Creating learning and development strategy: the HR business partner's guide to developing people
Mayo, Andrew
Creating learning and development strategy: the HR business partner's guide to developing people - 2nd - New Delhi Viva 2017 - x, 209 p
Table of contents:
Acknowledgments
List of figures
List of tables
Introduction
Chapter 1: The context of a people development strategy • Human capital and its role in creating value • Strategic alignment • Strategy and philosophy – the strategic partnership role • Business strategy, organisation development strategies and HRD strategy • Developing human capital • A model for creating an HRD strategy • Strategy documentation • In brief • References and further reading
Chapter 2: The general or ‘umbrella’ strategy • The five drivers of the general strategy • Mission, vision, values and long-term goals • What about organisational values? • Beliefs and principles of people management • A few words about the learning organisation • Core competences, OD strategy and the external environment • Principles, populations, policies, processes and programmes • In brief • References and further reading
Chapter 3: Supporting today’s priorities• Deriving learning goals from business goals • Proactive goals • Remedial drivers • Setting useful learning goals and objectives • In brief • References and further reading
Chapter 4: Strategies for professional HRD management• Strategic analysis, mission and vision • HRD’s own beliefs and choices • People development processes and tools • Classic HRD tools • Design of learning processes • In brief • References and further reading
Chapter 5: Career and continuity planning • Future resourcing • Classifying and assessing potential and ‘talent’ • Balanced career management processes • Mapping the opportunities in an organisation • Some questions in continuity management • Choices in managing career development • In brief • References and further reading
Chapter 6: Prioritising and resourcing• Prioritising the demands • Funding strategies • Premises, equipment and technology • Organisation, roles and capabilities • Networks • External vs internal resources • In brief • References and further reading
Chapter 7: Return on investment• The need to be numerate • The efficiency of HRD • Measuring the effectiveness of what HRD delivers • Levels of evaluation and objective setting • Benchmarking • In brief • References and further reading
Chapter 8: Marketing and political considerations• The place of HRD in managers’ thinking • Producing the strategy • Engaging employees in their own development • A shadow side to organisations • Top management support • Challenging top management • Analysing the levels of involvement in strategic decision areas • Gaining support and influence • Testing perceptions • Marketing and publicity • Conflicting messages between HR and HRD • Final thought • In brief • References and further reading
Appendix A: Creating a learning and development strategy
Appendix B: The elements of strategic HRD – a checklist
Index
Learning and development programmes must be intimately linked with your organisation’s business strategy to create value. This book explains how to plan, create and implement a learning and development strategy that is aligned with your business’ goals and objectives.
Through the use of strategic information and tools, along with practical examples, checklists, and assignments, this text will help you to discover how to work with colleagues to align learning and development, as well as challenge business assumptions to clarify your organisation’s needs and objectives.
http://www.vivagroupindia.com/frmBookDetail.aspx?BookId=12965&Status=N
9789386243874
Manpower planning
Employees - Training
Planning - Career and continuity
Management - Strategies for professional HRD
658.3124 / M2C7
Creating learning and development strategy: the HR business partner's guide to developing people - 2nd - New Delhi Viva 2017 - x, 209 p
Table of contents:
Acknowledgments
List of figures
List of tables
Introduction
Chapter 1: The context of a people development strategy • Human capital and its role in creating value • Strategic alignment • Strategy and philosophy – the strategic partnership role • Business strategy, organisation development strategies and HRD strategy • Developing human capital • A model for creating an HRD strategy • Strategy documentation • In brief • References and further reading
Chapter 2: The general or ‘umbrella’ strategy • The five drivers of the general strategy • Mission, vision, values and long-term goals • What about organisational values? • Beliefs and principles of people management • A few words about the learning organisation • Core competences, OD strategy and the external environment • Principles, populations, policies, processes and programmes • In brief • References and further reading
Chapter 3: Supporting today’s priorities• Deriving learning goals from business goals • Proactive goals • Remedial drivers • Setting useful learning goals and objectives • In brief • References and further reading
Chapter 4: Strategies for professional HRD management• Strategic analysis, mission and vision • HRD’s own beliefs and choices • People development processes and tools • Classic HRD tools • Design of learning processes • In brief • References and further reading
Chapter 5: Career and continuity planning • Future resourcing • Classifying and assessing potential and ‘talent’ • Balanced career management processes • Mapping the opportunities in an organisation • Some questions in continuity management • Choices in managing career development • In brief • References and further reading
Chapter 6: Prioritising and resourcing• Prioritising the demands • Funding strategies • Premises, equipment and technology • Organisation, roles and capabilities • Networks • External vs internal resources • In brief • References and further reading
Chapter 7: Return on investment• The need to be numerate • The efficiency of HRD • Measuring the effectiveness of what HRD delivers • Levels of evaluation and objective setting • Benchmarking • In brief • References and further reading
Chapter 8: Marketing and political considerations• The place of HRD in managers’ thinking • Producing the strategy • Engaging employees in their own development • A shadow side to organisations • Top management support • Challenging top management • Analysing the levels of involvement in strategic decision areas • Gaining support and influence • Testing perceptions • Marketing and publicity • Conflicting messages between HR and HRD • Final thought • In brief • References and further reading
Appendix A: Creating a learning and development strategy
Appendix B: The elements of strategic HRD – a checklist
Index
Learning and development programmes must be intimately linked with your organisation’s business strategy to create value. This book explains how to plan, create and implement a learning and development strategy that is aligned with your business’ goals and objectives.
Through the use of strategic information and tools, along with practical examples, checklists, and assignments, this text will help you to discover how to work with colleagues to align learning and development, as well as challenge business assumptions to clarify your organisation’s needs and objectives.
http://www.vivagroupindia.com/frmBookDetail.aspx?BookId=12965&Status=N
9789386243874
Manpower planning
Employees - Training
Planning - Career and continuity
Management - Strategies for professional HRD
658.3124 / M2C7