The New World of
Human Resources
and Employment
The New World of
Human Resources
and Employment
How Artificial Intelligence and
Process Redesign is Driving
Dramatic Change
Dr. Tony Miller
The New World of Human Resources and Employment: How Artificial
Intelligence and Process Redesign is Driving Dramatic Change
Copyright © Business Expert Press, LLC, 2019.
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First published in 2019 by
Business Expert Press, LLC
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ISBN-13: 978-1-94944-302-8 (paperback)
ISBN-13: 978-1-94944-303-5 (e-book)
Business Expert Press Human Resource Management and Organizational
Behavior Collection
Collection ISSN: 1946-5637 (print)
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Cover and interior design by S4Carlisle Publishing Services Private Ltd.,
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Abstract
Artificial Intelligence (AI) will change the world as we know it within
only a few years. Its most significant impact will be on our Human Re-
source (HR). What is AI and what’s made it significant are contained in
this concise book. The book has a wide readership and will provide for
many organizations the catalyst for swift change to take strategic advan-
tage of what AI has to offer.
In this book are some of the HR processes that can be changed today,
suggestions on what’s available, and some resources you may wish to use.
The evidence so far is that many HR functions have not developed AI
strategies, in a false belief that AI is in the future. But it’s here and it’s
happening, and the change is expediential in its growth; we are in the
change window for a massive paradigm shift, now is the time for immedi-
ate action.
The arrival of cognitive deep learning in AI will herald a massive para-
digm shift in employment. The change is happening now. At the forefront
of the change will be the human resource. This book is the catalyst for
change many HR functions will need. Advice on progress with AI and
specifically HR processes that will be most directly affected are contained
within this concise book.
This is truly a golden opportunity for human resource profession-
als, organizational designers, business managers, business students, and
workforce planners.
Organizations that act, and act fast, will be the beneficiaries of the AI
revolution.
Keywords
algorithms; artificial intelligence; automation; bonus; change; change;
cognitive learning; compensation; deep learning; Generation Z; human
resources; iGen; organizational design (OD); paradigm shifts; poor per-
formers; process re-engineering; recruitment; robots; talent; talented; un-
employment; Universal Basic Income (UBI); workforce planning
Contents
Chapter 1 What Is Artificial Intelligence and What
Is Its Impact Going to Be?..................................................1
Chapter 2 Human Resources—On the Front Line
for a Change....................................................................11
Chapter 3 How AI and Process Redesign Will Impact
on Organizational Structures and Reducing
Headcount— Rightsizing Your Organization...................43
Chapter 4 Aligning HR Processes with AI—Productivity
Measurement and Performance Appraisal.........................55
Chapter 5 Automating Training Needs Analysis and Training
Evaluation........................................................................79
Chapter 6 Digital Footprints and How They Can be
Used to Upgrade Recruitment and Succession
Planning—The End of Testing?........................................85
Chapter 7 Pay and Rewards..............................................................99
Chapter 8 New Skills Needed to Manage This Massive
Paradigm Shift from Traditional HR To Artificial
Intelligence focused HR.................................................105
Chapter 9 Useful Formula and the Productivity Dashboard............109
References............................................................................................121
About the Author.................................................................................125
Index..................................................................................................127
CHAPTER 1
What Is Artificial
Intelligence and What Is Its
Impact Going to Be?
Historical Development
Unprecedented changes are happening in the world of work. What is of
particular interest is, they are all happening at the same time.
We have the most significant advancement in artificial intelligence
(AI) Figure 1.1, which is now working, and it is beyond our full compre-
hension. What is staggering—this has been happening dramatically since
2014. It is causing a massive paradigm shift that is irreversible, and it will
change life and work, as we know it forever. To put this into context, if
one looks at the development of humankind from 9000 BC to date, what
we see in the past few years is expediential growth (Bauckhage 2017).
The development of the gross world product has outstripped anything
that has cumulatively happened before—and it has happened dramati-
cally fast.
Three predictions that were quoted by Bauckhage:
By 2027 every process will be managed by A.I. (Bauckhage 2017,
University of Bonn, Germany)
By 2027 70% of all S&P companies will have disappeared.
(McKinsey 2016)
60% of all professions will be affected by automation. (McKinsey
2016)
2 THE NEW WORLD OF HUMAN RESOURCES AND EMPLOYMENT
Where are we now?
