
Human Resource (Talent) Development
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Content
- Cover
- Human Resource (Talent) Development
- Series
- Human Resource (Talent) Development
- Copyright
- Contents
- Preface
- OUTLINE OF THE BOOK
- ACKNOWLEDGEMENTS
- 1. Human Resource Development: An Introduction
- INTRODUCTION
- HUMAN RESOURCE MANAGEMENT VERSUS HUMAN RESOURCE DEVELOPMENT: THE DIFFERENCE?
- Human Resource Management
- Evolution/History of HRM
- Human Resource Development
- Evolution/History of HRD
- HRD AND OTHER HRM ACTIVITIES
- Summary: Key Differences and Similarities between HRM and HRD
- Benefits of Human Resource Development
- STRATEGIC IMPORTANCE OF HRD
- THE ROLES, SKILLS AND COMPETENCIES OF HRD PROFESSIONALS
- CHALLENGES FOR HRD PROFESSIONALS AND THEIR ORGANIZATIONS
- Changing Workforce Demographics and Diversity, Equity and Inclusion
- Competing in a Turbulent and Global Environment
- Eliminating the Skills Gap
- Developing Talent: Lifelong Learning and Organizational Learning
- Organizational Change and Transformation
- Technological Change: Responding to Digital Transformation
- Improving Employee's Soft Skills
- Multi-Generational Learners
- Scaling the Role of HRD
- Making Better HRD Decisions by Using Data
- Measuring Effectiveness
- Showing ROI on HRD
- Countering Ethical Misconduct and Dilemmas
- A STRATEGIC APPROACH TO HRD
- CONCLUSION
- ENDNOTES
- 2. Toward an Understanding of What Motivates Today's Employees
- INTRODUCTION
- UNDERSTANDING WHAT MOTIVATION IS AND WHY IT IS IMPORTANT
- So, What Is Motivation and How Does It Work?
- Benefits of Motivated Employees
- MOTIVATION THEORIES: A BRIEF LOOK
- A Brief Look at the Four Major Perspectives on Motivation
- The Motivation Process
- METHODS COMMONLY USED TO MOTIVATE EMPLOYEES
- Motivation and Pay/Compensation
- Pay for Performance
- Variable Pay Plans and Gainsharing Plans
- Merit Pay
- Spot Awards or Rewards
- Skill-Based Pay
- Nonmonetary Ways of Motivating Employees
- Work-Life Balance
- Recognition
- Empowering Employees
- Goal Setting
- Lifelong Learning
- MOTIVATING DIFFERENT GENERATIONS OF WORKERS: BOOMERS, GEN X, MILLENNIALS, AND GEN Z
- Traditionalists
- Baby Boomers
- Gen X
- Millennials (Generation Y)
- Gen Z
- Motivating a Multigenerational Workforce
- Understand Which Employee Benefits to Offer Different Generations
- Use Employee Demographics to Guide Benefits Investments
- SO, HOW CAN ORGANIZATIONS INCREASE EMPLOYEE MOTIVATION?
- REVISITING MOTIVATION THEORIES: SOME IMPLICATIONS FOR HRD
- SOME FINAL TAKEAWAYS FOR HRD PROFESSIONALS!
- CONCLUSION
- ENDNOTES
- 3. Maximizing Learning in Human Resource Development: The Role of Learning and Learning Styles
- INTRODUCTION
- WHAT IS LEARNING?
