Professional Documents
Culture Documents
Aineisto
http://www.blackwellpublishing.com/book.asp?ref=1405129816&site=1
Kirjan sislt
Enables students and managers of learning and
development (L&D) to understand the theory and
practice of L&D in organizations.
Explores the concept of learning from a variety
of perspectives through the use of examples of
research and practice from all over the world.
Takes a broad view of learning as encompassing
both explicit and implicit and individual and
collective learning processes.
Argues that the practice of L&D should be based
upon a rigorous theoretical and empirical base.
Kirjan sislt
Each chapter uses synopses of research studies
and case studies from businesses to illustrate the
most important theories, concepts and models.
Lists of key concepts, knowledge outcomes,
'perspectives from practice', 'perspectives from
research', discussion points (for individual or
class use), and concept checklists to benefit both
students and teachers.
Is illustrated throughout with diagrams, tables
and 'L&D facts and figures'.
Sisllysluettelo
Eugene Sadler-Smith
Eugene Sadler-Smith is Professor of Management
Development in the School of Management, University of
Surrey. After a successful career in human resource
development and training he became a university lecturer in
1994. He has a particular interest in managers' thinking and
learning styles and is a member of the editorial advisory
boards for The British Journal of Management,
International Journal of Management Reviews, Human
Resource Development International, and the Journal of
European Industrial Training. He has published in the
Academy of Management Executive, Journal of
Organizational Behaviour and Organization Studies and in a
wide range of other academic and practitioner journals.
Sensitivity to
changes in its operating
environment.
Capability to be
Agile in response
to any such
changes
L&D Core
Reflection,
inquiry and
sharing underpin
individual and
collective learning.
New knowledge
and new better
products and services
may be created
INTERNAL
EXTERNAL
EXTERNAL influences
Deregulation of markets
Technological change
Regionalization and globalization
Demographic change
etc.
INTERNAL influnces
Downsizing and flatter structures
Increased performance expectations
Employee involvment in quality
enhancement
Premium placed upon knowledge work
and knowledge workers
etc.
SHRM
Starateginen henkilstjohtaminen
HRM
those activities that are concerned
with the management of the
employment relationship between
employees ant the organizations that
use their skills.
SHRM
Design and emplementation of a set
of organizational HR policies and
practicies.
Ensure that HR in organization
contribute to the achievement of
business objectives of the company.
SHRM
HR knowledge and skills are unique
source of competitive advantage
HR policies and practicies has
positive effect upon performance
non-imitability of HRM
Non-imitability of HRM
Social complexity
team working
empowerment
unique L&D strategy
Integrating HR to
system
external fit HR strategy fits with
the requirements of the business
strategy
internal fit HR policies and
activities (incl. L&D) fit together so
that they form a coherent whole
HR system model
external fit
Busines Strategy
Recruitment
and selection
Rewards
and incentives
Performance
Enhanced
KSAs
Performance
appraisal
Identified
learning
needs
Planned
Learning &
Developement
Internal fit
HRM policies and practicies should
themselves be internally coherent
recruiting policies should be completed
by other practicies that minimize labour
turnover
Tem working should be rewarded
collectively as well as individually
HPWS
high-performance-working-system
Complementary
bundles of
HR/L&D
practicies
Enhanced individual
potential and
discretionary effort
including
engagement of L&D
Enhanced systemic
response to individual
effort including
collective learning
Enhanced individual
and organizational
performance,
increased
knowledge assets
Strategic Learning
and Developement
Ksitteist ja taustaa
Employee developement
Startegies
Long term orientation
Go beyond an individual focus
Internationalization of employee
developement
Action learning
Learning organization
Management developement
Expertice ?
How does it grow?
Experience
Explicit learning
Implicit learning
LEARNING
Feedback
Explicit knowledge
Tacit knowledge
EXPERTICE
Intuition
Actions
(Explicit learning, implicit learning and tacit knowledge p. 153)
Mieti
Millaisissa oppimistilanteissa ja
kehitysprosesseissa toteutuu
Training strategies
Appropriateness in relation to objectives
Likelihood of transfer of learning to the
workplace
Resource availability
on-job-training
in-house training cources
external training cources
self-managed learning
L&D strategies
Learning theories
Collective learning
Planning learning
Refers to macro-level features of
organization
Supports the achievement of overall
business goals
Mik
puuttuu ?
http://www.tekes.fi/julkaisut/Teknologia_ja_kilpailukyky.pdf
http://www.swotconsulting.fi/swot.html
Mik puuttuu ?