Every step had to be written in
Programing a computer code– massively time
consuming
The computer learns by
Machine learning algorithms, and can learn by
itself
The deep learning
Deep learning algorithm allows the
computer to learn and
solve problems we don’t
understand; it’s ability
seems amazing with no
apparent limitations.
Figure 1.1 Significant development steps
If you do not have a strategy for AI already, you need to activate one
now. Progress is moving so fast that organizations cannot afford to wait;
changes will not wait—for sure.
AI has come to the fore because of three significant factors.
1. The first is what we refer to as Big Data. We now can manipulate
vast quantities of stored data and with these data can produce pre-
dictive outcomes. What’s been in the press often is, how our digital
footprint is now being used. From the moment you ever switched on
a computer, mobile phone, or tablet or used a credit card, data have
been recorded, stored, shuffled, packaged, and sold by companies
such as Axiom. Big Data is now available to all.
2. The next is affordable high-powered computing. Processing speeds
and storage have increased, and the prices of computing have dra-
matically dropped. We now have quantum computers, some of
which allow free access.
3. The final is the emergence of deep learning systems. These are sys-
tems that start to learn by themselves using cognitive learning—no
need for old-style programming.
WHAT IS ARTIFICIAL INTELLIGENCE 3
The formula then is
BD + HPC + DLS = AI.
You will hear the term neuro networks being used quite frequently
these days; so, here is an attempt to explain what they are. In Figure 1.2,
here we have the straightforward mathematical computation an input,
weighting and addition, then that gives us a mathematical output.
AI, particularly deep learning, develops things further and has made
rapid strides in a relatively short span of time.
In AI, we connect many layers of neurons; in fact, today we have mil-
lions of these as paired inputs and likewise a multitude of outputs. Deep
neural networks are vast and very complicated; the big breakthrough that
happened recently is that these networks now have cognitive ability to
process; this has caused a dramatic improvement and change. It can be
called self-thinking. The program automatically alters the weighting and
keeps self-adjusting until it achieves predetermined outcomes Figure 1.3.
The person credited for this is probably Geoffrey Hinton, the company
who has been most instrumental in exploiting this GOOGLE.
To instruct AI and to get it to solve problems, we use algorithms. An
algorithm is a detailed series of instructions for carrying out an opera-
tion or solving a problem. In a nontechnical context, we use algorithms
Mathematical neuron
INPUT
X1 Weighted
W ADDED OUTPUT
W
X2
W
X3
Figure 1.2 A mathematical neuron
4 THE NEW WORLD OF HUMAN RESOURCES AND EMPLOYMENT
Hidden layer Hidden layer Hidden layer
INPUT
OUTPUT
Figure 1.3 Deep neural network
in everyday tasks, such as a recipe to bake a cake or a do-it-yourself
handbook.
AI system computers use algorithms to list the detailed instructions
for carrying out an operation. For example, to compute an employee’s
pay check, the computer uses an algorithm. To accomplish this task, ap-
propriate data are entered into the system. What makes this particularly
efficient is that, various algorithms can accomplish operations or problem
solving easily and quickly.
However, it is important to note that a programming algorithm
is not a computer code. It is written in simple English (or whatever
the programmer speaks). It does not beat around the bush—it has a
start, middle, and an end. In fact, you will probably label the first step
start and the last step end. It includes only what you need to be able to
carry out the task. It does not include anything unclear, or ambiguous
(Study.com 2018).
There are breakthroughs in every area of business; the finance indus-
try, for example, has found that AI is a better and safer way to do trading.
The Different Types of AI
When you decide to use AI, it is better if you confine yourself to your
business needs rather than getting embroiled in the technologies that AI
offers. Only then can you get the best results. For organizations, there are
three main categories.
WHAT IS ARTIFICIAL INTELLIGENCE 5
Process Automation
Process automation is probably the easiest to understand and is the au-
tomation of digital and physical tasks. These are typically back-office
administrative and financial activities. Process automation could also
involve robotic processes and automation technologies This approach is
probably the least expensive and most accessible to implement as far a
computing is concerned it is the most simple. This can be done using
current technology now. In an example from Davenport and Ronanki
(2018), NASA used process automation to look at its human resources
(HR). In the HR application, it found that 86 percent of the transactions
were completed without any human intervention. HR professionals need to
pay attention to this advancement made by NASA.
