In an inspiring display of intellectual energy - Dines is now well over 80 - he devotes almost all of it to what he calls 'rare earths,' trace elements with attributes that are essential to what he describes as 'the world's shift to microminiaturization.' Of course, if you can catch one of Dines' rallies, the longer term may seem merely academic.Дines' reinvention ramifies in his most recent issue. negative 1.59% annualized for the Wilshire. Only over the longer run does Dines' post-millennium rally show up: he's up 3.97% annualized vs.

a negative 10.72% annualized for the total-return Wilshire 5000. Simple arithmetic reveals this rebound doesn't come close to repairing Dines' 2008 loss, although it finished the year at a deceptively symmetrical negative 69.6%.ДЄnd the effect of Dines' recent regression is clear over three years: he's down 20.21% annualized vs. This makes Dines easily the top performer among the 180-odd investment letters monitored by the HFD. The Dines Letter is up a stunning 67.9% this year to date by the HFD count, in contrast to the major market measures, which are still slightly underwater despite the post-March rally. Typically, in his current letter, Dines huffs in reply that he doesn't reinvent himself - he's merely 'seeking huge profits in ANY 'Super Major Bull Market,' not restricted to any one field.' Yeah, whatever.Дines' most recent reinvention rolls on. I've been patiently checking for a reinvention ever since. It turns out that making work human makes work more successful, too.Dines promptly fell off a cliff, culminating in an utterly disastrous 2008.

Yet, while Making Work Human doesnвЂ™t focus its attention too heavily on business results, it also doesnвЂ™t hide from what the data shows- happier, healthier, and more respected employees make businesses more successful in the long run. ItвЂ™s simply the right thing to do, and all leaders have a responsibility to commit resources and attention to their employeesвЂ™ wellness. вЂњMaking your employees happy results in X, Y, and Z benefits to your bottom line.вЂќД«ut the authors put forward a slightly different idea, one thatвЂ™s quietly revolutionary- that treating your employees like human beings is important irrespective of its effect on your financial goals. But many business books and think pieces that focus on the importance of employee satisfaction and workplace satisfaction come from an emphasis on how this affects a companyвЂ™s success. One of the most compelling aspects of Making Work Human is that it takes a decidedly humanistic approach- not surprising, given the title of the book. In Making Work Human, these rights are discussed in-depth- and Mosley makes a powerful case for how each one is an essential aspect of a companyвЂ™s commitment to their employeesвЂ™ wellbeing and work life.

I have the right to work in a place that strives to protect the environment.I have the right to feel safe and respected.Their success is compelling- countless companies and brands have seen dramatic shifts in their culture for the better.ДЄt the core of Workhuman is a set of rights, outlined and expanded on within the book.

At the core of Making Work Human is the Workhuman framework, developed by the author into a consultancy that claims to help companies around the world shift the focus of their workplace to their employees.

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