# data[].attributes.headline
Survey into the Employability for the Over 50s 

# data[].attributes.subject
Survey into the Employability for the Over 50s 

# data[].attributes.body
https://forms.office.com/Pages/ShareFormPage.aspx?id=xEculd4FgkKDr19LRrFij91aWsGl7qdErzw0J7T7745UQVVZOEcyTDhMTlhKV1BDWFJXNEdZREk4MS4u&sharetoken=quON4nuKNcg8jB4vWQHl

# data[].attributes.body
* Clear Goals and Objectives
* Clarity / Communication
* Commitment / Motivation / Achievement
* Trust / Reliability
* Skills, Knowledge, Intellect
* Innovative / Imaginative
* Empowerment / Self Efficacy (Confidence)
* Energy

# data[].attributes.body
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/627671/good-work-taylor-review-modern-working-practices-rg.pdf

# data[].attributes.headline
Introduction to People and Organisations

# data[].attributes.subject
Introduction to People and Organisations

# data[].attributes.attachment_link.title
LECTURE ONE - INTRO P&O SUMMER TERM ONE 2018.ppt

# data[].attributes.body
Seeking to understand Empowerment in organisations Kanter's work in the 1970's helps outline some useful principles for improving performance through the empowerment of staff. It also illustrates the relationship between Empowerment and  Engagement.

# data[].attributes.headline
Developing an Organisational Culture that enables people to:

# data[].attributes.subject
Developing an Organisational Culture that enables people to:

# data[].attributes.body
CONNECT
COMMUNICATE
COLLABORATE
CHALLENGE
CREATE
CHANGE
CONFIRM

# data[].attributes.body
Presentation outlining steps to better HRM/D and need to facilitate Employee Empowerment, as well as Engagement

# data[].attributes.attachment_link.title
Building Performance Through People 7 C's June 2017 JGH

# data[].attributes.body
What will the future demand of the workforce?

Shaping a changing world

“The best way to predict the future is to create it.” - Peter Drucker.

The world is changing at an ever-increasing pace. How can we remodel work — the what, the how and the why — and the systems that govern it, to liberate people to return the best value to themselves, their organisations and society as a whole?

# data[].attributes.headline
DEVELOPING TRUST & IMPROVING EMPLOYEE RELATIONS seem low priorities for many Senior Managers according to recent CIPD research. Likewise, CSR is talked about as a core value, but is also extremely low on the 'to do' list

# data[].attributes.subject
DEVELOPING TRUST & IMPROVING EMPLOYEE RELATIONS seem low priorities for many Senior Managers according to recent CIPD research. Likewise, CSR is talked about as a core value, but is also extremely low on the 'to do' list

# data[].attributes.body
Where organisations elect to outsource key elements of the operation to other concerns, how does this impact on stakeholder perceptions of the business as an employer? What does it say about its feelings towards its most 'valued and important asset, staff' ?

# data[].attributes.body
Interested in pivotal role of trust in building performance through people, especially by identifying importance of trust in employee engagement, and engagement in improving performance. This links directly with Credibility, Context and Consistency, particularly in terms of management and managers - can we trust someone and rely on their decisions and actions, or perhaps it is how an organisation operates in relations to its employees.

# data[].attributes.body
Leadership and personal responsibility:
" Our success is based on our people. We treat each other with respect and dignity and expect everyone to promote a sense of personal responsibility. We recruit competent and motivated people who respect our values, provide equal opportunities for their development and advancement, protect their privacy and do not tolerate any form of harassment or discrimination."
(June 2010)

# data[].attributes.body
Achieving Objectives
Work Practices / Best Practices
Continuous Improvement
Knowledge Management
Empowerment
Avoiding Conflict
Competitive Advantage

# data[].attributes.body
Commitment / Dedication
Employee Engagement
Valued Contribution
Recognition / Acknowledgement
Voice / Feedback
Psychological Contract
'Theory of Mind' / Intentions
TRUST

# data[].attributes.body
Motivation
(Increased Intrinsic)
Encouraging Innovation
Collaboration
Shared Knowledge
Learning & Development
Teamwork
TRUST

# data[].attributes.body
Shared Values / Culture
Direction
Communication
Leadership Skills
Management Styles
Organisational Behaviour
Employee Relations
Embracing Change