Cognitive Insight
This is the second most common area of AI and the area that potentially
will have the most impact on HR and the way that we work. This process
uses algorithms to detect patterns in vast volumes of data and interpret
their meaning. When this is coupled with deep learning, AI has the po-
tential to take off to great heights. Cognitive insight is mainly referred to
as deep learning, and in applications where this has been used, the results
have been nothing short of amazing.
AI and deep learning are rapidly growing and expanding into every
area of business. A qualified doctor, who is a specialist in cancer diag-
nosis, may take 2 or 3 hours looking at X-rays to diagnose correctly the
symptoms that the patient may be suffering. Using deep learning, the
same work can be carried out using AI in .03 of a second. AI is becoming
more accurate than a diagnosis of a panel of doctors, and is improving
every day.
AI is also being linked to robotics; we have seen this with self-driven
cars. But the reality is on the West Coast of America. Large articulated
trucks have been using this system for years. So, we have here a combina-
tion of AI and robotics on a scale never seen before.
The sheer size and scale of what’s possible is incredible. Fox Conn
used to pay its workers $2.50 an hour. But it was cheaper to replace
6 THE NEW WORLD OF HUMAN RESOURCES AND EMPLOYMENT
the workers with Fox Bots (small AI Robots); a decision to change over
to this system resulted in AI Fox Bots replacing 40,000 people in their
Chinese factory (Diamansis 2017).
Other predictions are it is estimated that 47 percent of U.S. labor is
likely to be replaced by automation (F.com 2017).
Cognitive Engagement
This is where AI technology is used to interact with us humans. Ex-
amples are where organizations have a customer interface, which is
entirely driven by AI. Intelligent agents are available 24/7 to help cus-
tomers and provide them with correct information. The medical tech-
nology giant Beckton Dickinson in the United States is using lifelike
intelligent agent advertiser Amelia to serve as an internal employee
in its helpdesk for IT support. SE Bank recently made Amelia avail-
able to customers to test its performance and the customer response
(Davenport and Ronanki 2018). But, it is also a fact that such agents
are not being effectively used by some organizations mainly because of
conservatism and misunderstanding of how beneficial this technology
can be.
In our personal lives, we seem to have already embraced Apple’s Siri,
Amazon’s Alexa, Google Assistant, and Microsoft Cortana, all of which
are forms of AI.
AI Today and Case Studies
Today, AI is very advanced; let me quote from Prof M Kosinski to buttress
this to stress point.
Computer algorithms, deep learning models are now way too
complicated for humans to understand.
AI will impact every facet of our lives for those of us in HR. But for
this to happen, we need to make effective changes to our business strate-
gies in order to prepare and manage this paradigm shift adequately. This
change is happening now. For HR professionals, there has never been
WHAT IS ARTIFICIAL INTELLIGENCE 7
such a big challenge and opportunity. Some assistance to use AI may be
sought from the following:
• Google Tenser Flow. It is the AI software that Google uses, and it is a
library of information that is available for free. Google is devising plans
to run 80 percent of all the world’s AI applications on this platform.
• Tenser Flow is currently being used by the U.S. Army (Summerlad
2018).
• Facebook has open-sourced its neural network libraries.
• Microsoft has open-sourced its computational network tool kit.
• The new-age Quantum Computers is now available, and some
companies like D Wave are allowing free access to this.
• In August 2018, Apple became the first trillion dollar company in
the United States (Gurman 2018).
• In China, they are currently producing $5 chipsets that give AI
enablement (Diamansis 2017). China is leading the world in AI
start-ups.
Russian President Vladimir Putin, in a CNN interview, made the fol-
lowing comment:
‘Artificial intelligence is the future, not only of Russia, but of all
of mankind,’ Russian President Vladimir Putin said. ‘Whoever be-
comes the leader in this sphere will become the ruler of the world’
(Gigova 2017).
Algorithms feed AI; this is an entirely different technique that is used
for problem solving today. This year, we have seen people solve challenging
problems in the field of medicine without having any medical background or
experience. This is the uniqueness of algorithms and deep learning.
