Human Resource Development
Stephen Gibb
Effective individual learning is critical if employees are to acquire the knowledge and skill needed to support the organisation's business objectives and delivery targets. The delivery of effective people development practices requires a considerable increase in commitment and enhanced skills from all managers. A shift is taking place from training (an instructor-led, content-based intervention) to learning (a self-directed, work-based process), leading to increased adaptive capacity.
For these reasons, and many others, the well-rounded manager in the successful organisation usually numbers among their priorities the development of people, or human resource development.
Topics covered
- Introduction to human resource development.
- Observing and assessing HRD needs.
- Planning: designing HRD activities.
- Action: bringing learning to life.
- Quality: reviewing and evaluating HRD.
- Process section: integrative case.
- Organisational HRD strategies.
- HRD providers and partners.
- E-learning.
- Mentoring.
- HRD and theory.
- Policy-making and HRD.
- Communities of practice: the knowledge management perspective.
- Strategic HRD.
- Perspectives integrative case: the Investors in People standard.
- Looking ahead: the future of HRD.