- Levels and Types of Learning
- Single-Loop, Double-Loop and Deuterolearning
- MAXIMIZING LEARNING IN HRD INITIATIVES
- Learner Readiness
- Ability to Learn
- Motivation to Learn
- Self-Efficacy
- THE LEARNING (HRD) NEEDS OF ADULT LEARNERS
- Assumptions about Adult Learning
- Principles of Learning
- Transfer of Learning or Training
- LEARNING STYLES AND STRATEGIES
- Classifications of Learning Styles
- HRD PROFESSIONALS WORKING WITH LEARNING STYLES
- Learning Strategies
- Maximizing Learning in HRD Initiatives
- Experiential Learning and Maximization of HRD
- CONCLUSION
- ENDNOTES
- 4. Assessing Human Resource Development Needs
- INTRODUCTION
- TRAINING, LEARNING AND DEVELOPMENT, ORGANIZATION DEVELOPMENT AND HRD
- Training
- Learning and Development (L&D)
- Organization Development (OD)
- Human Resource Development (HRD)
- DEFINITION AND PURPOSES OF NEEDS ASSESSMENT
- The Need for Ongoing Learning, Training and HRD Needs Assessment
- Successfully Developing a Learning, Training and HRD Needs Assessment Program
- DETERMINING TRAINING AND HRD NEEDS
- Strategic/Organizational Needs Assessment
- JOB/TASK ANALYSIS
- PERSON/PERFORMANCE ANALYSIS
- Self-Assessment of Training Needs
- Career Planning Discussions
- Demographic Needs Assessment
- METHODS OF COLLECTING AND ANALYZING TRAINING AND HRD NEEDS DATA
- Reviewing Organizational Documents
- Productivity, Sales, and Cost Records
- Employee Performance Evaluations and Merit Ratings
- Accident and Safety Reports
- Employee Attendance Records
- Employee Grievance Filings and Turnover Rates
- Conducting One-on-One Interviews
- Conducting Focus Group Interviews
- Conducting Direct Observations
- Using Surveys or Questionnaires
- Administering Group Tests
- RECORDING AND TRANSLATING NEEDS INFORMATION INTO HRD NEEDS
- Chart or Check Sheets
- Pareto Charts
- Identifying HRD Objectives
- Gaining Support for the Needs Assessment
- How to Develop an Effective Training/HRD Needs Assessment Strategy
- CONCLUSION
- ENDNOTES
- 5. Designing Effective Human Resource Development Initiatives
- INTRODUCTION
- DESIGNING HRD INITIATIVES: CREATING THE CONDITIONS FOR LEARNING AND DEVELOPMENT
- ESTABLISHING HRD OBJECTIVES
- CREATING A LEARNING, TRAINING OR HRD ACTION PLAN
- What is a Learning, Training or HRD Action Plan?
- Why You Need a Training or HRD Action Plan
- DEVELOPING LEARNING, TRAINING OR HRD CONTENT
- Cognitive Knowledge
- Skills
- Affective Outcomes
- DETERMINING THE RESOURCE NEEDS IN DESIGNING HRD ACTIVITIES
- In-House versus Outsourced Programs
- Selecting Who Will Provide the Training
- Criteria for Selecting a Trainer
- Supervisors and Other Managers
- Coworkers
- Experts
- Employee
- Train-the Trainer Program
- Selecting Training Methods and Media
- Preparing Training/HRD Materials
- DESIGNING EFFECTIVE LEARNING, TRAINING AND DEVELOPMENT EFFORTS FOR ADULTS
- HRD Benefits and Use of Differences in Learning Styles
- COMMUNICATING HRD INITIATIVES
- Guidelines for Communicating HRD Initiatives
- FINAL FACTORS KEY TO PLANNING AND DESIGNING HRD ACTIVITIES
- CONCLUSION
- ENDNOTES
- 6. Employee Learning, Training, and Development Methods and Initiatives
- INTRODUCTION
- TYPES OF TRAINING AND HRD METHODS
- eLearning
- Onboarding Orientations and Onboarding
- On-the-Job
- Job Shadowing
- Apprenticeship Training
- Electronic Performance Support Systems (EPSS)
- On-Site, but Not On the Job
- Computer-Based Training
- Off-the-Job
- Classroom Training Approaches
- Case Study Method
- Business Games and Simulations
- Demonstrations, Behavior Modeling and Role Plays
- Team-Training
- Outdoor Training
- Self-Directed (Study) Learning
- Diversity, Equity and Inclusion Training
- SELECTING AND COMBININGTRAINING AND HRD METHODS
- Experiential Learning Theory: A Key to Selecting or Combining Training or HRD Methods
- CONCLUSION
- ENDNOTES
- 7. Developing an Effective Learning Climate in Human Resource Development Initiatives
- INTRODUCTION
- HOW DO YOUDEVELOP THE LEARNING ENVIRONMENT IN HRD INITIATIVES?
- MANAGING PSYCHOLOGIAL CONTRACTS IN HRD INITIATIVES: A MODEL
- How Can HRD Professionals and Others Clarify the Psychological Contract?
- DEVELOPING THE LEARNING ENVIRONMENT IN HRD INITIATIVES: BEGINNING WITH THE LEARNER'S FIRST INTERACTION
- HRD Professional/Participant Interview: Developing the Psychological Contract
- A. Purpose
- B. Procedures
- Suggested Question Guide for HRD Professional's Interview of Participants
- Part B: What Do I Want from This HRD Initiative?
