Dr. Keith Blacker is an expert in risk management with nearly thirty years' experience. A former lecturer at Henley Management College, UK, he has also served as a consultant to a range of major banking and insurance companies internationally.

Dr. Patrick McConnell taught at Macquarie University Applied Finance Centre (MAFC) in Sydney, Australia and at Trinity College, Dublin, Ireland delivering masters level risk management courses. With over thirty years' experience in IT and risk management, he has been consulted by a number of major banks and corporations.

Demonstrates how better people risk management can add measurable value to a business

Figures and tables list01 People Risk in context
1.1 A quiet revolution in decision-making
1.2 The Global Financial Crisis
1.3 Failure to challenge
1.4 What is People Risk?
1.5 Structure of the book
1.6 Audience
Notes02 Definition and models of People Risk
2.1 Introduction - what is People Risk?
2.2 An example of People Risk Management
2.3 Definition of People Risk
2.4 Models of People Risk
2.5 The People Risk Triangle
Notes03 The human dimension of People Risk
3.1 Decision-making
3.2 Cognitive biases
3.3 Heuristics
3.4 Conflicts of interest
3.5 Systems of human decision-making
3.6 A hypothetical example
Notes04 Case studies in People Risk
4.1 Summary of cases
4.2 The 4Is Model
4.3 Incidents
4.4 Individuals
4.5 Institutions
4.6 Industry
4.7 Lessons to be learned from the cases studied
Notes05 People Risk Management Framework
5.1 Risk Management
5.2 People and other Risks
5.3 People Risks in the Risk Management Framework
5.4 Internal and External People Risks
5.5 People Risk and Conduct Risk
5.6 People Mapping
5.7 Identifying and assessing People Risks
5.8 Escalation of People Risks
5.9 Appetite for People Risk
Notes06 People Risk in the boardroom
6.1 Board governance and maturity
6.2 Boardroom dynamics
6.3 The role of the Chairperson
6.4 The role of the CEO
6.5 The warning signs
6.6 Monitoring board behaviour
6.7 What are the main People Risks in the boardroom?
6.8 Managing People Risk in the boardroom
Notes07 The influence of organizational culture
7.1 Culture in context
7.2 Understanding risk culture
7.3 Embedding a risk culture
7.4 Values
7.5 Trust
7.6 Example of risk culture and values in action - managing Health and Safety
Notes08 Roles and responsibilities
8.1 The Three Lines of Defence model
8.2 People Risk mitigation
8.3 Clarifying responsibilities in the lines of defence
8.4 High Reliability Organizations
8.5 The crucial role of Human Resources (HR)
8.6 Human Resources Risk Management
8.7 The Assurance functions
8.8 Auditing corporate culture
8.9 Values audit
Notes09 Improving decision-making
9.1 Making the Invisible Visible
9.2 Improving individual decision-making
9.3 Decision-making process
9.4 Checklists and decision-making
Notes10 Personal responsibility10.1 Codes of Conduct
10.2 Personal responsibilities
10.3 Job Descriptions
10.4 Individual Interactions
10.5 Personalized Codes of Conduct
Notes11 Conclusion
11.1 Lessons learned
11.2 Regulation of People Risk
11.3 Starting the journey
11.4 What will success look like?
11.5 The imperative for change
NotesGlossary of terms and abbreviations
References
Index