Modern organisations have become more complex, less mechanistic and increasingly sensitive to rapid changes in the external environment than in previous eras. Today, executives lead employees through a maze of complexity and changing contexts. However, another group of dedicated professionals, the human resource managers and practitioners, also…

This book presents an approach that organizes the principles and processes of an emerging human resource development (HRD) paradigm requiring training to be everyone's business. Chapter 1 describes the paradigm and presents a practical approach for applying it. Chapter 2 draws a picture of highly effective training (HET), focusing particularly on…

This document consists of four papers presented during a symposium on the change process in organizations moderated by John Redding at the 1996 conference of the Academy of Human Resource Development (AHRD). "Corporate Culture: Friend or Foe of Change?" (Joanne Burgess) reports a study of the characteristics of corporate culture that facilitate…

A study investigated the use of training needs assessment (TNA) by training and development practitioners in business and industry. It allowed for an assessment of both real TNA (practitioners' knowledge, observation, and experience) and ideal TNA (the literature and experts' opinions). A literature review focused on the concept of TNA,…

This symposium on organizational change consists of three presentations. "Institutionalizing Organizational Change Through Cascade Training: Implications for Human Resource Development (HRD) Research" (Ronald L. Jacobs, Darlene Russ-Eft, Suhail Zidan) proposes the institutionalization of change should be addressed as a major part of the…

This document contains three papers from a symposium on changing organizational forms. "Goal Integration in a Multi-divisional Organization" (Richard J. Torraco, Mary Finnegan), reports on a study that examined how goals are integrated into organizational activities once they have been identified, proposes a model of goal integration,…

Training interventions can be evaluated by calculating return on investment (ROI) and cost-benefit analysis. The four-level model proposed by Kirkpatrick is the dominant evaluation model used. Calculating ROI has been a critical issue for trainers and executives, but only a few organizations have implemented the process that is considered as…

In April 1998, Missouri's Coordinating Board for Higher Education established basic indicators against which outcomes of the state's investments in postsecondary technical education are measured. One year later, the Coordinating Board approved a set of performance measures to be used to guide research on the results of Missouri's postsecondary…

An innovative session was conducted to introduce session participants to a concept and researched model for linking organizational culture and performance. The session goals were as follows: (1) give participants a working knowledge of the link between business culture and key business performance indicators; (2) give participants a hands-on…

The learning organization is one that has a strategy of continuous organizational change, exploring and facilitating a link between the development of the organization and the personal development of the employee. These five disciplines lead the innovation of learning organizations: systems thinking (meaning the whole is more than the sum of the…

In February 2003, 75 individuals representing business, labor, academia, government, workforce intermediaries, and other sectors participated in an assembly on the role of intermediaries in achieving worker success and business prosperity. The assembly statement outlined policies, approaches, and actions needed to ensure workers' access to…

This document contains four symposium papers on managers, learning, and human resource development (HRD). "Expatriate Managers and HRD: The Missing Link" (Teresa M. Palmer, Iris I. Varner) reviews the literature on selection, training, retention, and organizational strategy related to expatriate assignments and presents a model that ties…

This Human Resource Development Plan represents an effort to systematize human resources and personnel development at Mid-Plains Community College Area (MPCCA). The need for creating such a plan was specifically cited by North Central consultant evaluators, and a Human Resources Development (HRD) Steering Committee was established in spring 1994…

Many employing organizations in the United Kingdom and elsewhere are finding it increasingly important to have an effective strategy for recruiting and developing higher education graduates. Numerous external and internal factors affect employers' graduate recruitment and development strategies. The following main approaches to graduates' entry…

This booklet is intended to help local workforce investment boards (WIBs) frame ongoing discussions in their communities about workforce needs and how to meet those needs. The booklet begins by explaining why the United States needs a new workforce system. The following new leadership roles for WIBs are discussed: (1) articulate changing workplace…