The following is a quick definition of an algorithm:
An algorithm is a detailed series of instructions for carrying out an
operation or solving a problem. In a nontechnical context, we use
algorithms in everyday tasks, such as a recipe to bake a cake or a
do-it-yourself handbook, as mentioned earlier. (Study.com 2018)
8 THE NEW WORLD OF HUMAN RESOURCES AND EMPLOYMENT
AI and Some Case Studies from IBM Watson
Case 1
Crédit Mutuel
Crédit Mutuel has trained IBM Watson to help its client advisers provide
customers with quick and comprehensive information on a whole set of
offerings, from car and housing insurance to a range of savings and invest-
ment products. “It is impossible for our customer advisors to know all of
our 200 products. So we provide them with tools to have the right informa-
tion for the right client,” said Mathieu Dehestru, Head of Transformation,
Marketing and Big Data at Crédit Mutuel insurance. “Watson gives more
time to our client advisors, so they have more time for client relationships.”
Thanks to its Watson-powered e-mail analyzer and its four virtual as-
sistants, Crédit Mutuel is enriching interactions between client advisers
and customers. Watson has made it possible to find the right answers to
problems 60 percent faster. It helps deflect and address 50 percent of the
350,000 daily e-mails received by the bank’s client advisers.
Watson has absorbed over 600,000 pages of documentation, from re-
ports to correspondence. The machine-learning model has been continu-
ously updated to be able to analyze a higher volume of records.
Over 80 percent of Crédit Mutuel employees have adopted Watson
for their day-to-day work. Earlier, these employees used to spend 80 per-
cent of their time researching problems and 20 percent fixing it. Now,
Watson has reversed this trend.
Case 2
Woodside
Before Watson took charge, Woodside’s engineers spent up to 80 percent
of their time trying to uncover possible solutions or hazards, and only
20 percent of their time on the actual engineering work. With Watson,
the time spent on researching has been reduced by 75 percent, because
Watson enables easy access to decades of wisdom and learning built up by
Woodside’s employees.
WHAT IS ARTIFICIAL INTELLIGENCE 9
Case 3
Korean Air
Korean Air has a year’s worth of historical maintenance records for hun-
dreds of aircraft in its fleet. However, until recently, this vast amount of
critical data was virtually unsearchable. This meant that maintenance
technicians had to diagnose and fix issues without being able to tap
into or interpret implications from valuable past learning and courses
of action.
Watson ingested structured and unstructured data from multiple
sources, including technical guidelines, nonroutine logs, technician notes,
inventory, troubleshooting time and material cost data, and in-flight in-
cident history.
Watson Explorer, using Natural Language Understanding, and ad-
vanced content analytics have enabled previously hidden connections
that now help maintenance crews to diagnose and solve problems more
quickly, with more confidence. Further, if an issue occurs in flight, the
cabin crew can report it immediately to ground operations. Watson will
access data from similar issues in the past and compare this information
against technical guidelines including necessary materials and fixing time.
Maintenance technicians fix the issue on the ground and enter their ac-
tions into the system to add to Watson’s knowledge.
With the help of Watson, maintenance managers can also identify the
trends of issues in each season and can take these insights to the original
equipment manufacturers for improvement. Over 200,000 maintenance
cases per year are addressed 90 percent faster.
Korean Air needs their over 2,000 maintenance employees to be able
to act faster. When Watson delivered actionable insights on the root
causes of problems and their solutions, Korean Air shortened its mainte-
nance defect history analysis lead times by 90 percent.
The maintenance employees can now see patterns of defect and failure
on equipment quickly so as to take preventive steps in their work. Such
preventive measures also allow them to spend more time getting people
places on time in their fleet and to work to keep their 25 million pas-
sengers happy.
10 THE NEW WORLD OF HUMAN RESOURCES AND EMPLOYMENT
To conclude this chapter, here is an exciting quote from Elon Musk:
‘I am quite close, I am very close, to the cutting edge in A.I. and
it scares the hell out of me,’ said Musk. ‘It is capable of vastly
more than almost anyone knows and the rate of improvement is
exponential’ (Musk 2018).
Index
Note: Page numbers followed by f indicates figures.
