challenge Beliefs, Not Emotions

This book aims to provide sustainable solutions for better understanding and management of online education in different parts of the world. In this context, it explores the attitudes and perceptions of stakeholders, such as students, faculty, and other actors on issues related to online education. In particular, it examines the challenges they have faced over the years when online courses were introduced due to the COVID-19 pandemic. A model is proposed that includes five variables: specific communication issues in online education, the ability of professors to offer online courses, the quality of online education, students' perceived stress during online education, and the technical requirements of online education. The book will be of interest to anyone concerned with the new and future ways of teaching and learning. Chapter "When a Phenomenon-Based University Course Went Online: Students' Experiences and Reflections After Sauna Bathing" is available open access under a Creative Commons Attribution 4.0 International License via link.springer.com.

When Gallups Global Workforce Study was released, we found out that only 13 percent of people in 143 countries reported being engaged in their work and 24 percent reported being actively disengaged. Some might ask what this does to workplace productivity, but a more important question to ask is this: What does it do to the quality of work life for millions of employees? Go Beyond seeks to solve both problems that human resources professionals face. It starts with the premise that all related functions and departments need to coordinate in providing people support. The book will help you: recruit the best people to work for your organization; keep staff engaged with their work; overcome challenges associated with change; and cultivate a workplace culture where excellence can thrive. The authors also address the growing importance of HR analytics and how interpreting data can provide the insights needed to make sound business decisions. Make employees a priority and achieve better results for them, yourself, and your organization with the insights and best practices in Go Beyond.

Why some team members go the extra mile while others don't--and how to get more out of everyone Business leaders know that some members of their teams go above and beyond while others get by doing the bare minimum. The question on everyone's lips is how to turn every member of your organization into a top performer. Beyond the Call uses case studies, the real-world stories of real managers, and groundbreaking research from NYU's Stern School of Business, to answer important questions about performance and offer real solutions for building high-performing organizations and teams. This book will show you how to coax every member of you team to do more, leaving behind mediocrity for excellence. 'Beyond the Call addresses a topic that goes to the very heart of what makes organisations successful in the 21st Century...this book provides a useful framework to help managers understand more about the discretionary effort. Beyond the Call outlined discretionary effort principles that all managers should benefit from adopting' Jonathan Emms, Head of Primary Care, Country Lead, Pfizer UK

Beyond the Tipping Point will likely bring to mind Malcolm Gladwell's seminal book, and the lessons that you have tried to apply in your daily life. However, while Gladwell implies that paying it forward will eventually pay off, the reality is that most people in today's business world are not willing to pay it forward. This book takes you Beyond The Tipping Point, by not only showing you how to build relationships, but how you can make them work to the mutual benefit of all stakeholders - including yourself.

Educators, are you ready to meet the challenge of cultivating the next generation of engineers in a post-COVID-19 context? Current engineering student cohorts are unique to their predecessors: they are more diverse and have experienced unprecedented disruption to their education due to the COVID-19 pandemic. They will also play a more significant role in contributing to global sustainability efforts. Innovating engineering education is of vital importance for preparing students to confront society’s most significant sustainability issues: our future depends on it. Advancing Engineering Education Beyond COVID: A Guide for Educators offers invaluable insights on topics such as implementing active-learning activities in hybrid modes; developing effective and engaging online resources; creating psychologically safe learning environments that support academic achievement and mental health; and embedding sustainability within engineering education. Students’ own perspectives of online learning are also incorporated, with the inclusion of a chapter authored by undergraduate engineering students. This book consolidates the expertise of leading authorities within engineering education, providing an essential resource for educators responsible for shaping the next generation of engineers in a post-COVID-19 world.

In his book, Graham Black argues that museums must transform themselves if they are to remain relevant to 21st century audiences - and this root and branch change would be necessary whether or not museums faced a funding crisis. It is the result of the impact of new technologies and the rapid societal developments that we are all a part of, and applies not just to museums but to all arts bodies and to other agents of mass communication. Through comment, practical examples and truly inspirational case studies, this book allows the reader to build a picture of the transformed 21st century museum in practice. Such a museum is focused on developing its audiences as regular users. It is committed to participation and collaboration. It brings together on-site, online and mobile provision and, through social media, builds meaningful relationships with its users. It is not restricted by its walls or opening hours, but reaches outwards in partnership with its communities and with other agencies, including schools. It is a haven for families learning together. And at its heart lies prolonged user engagement with collections, and the conversations and dialogues that these inspire. The book is filled to the brim with practical examples. It features: an introduction that focuses on the challenges that face museums in the 21st century an analysis of population trends and their likely impact on museums boxes showing ideas, models and planning suggestions to guide development examples and case studies illustrating practice in both large and small museums an up-to-date bibliography of landmark research, including numerous websites Sitting alongside Graham Black's previous book, The Engaging Museum, we now have a clear vision of a museum of the future that engages, stimulates and inspires the publics it serves, and plays an active role in promoting tolerance and understanding within and between communities.