- A. Purpose
- B. Procedures
- Suggested Question Guide for Participant's Interview of HRD Professional
- Part C: Identifying and Establishing Norms
- More on Attending to and Managing the Learning Process
- TOWARD EFFECTIVE LEARNING CLIMATES DESIGNED AND DELIVERED FOR ADULTS
- USING DIFFERENCES IN LEARNING STYLES TO CREATE AN EFFECTIVE LEARNING CLIMATE
- Employee Responsibility in Maximizing and Creating a Learning Climate
- Resistors to Learning: Yes, These Learners Must Be Considered in HRD Initiatives
- EFFECTIVE LEARNING CLIMATES START AT THE TOP IN LEARNING ORGANIZATIONS
- CULTURES OF LEARNING OR LEARNING CULTURES
- Traditional Training or HRD Culture versus Culture of Learning
- Culture of Learning
- Different Kinds of Cultures of Learning
- So, Why Is A Culture of Learning Important?
- SOME FINAL KEYS TO PROMOTING A CULTURE OF LEAERNING AND A POSITIVE LEARNING CLIMATE
- Sense of Connection
- Transfer
- Support and Challenge
- CONCLUSION
- ENDNOTES
- 8. Evaluating Human Resource Development Initiatives
- INTRODUCTION
- CHANGING EMPHASIS ON EVALUATION
- BARRIERS TO EVALUATING LEARNING, TRAINING AND OTHER HRD INITIATIVES
- TRAINING AND HRD EVALUATION OBJECTIVES AND BENEFITS
- TRAINING AND HRD EVALUATION RESOURCES AND CONSTRAINTS
- TRAINING AND HRD EVAUATION DESIGN OPTIONS
- Experiments
- Quasi Experiments
- Nonexperiments
- TRAINING AND HRD EVALUATION MODELS AND FRAMEWORKS
- Kirkpatrick's Four-Level Evaluation Model
- Criticism of the Kirkpatrick Model
- Expansion of the Kirkpatrick Evaluation Model
- Kaufman's Five Levels of Evaluation
- Anderson's Model of Learning Evaluation
- The CIRO Model
- The Brinkerhoff Model
- OTHER CONSIDERATIONS FOR THE ORGANIZATION AND DESIGN OF TRAINING AND HRD EVALUATION
- TRAINING OR HRD EVALUATION PURPOSE AND CRITERIA
- When to Conduct Evaluations
- Formative Evaluation
- One-to-One Evaluation
- Pre-Pilot Test
- Pilot Test
- Pilot Test Evaluation
- WHAT TO MEASURE: SUMMATIVE EVALUATION
- HOW TO MEASURE
- Assessing Employee Reactions
- Assessing Employee Learning
- Objective Testing
- Simulations
- HRD Professional Observations
- Assessing Job Behavior (Application or Transfer of Learning)
- Assessing Results or Bottom Line Measures
- Productivity Reports
- HRM Reports
- Cost Analysis
- Measuring and Calculating Return on Investment
- Costs
- Benchmarking
- Assessing Cultural Impact
- HRD Evaluation Checklist
- CONCLUSION
- ENDNOTES
- 9. Employee Socialization and Orientation/Onboarding
- INTRODUCTION
- THE EVER CHANGING EMPLOYEE-EMPLOYER PSYCHOLOGICAL CONTRACT
- ORGANIZATIONAL SOCIALIZATION AS A LEARNING AND CHANGE PROCESS
- SOCIALIZATION AND SOCIALIZATION STAGES
- Anticipatory Socialization
- Encounter Stage
- Change and Acquisition
- CHARACTERISTICS OF EFFECTIVE SOCIALIZATION PROCESSES
- Effective Anticipatory Socialization
- Effective Encounter Socialization
- Effective Change Acquisition Socialization
- NEW EMPLOYEE ORIENTATION
- Goals of Orientation
- Basic Issues in Orientation
- Problems with Orientation Programs
- Designing and Implementing an Employee Orientation Program
- Orientation Kit
- Orientation Follow-Up
- Evaluation of the Orientation Program
- ONBOARDING NEW EMPLOYEES
- Implementing New Employee Onboarding
- Effective New Employee Behaviors
- Evaluating the Onboarding Process
- ONBOARDING A DIVERSE WORKFORCE
- SOCIALIZATION AS AN INTEGRATION STRATEGY
- CONCLUSION
- ENDNOTES
- 10. Human Resource Development: Focusing on Management or Leadership Development
- INTRODUCTION
- CONTEMPORARY REALITY OF MANAGEMENT AND LEADERSHIP DEVELOPMENT
- THE IMPORTANCE OF MANAGEMENT DEVELOPMENT PROGRAMS
- Benefits of Management Development
- Challenges of Starting and Implementing Management Development Initiatives
- Creating a Management Development Strategy
- MANAGEMENT DEVELOPMENT PROGRAM TOPICS
- THE MANAGEMENT DEVELOPMENT PROCESS
- Management Needs Assessment
- Understanding the Bigger Picture
- Establishing Management Development Objectives