Added value, 112, 115–116 analysis and problem-solving,
Aging workforce, 11–12 60–61
Algorithm, definition of, 7 communicating and influencing, 61
Apple, 7 competency framework, concept
Artificial intelligence (AI) of, 57
case studies, 8–10 competency standards, setting, 63f
cognitive engagement, 6 competency unit, 58
cognitive insight, 5–6 definition of, 57
deep neural network, 4f delivering results and quality, 60
development steps, 2f example of, 58–59
historical development of, 1–4 ingredients, understanding, 56–58
HR processes with, aligning, 55–78 key points about, 63–64
impact of, 77–78, 78f leadership, 62
mathematical neuron, 3f organizational efficiency, processes
performance appraisal with, added to, 56f
aligning, 55f, 70–75 organizational requirement of, 58
process automation, 5 structure of, 59f
productivity components, 71f Competency-based training
significant factors of, 2 training evaluation for, 81–82
traditional HR to AI focused HR, training needs analysis for, 80–81
105–107 Content analysis, 80
types of, 4–6 Core skills, definition of, 38
Asymmetrical organizations, 45, 45f Costa and McCrae (1985), 95–96
Audience analysis, 80 Cost–benefit analysis, 80
Axiom, 2 Crédit Mutuel, case study, 8
Basic income. See Universal Basic Depression, 103
Income Digital footprint, 92–93, 92f
Basic Income Earth Network (BIEN) Downsizing, 50
principle, 13
Basic income guarantee, 14 Employee standard unit cost (ESUC),
Big Data, 2, 8 110
BIG FIVE, 94, 95 Employment numbers
Bonus schemes, 101–102, 102f aging workforce, 11–12
Bradford formula scores, 69f, 100 fewer hours of work, 13
massive impact for, 11–15,
Cognitive engagement, 6 12f, 16f
Cognitive insight, 5–6 universal basic income, 13–15
Competency Environment analysis, 80
128 INDEX
Facebook, 7 performance/competence and
FACE principle, 29, 113 reliability, 26–27
Five-factor approach. See Five-factor planning, 26
model (FFM) reengineering, 25
Five-factor model (FFM), 95 strategic input, 24–25
5 FORCES, 24 survey, 28
Formulas trends, 26
formula 10, days worked, 109–110 workforce planning and trends, 26
formula 5, ESUC for days worked, HR strategy, need for, 15–22
110–111 HR role at critical levels, 17f
formula 6, cost of performance HR strategic schema, use of, 21–22
appraisal, 111–112 mission statement, 18–20
formula 8, HR and training ROI, operating plan or business plan, 21
112, 115–116 overview of, 15–18
formula 9, people need to run strategy, 20–21
organization, 113 timelines for, 22
Fox Bots, 6 vision, 18
Fox Conn, 5 Human resources (HR)
Front-end analysis, 79 artificial intelligence, introduction
of, 106–107
Generation X, 102–104 employment numbers, massive
Generation Y, 102–104 impact for, 11–15
Generation Z, 84, 102–104 end-to-end working process, 40–41
Google, 47 future of employment, 107
Google Tenser Flow, 7 getting to grips with employees, 107
internal HR consultants, 106–107
Hopper Bonus scheme, 65 reality, 11
HR strategic action, 28–40 role at critical levels, 17f
6 S model, 30–31, 31f skillset required for, 105–106
basic concept of, 32 strategic action, 28–40
creativity, 29–30 strategic approval, 28
deliverables, 37–39 strategic mix, 28
dependencies, 39–40 strategic schema, use of, 22–28
overview of, 28–29 strategy, need for, 15–22
process of, 32–34 traditional to AI focused, 105–107
risks, 39
scope of, 36 iGen. See Generation Z
strategic action plans, background iGen Workforce (2017), 102, 103f
to, 34–36
training program directed towards Job analysis, 80
product areas, 36–37 Job retention, 27
HR strategic schema, use of, Job security, 27
22–28
actions, 27 Key performance indicators, 113–114
alignment, 27 Korean Air, case study, 9–10
future requirements, 25
HR strategic map, 23f Media analysis, 80
overview of, 22–24 Microsoft, 7
INDEX
129
Millennials, 102 Performance-based training, 82–84,
MILLER model, 24–25 82–83f
Miller/Sporlein model, 30–31, 31f Performance data
gathering, 66
NASA, 5 managed workforce, 65
NEOAC, 95 measurement and automation of,
NEO-PI, 96 64–66
Neuro networks, 3, 4f objectives and stretch targets,
Norm group, 89 setting of, 65–66
performance expectations, 64
OCEAN, 95 performance standards, setting, 66f
Organizational design self-motivated staff, 65
asymmetrical organizations, Performance measurement, 100
45, 45f Personality profiling, 93–97
founding companies using form of, need for, 93–94
