Paul Kearns

Organizational Learning and Development

From an Evidence Base

• Broschiertes Buch

Produktbeschreibung

It is now widely accepted that organizational maturity is dependent on being able to reorganize on a continuous basis and learn faster and more effectively than your competitors. This new book by Paul Kearns focuses on the need for an evidence-based approach to learning and development, bringing together the author's extensive knowledge of human resource management with new developments in the field. Organizational Learning and Development: From An Evidence Base is the perfect book for postgraduate students studying on evidence-based HRM courses and for the reflective learning and development practitioner.

Produktdetails

• Verlag: Taylor & Francis
• Seitenzahl: 228
• Erscheinungstermin: 24. September 2014
• Englisch
• Abmessung: 233mm x 154mm x 17mm
• Gewicht: 343g
• ISBN-13: 9781138022041
• ISBN-10: 1138022047
• Artikelnr.: 40743353

Autorenporträt

Paul Kearns is Executive Director of OMR Group and Chair of the Institute of HR Maturity. He is a leading authority on professional, evidence-based HR standards and has specialized in measuring the value of human capital for over 20 years.

Inhaltsangabe

1.Developing mature organizations for societal value 2.The evaluation
challenge - theory and practice 3.Making a convincing case for the
strategic value of OL&D 4.Learning design 5.Strategic OL&D is integral to
business strategy 6.The role of OL&D in a mature organization 7.Designing
and developing the whole system
Chapter 1 Developing mature organizations for societal value - Milton
Friedman said a company's only social responsibility is to make a profit -
he was wrong - its social responsibility is to create as much societal
value as possible from its capital and that includes human capital. What
has been holding society back is the failure of the organizational learning
and development profession's inability to put a value on learning and
development. All organizations need to embark on a developmental journey
along the Organizational Learning Maturity Scale if they are to make the
most of their human capital.
Chapter 2
The evaluation challenge - theory and practice -the theory of evaluation is
very simple. Start with a measure of where you are - the baseline - and
check again afterwards that there has been some improvement. If it is that
simple why do OL&D practitioners refuse to see it that way? Evaluation of
learning has never been used to full effect in organizations because of
ignorance, resistance and conventional accounting methods that only measure
the cost of learning, not the benefits.
Chapter 3
Making a convincing case for the value of OL&D - all learning and
development can be linked to tangible value - some of it is basic value -
the things the organization needs to operate and some of it is added value
- improving the organization. The clearest business case comes from
adapting conventional ratios, such as ROI to reveal the true value of
learning.
Chapter 4
Learning design - sheep dip and scattergun training are completely
out-moded methods. If you want to get the best value out of the way your
people learn then learning has to be designed with that end in mind. Each
human being is a unique individual and will learn best when the method
suits them. Coaching and talent management might sound like better
approaches but are they? All learning has to be designed to produce clear
evidence that it has been effective.
Chapter 5
Strategic OL&D is integral to business strategy - strategic planning
frameworks have not been designed to incorporate the competitive advantages
of being a learning organization. Ensuring that learning is factored into
business plans is a highly skilled job that can only be handled by an OL&D
professional. Training budgets and training plans are never going to be
strategic unless they are totally integrated.
Chapter 6
The role of OL&D in a mature organization - the role of the OL&D
Professional is a brand new role because it is evidence-based. These
professionals can only be as effective as the maturity of the people and
the organization they work with. Executives and managers have to be
educated to raise their own game of staff development and talent management
to match the professional requirements of a learning organization.
Chapter 7
Designing and developing the whole system - the most mature organizations
are whole systems. Whole systems are the most effective organizations and
offer the highest value to shareholders, employees and society as a whole.
This is organizational nirvana and it can be achieved by the majority of
organizations once they know what is required.