Why do organizations
need strategic L&D ???
Organizations need
strategic L&D
Global business environmet
Forces to change
new technology
paradigm innovation
Competition
Continious improvement
Internalization
Levels of uncertainty and ambiquity
Core competencies
Symptoms of lacking
strategic L&D
Difficulties recruiting skilled employees
Need to develop a more adaptive and
flexiple skill base
Demand for management and leadership at
all levels in a organization (LEAN
management, TQM)
Organizations need
strategic L&D
Greater emphasis on performance
management and evaluation
Increased need for HR and succession
planning
Require an integrated and holistic solution
Proactive rather than reactive approach
HPWS
high-performance-working-system
Complementary
bundles of
HR/L&D
practicies
Enhanced individual
potential and
discretionary effort
including
engagement of L&D
Enhanced systemic
response to individual
effort including
collective learning
Enhanced individual
and organizational
performance,
increased
knowledge assets
Outcomes of lacking
strategic focus
Wasted efforts
Poor use of efforts
Defensiveness
Convergent and myopic thinking
Stifling of creativity and innovation
Stakeholders
Stakeholders
Senior managers
Line managers
Learners
L&D specialists
External educational institutes
Customers
3) Openness of communication
channels within and beyond the
organization
4) Supportive culture and climate
that enables learning, creativity and
innovation
1) needs identification
Evaluate
Analyse
2) needs analysis
Implement
Design
4) L&D implementation
3) Learning design
Needs assesment
Verification of needs
identification & overall
summative evaluation
Evaluate
Formative
evaluation
Identify
Statement of
needs
Verification of analysis
Analyse
Verification of
design choices
Statement of
outcomes
Implement
Design
L&D plan
Inputs
Process
Outputs
Internal inputs
Learning and
developement
processes at
individual and
collective
levels
External inputs
Collective
outputs
Organizational
outputs
Internal inputs
Learning and
developement
processes at
individual and
collective
levels
External inputs
Collective
outputs
Organizational
outputs
Internal inputs
Recruiment
performance gaps
new prochedures and technology
L&D policy
L&D needs
HR planning
organizational change
internal recources
Internal inputs
Learning and
developement
processes at
individual and
collective
levels
External inputs
Collective
outputs
Organizational
outputs
External inputs
Social, technological, economic and
political, environmental factors (PEST)
external resources
governement policy
perceived value of L&D
industry norms
competition
Internal inputs
Learning and
developement
processes at
individual and
collective
levels
External inputs
Collective
outputs
Organizational
outputs
Individual outputs
KSA
qulifications
mobility and promotion
motivation and satisfaction
personal growth
Internal inputs
Learning and
developement
processes at
individual and
collective
levels
External inputs
Collective
outputs
Organizational
outputs
Collective outputs
Internal inputs
Learning and
developement
processes at
individual and
collective
levels
External inputs
Collective
outputs
Organizational
outputs
Organizational outputs
Skills base
performance
retention
commitment
intellectual capital
Analysis of
L&D needs
Internal inputs
Statement
of need
Statement of outcomes
Identify
L&D needs
Design
of L&D
Evaluation
of outcomes
Individual
outputs
Collective
outputs
L&D plan
External inputs
Implementation
of L&D
Organizational
outputs
L&D Roles
responsibilities
Maintenance
Caretaker
Provides training to maintain
smooth running of organization.
Adopts traditional educational
practicies. Responds to
requirements for training.
Passive and reactive.
Traditional
Evangelist
Concerned with training to
maintain present system and
procedures. Adopts learnercentered (not, educational)
approches. Facilitator of learning
rather than subject expert.
Polarization
Educator
Sees need for training to change
systems and prosedures. Adopts
traditional educational
approaches. Anticipates the
need for change.
Interventionist
Innovator
Sees need for training to change
systems and prosedures. Attemps
to understand real needs and causes.
Persuasive, problem solver and
catalyst for change.
Active and Proactive.
Change
Change dimension
Passive
provider
Caretaker
Role in transition
Change
agent
Innovator
Lopuksi
Hauskaa psiist !