46–47 profilers for use, 94–95
future of, 47 progress of, 94
people-centric organizations, PEST analysis, 24
45–48, 46f Process automation, 5
ratios, 48–49 Process maps
symmetrical organizations, 44, 44f business, 116–120, 119f
traditional organizations, history of, Swimlane chart, 117, 117f
43–44 symbols representing stages, 118,
types of, 44–48 118f
Process re-engineering, 25
Pay and rewards Productivity dashboard
bonus schemes, 101–102, 102f added value, 115–116
competency score, 100 overview of, 113–114, 114f
employee categories, 99 productivity indicators, 114
Generation X, Y and Z, 102–104, staff satisfaction, 114–115
103f Productivity indicators, 114
pay and bonus systems, automation Productivity measurement, 55
of, 99 Profiling information, 97
performance measurement, 100 Psychological tests, 89
reliability, 100–101 Psychometric tests
target scores, presetting, 101f knowledge-based, 90
transparent reward system, 99 overview of, 89–90, 90f
People-centric organizations, 45–48, person-based, 91
46f
Performance appraisal Quantum Computers, 7
with artificial intelligence, aligning,
55f, 70–75 Rearview mirror effect, 72
individual benefits, 77 Recruitment processes
as motivational tool, 75–77 advertisement using essentials and
organizational benefits, 76 desirables, writing, 87
severe defect in, 72–75 digital footprint, 92–93
Performance appraisal, cost of, gathering information, 86
111–112 interview, 98
130 INDEX
Recruitment processes (continued ) Symmetrical organizations, 44, 44f
interview arrangements, 98
personality profiling, 93–97 Target scores, presetting, 101f
prewritten interview questions, 87 Task analysis, 80
process approach, 85–86, 85f Traditional organizations, history of,
rechecking prewritten questions, 98 43–44
short-listing, 88 Training evaluation, automation of,
testing, 88–92 81–82
Reliability, 100–101 Training needs analysis (TNA)
Bradford formula scores, 69f audience analysis, 80
definition of, 67 automation of, 80–81
measurement of, 67–70 competency approach, 81f
poor, cost of, 70 content analysis, 80
Return on Investment (ROI), 27, 81, cost–benefit analysis, 80
82, 84 environment analysis, 80
Rightsizing, 50 job analysis, 80
calculation of, 51–53 media analysis, 80
Robot economy, 14 old approach, 79
performance gaps, 79
Self-thinking, 3 task analysis, 80
6 S model, 30–31, 31f Transparent reward system, 99
Staff satisfaction, 114–115 Triple W objective setting©, 32–33
Strategic action plan
deliverables, 35 Universal basic income (UBI)
dependencies, 36 cost of, 15
example of, 36 definition of, 13
overview of, 34–35 driving, 14
plan, 35 implementation method, 13–14
risks of, 35 need for, 14
scope of, 35
sign off, 36 Woodside, case study, 8
sign on, 36 Workforce planning, 115
Swimlane chart, 117, 117f WORKING from HOME, 26
OTHER TITLES IN THE HUMAN RESOURCE MANAGEMENT
AND ORGANIZATIONAL BEHAVIOR COLLECTION
• Conflict and Leadership: How to Harness the Power of Conflict to Create Better Leaders
and Build Thriving Teams by Christian Muntean
• Creating the Accountability Culture: The Science of Life Changing Leadership
by Yvonnne Thompson
• Managing Organizational Change: The Measurable Benefits of Applied iOCM
by Linda C. Mattingly
• Lead Self First Before Leading Others: A Life Planning Resource by Stephen K. Hacker
and Marvin Washington
• The HOW of Leadership: Inspire People to Achieve Extraordinary Results
by Maxwell Ubah
• Leading the High-Performing Company: A Transformational Guide to Growing Your
Business and Outperforming Your Competition by Heidi Pozzo
• The Concise Coaching Handbook: How to Coach Yourself and Others to Get Business
Results by Elizabeth Dickinson
• How Successful Engineers Become Great Business Leaders by Paul Rulkens
• Redefining Competency Based Education: Competence for Life by Nina Jones Morel
and Bruce Griffiths
• Creating a Successful Consulting Practice by Gary W. Randazzo
• Skilling India: Challenges and Opportunities by S. Nayana Tara
• Redefining Competency Based Education: Competence for Life by Nina Morel
• No Dumbing Down: A No-Nonsense Guide for CEOs on Organization Growth
by Karen D. Walker
• From Behind the Desk to the Front of the Stage: How to Enhance Your Presentation Skills
by David Worsfold
• Virtual Vic: A Management Fable by Laurence M. Rose
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