“This is not a test”: How do human resource development professionals use personality tests as tools of their professional practice?

The changing role and function of Human Resource Development professionals due to social, economic, political and technological alterations lead the way for strategic HRD practices in organizations. In this current world of industrialization, this term relates to the achievement of competitive benefits by aligning organizational goals and priorities with structured and future-oriented activities. A study on strategic HRD lends a hand to eliminate the hitches of an organization by rational planning and people development with a focus on predictability and consistency. This research not only enlightens the implication of strategic activities but also it strengthens individual creativity, knowledge management, career planning, and individual competencies amongst employees in industrial sectors. It highlights on the employee perception about these SHRD practices of companies, which is a fundamental factor for the employee contentment, performance, and for the necessity of socio-technical systems. Accordingly, the study is focused at Dubai, U.A.E., in the shape of "Strategic Human Resource Development - A manoeuvre for future competencies" with a sample size of 300 from various companies by quantitative and qualitative analysis. Accordingly, it has been statistically confirmed that four independent variables show a positive relationship with strategic HRD activities. Along with this, it identifies the extent to which the HRD and its related work-life factors are provided by the selected companies. The result of the survey generated a key model and a framework for SHRD by creating a valuable contribution to the organization in facing the future challenges.

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Exploring the Relationship Between Diversity Intelligence, Emotional Intelligence, and Executive Coaching to Enhance Leader Development Practices

Advances in Developing Human Resources ◽

10.1177/1523422318778004 ◽

2018 ◽

Vol 20 (3) ◽

pp. 285-298

Author(s):

Jenell L. S. Wittmer ◽

Margaret M. Hopkins

Keyword(s):

Emotional Intelligence ◽

Leadership Development ◽

Human Resource Development ◽

Human Resource ◽

Interpersonal Relationships ◽

Executive Coaching ◽

Resource Development ◽

Practical Applications ◽

Practical Support ◽

Human Resource Development Professionals

The Problem Leadership development is one of the most pressing issues for human resource practitioners within organizations. Recently, coaching to enhance emotional intelligence (EQ) has become a major focal area for human resource and leadership development. The concept of EQ has received overwhelming research and practical support, suggesting that it, more so than technical skills or cognitive ability, is the key determinant of success in leaders. However, EQ alone may not help leaders in creating an inclusive work environment and proactively recruiting and developing diverse employees. The Solution Diversity intelligence (DQ), recently introduced by Hughes, is another important skill that has significant impact on the interpersonal relationships at work. The current article seeks to integrate the concepts of EQ and DQ with a practical and strategic approach for human resource development professionals. A theoretical review, qualitative examination, and practical application of the main models of EQ with a focus on how specific components of these models can be utilized in coaching for increased DQ is presented. Using concepts of executive coaching and general principles of leadership development, the current study examines which facets, or dimensions, of EQ should be highlighted and developed to increase DQ. The Stakeholders In addition to identifying which facets of each EQ model are essential for DQ, practical applications for human resource development practitioners and leaders are presented.

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Benchmarking human resource development: an emerging area of practice

Library Management ◽

10.1108/01435120610702396 ◽

2006 ◽

Vol 27 (6/7) ◽

pp. 401-410 ◽

Cited By ~ 3

Author(s):

Ian Smith

Keyword(s):

Human Resource Development ◽

Human Resource ◽

Professional Practice ◽

Design Methodology ◽

Resource Development ◽

Information Services ◽

Content Type ◽

Significant Potential ◽

Practical Information ◽

Practical Implications

PurposeThe purpose of this paper is to examine the potential for the application of benchmarking to human resource development (HRD) practice in the LIS sector.Design/methodology/approachThis paper outlines the principles of benchmarking, examines dimensions which may be useful in benchmarking HRD and focuses in particular on the potential for the application of benchmarking principles to HRD activity in the library and information services (LIS) sector. Several examples of emergent HRD benchmarking practice in the LIS sector are used to illustrate the application of benchmarking principles and methodologies.FindingsThe paper finds that HRD benchmarking has significant potential to become a powerful tool in ensuring good and improving HRD practice in the LIS sector.Practical implicationsThe paper offers practical information and advice to those considering the application of benchmarking principles and practices to HRD.Originality/valueThe paper examines an emergent area of professional practice in the LIS sector. As such it has particular relevance and applicability to those responsible for planning and managing in that sector.

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