As a result of increasing internationalisation, the University of Copenhagen established the Centre for Internationalisation and Parallel Language Use (CIP) in 2008 as a research, competence development and resource centre. Part of CIP's remit is to provide language training (mainly in Danish and English) for students and staff at the University.…

Academic Audit is an important tool to control and maintain standards in academic sector. It has been found highly relevant by the experts across the world. Academic audit helps institutions to introspect and improve their quality. The present paper intends to probe into the possible role of Internal Quality Assurance Cell (IQAC) in Academic Audit…

When hiring starts again after a recession, workers often need a new skill mix. If so, it's the trainer's job to make sure employees--both current and those being hired--have those skills. Now that it's time to consider hiring again, some new complications emerge. After layoffs, remaining workers likely took on more tasks and learned new skills.…

Achieving coherence and integration across staff professional development activities is facilitated when training, coaching and staff evaluation are guided by a clearly articulated program theory or "theory of change" that describes how skillful practice promotes desired outcomes. We focus on a theory of change for wraparound, a widely implemented…

Understanding the intricacies of managing the life cycle of international personnel is a conundrum that continues to perplex HR managers in the global business arena. Although the notion of adjusting to a socioeconomically and culturally distant environment has been explored extensively from the expatriate perspective, the critical issue to…

As difficult as the economy is at a personal level, school systems across the country are also struggling to find solutions to applying limited funds to seemingly unlimited challenges. Professional learning, as National Staff Development Council (NSDC) President Charles Mason says in his column, is often among the first things to be cut from a…

This book explores the perspectives of experienced practitioners, sharing ideas about building and sustaining organizational strength through workforce development practices and systems. As the saying goes, a company's greatest resource is its people. When managers really believe that and work to develop organizational capabilities, productivity,…

In an effort to increase efficiency and democracy, the modernization of the public sector has involved an increase in market and user control, an increased application of technology, a decentralization of responsibilities and competencies, and more management and personnel development initiatives. The concept of "modernization" signals a…

This document provides feedback on the second phase of the initiative to reward and develop staff in higher education. It includes a preliminary analysis of institutions' human resource (HR) strategies and lists the higher education institutions (HEIs) that have submitted strategies classified as full or full with conditions. In 2001, institutions…

Describes the rationale for a code of ethics and integrity in human resource development (HRD). Outlines the Academy of Human Resource Development's standards. Reviews ethical issues faced by the HRD profession. (SK)

Proposes a conceptual framework for considering the development of human resources in an overseas context. This approach is termed "transfer of technology." Its objective is to encourage companies operating overseas which are responsible for developing client human resources to look at the process from a perspective other than just…

Argues that information resource management is an established philosophy that needs to be linked to human resources management and strategic planning in industrial companies. A training program for information management is presented, including training objectives, participants, contents, and structure. (CLB)

Striving to be learning organization, Imperial Oil of Canada focused on organizational, divisional, and individual capability development. Lessons learned include the following: (1) all levels of employees are potential professionals; (2) learning must be continuous; (3) intrinsic motivation and commitment are essential; and (4) organizational…

Describes the process whereby the University of Luton, United Kingdom, applied for and received recognition in the Investors in People program, a British government effort to encourage organizations to value staff as a key resource in improving business performance. Notes rationale for applying for the award, preparation for the assessment visits,…

Describes how the British Post Office's training and development function evolved a human resource strategy designed to help individuals add value to the organization and apply thinking skills. Shows how the trainers' role shifted from classroom teacher to consultant and project manager. (SK)