- LEADERSHIP COMPETENCY MODELING
- Analyzing Needed Leadership Competencies
- MANAGEMENT DEVELOPMENT'S ROLE IN THE ORGANIZATION
- Identifying the Ideal Management Development Participants
- MANAGEMENT DEVELOPMENT APPROACHES
- Company or Corporate Universities
- University-Based Programs
- Coaching and Mentoring Programs
- Experience
- Management Modeling
- Shadowing
- Understudy Assignments
- Job Rotation
- Action Learning
- Other Types of Approaches
- Individual Management Development Plans
- IMDP Contingencies
- EVALUATION OF MANAGEMENT DEVELOPMEN ACTIVITIES
- CONCLUSION
- ENDNOTES
- 11. Human Resource Development, Organizational Change and Development
- INTRODUCTION
- MANAGING ORGANIATION CHANGE MODELS
- A Model for Managing Change
- Change as a Three-Step Process: The Lewin Model
- Unfreezing
- Changing or Moving
- Refreezing
- Beckhard and Harris Change Process Model
- Prosci's ADKAR Change Management Model
- Kotter's Eight-Stage Model
- McKinsey 7S Model
- ORGANIZATION DEVELOPMENT
- OD Characteristics, Assumptions, Values and Action Research Foundations
- Basic Characteristics
- Underlying Assumptions
- OD Values and Principles
- Action-Research Foundations of OD
- CHANGE IN ORGANIZATIONS: DEPTH AND APPROACH TO CHANGE
- Depth of Change
- A SYSTEMS APPROACH TO CHANGE
- Inputs: "Why Should We Change?"
- Target Elements of Change: Levers to Produce Desired Change
- Outputs: Desired Results of Change
- Feedback: Is Change Working and Are Adjustments Needed
- Identifying Alternative Change Techniques
- Structural Change
- Behavioral Change
- Technological Change
- Cultural Change Interventions
- Strategic Change Interventions
- Human Resource Management Interventions
- Interpersonal and Group Interventions
- ORGANIZATION CHANGE:BECOMING A LEARNING ORGANIZATION
- THE HRD PROFESSIONALS ROLE IN OD, CHANGE MANAGEMENT AND ORGANIZATIONAL TRANSFORMATION
- Role of HRD Professionals
- CONCLUSION
- ENDNOTES
- 12. Human Resource Development: Bridging Today and Tomorrow
- INTRODUCTION
- THE FUTURE OF HRD?
- HRD Trends
- TODAY'S AND TOMORROW'S HRD REALITY: AN INITIAL LOOK
- Today's HRD Reality
- Investment in HRD is NOT an Option
- Increased Clarity on In-person versus Online HRD
- Tomorrow's HRD Reality
- A HRD Strategic Mentality
- Continued Disruption of Traditional Learning
- Personalization of Training and Development
- Increased Role of Informal Learning
- Agility will be Paramount
- Leading Organizational Change
- Supporting Organization Transformation
- How HRD can Be Ready to Handle the Future Reality
- Take a Data-driven HRD Approach
- Incorporate Agility and Resilience
- Encourage "Learning by Doing"
- Learning to Learn
- Cultivate a Learning Orientation at All Levels
- Create a Learning Environment that Supports Reskilling
- Continue Transition from Employer Training to HRD
- Increasing Self-Directed Learning
- Actively Drive an Ethics of Care in the Organization
- Be Attentive to Learning Architecture
- Build Inclusive HRD Initiatives
- Custom-Designed Blended Learning
- THE FUTURE OF THE HRD PROFESSION AND FUNCTION
- THE ENVIRONMENT FOR EXCELLENCE: TOWARD THECONTINUOUS REINVENTION OF HRD
- Reinvented HRD: Key Attributes
- Strategic Orientation
- Customer Orientation
- Performance Improvement Orientation
- Accountability Orientation
- THE EVER CHANGING ROLE OF HRD
- HRD and the Future
- Gaining and Maintaining Leadership Support for HRD
- The Ongoing Evolution of HRD
- MOVING FORWARD: HOW TO BUILD HRD'S STRATEGIC VALUE
- Step 1: Specify goals for the HRD Function
- Step 2: Assess the Performance of the HRD Function and Its Staff
- Step 3: State the Desired Capability of the HRD Function
- Step 4: Prepare an Action Plan for Building Human Capital and Strategic Capability
- Step 5: Prepare an Action Plan for Building HRD Professional KSAOCs
- HUMAN RESOURCE DEVELOPMENT: THE BEGINNING AND END?
- CONCLUSION
- ENDNOTES
- About the Author
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