Consultants

2020 ◽  
pp. 196-200
Author(s):  
Scott Tannenbaum ◽  
Eduardo Salas
Keyword(s):  
Human Resource ◽  
Organization Development ◽  
Team Leader ◽  
Business Partner ◽  
Learning And Development ◽  
Senior Leader ◽  
External Consultants ◽  
Partner Organization ◽  
Or Organization

Consultants are often asked to help boost teamwork and collaboration. This chapter is written for internal consultants, for example, people in a human resource business partner, organization development, learning and development, or quality role, as well as external consultants who supports teams across different organizations. Consultants can be called upon to help a struggling team, to coach a team leader, or to advise a senior leader on how to promote greater collaboration throughout a unit or organization. To address any of these needs, it helps to understand what really drives teamwork. This chapter offers 10 tips for applying the science of teamwork as a consultant.

Talent Development in Emerging Economies Through Learning and Development Capacity Building

2018 ◽  
Vol 20 (4) ◽  
pp. 498-516 ◽  
Author(s):  
Machuma Helen Muyia ◽  
Caroline S. Wekullo ◽  
Fredrick M. Nafukho
Keyword(s):  
Nonprofit Organizations ◽  
Human Resource Development ◽  
Human Resource ◽  
Emerging Economies ◽  
Talent Development ◽  
Mineral Resources ◽  
Quality Education ◽  
Learning And Development ◽  
Development Capacity ◽  
The World

The Problem It has been argued correctly that of all the resources that nations are endowed with including physical resources such as land, gas, oil, mineral resources, and financial resources, the most durable resource is people. It is also a truism that regions endowed with large populations such as Brazil, China, and India are now emerging nations with very strong and growing economies. As the world of work changes globally, the demand for talent development is becoming one of the greatest opportunities for profit and nonprofit organizations in emerging economies such as Kenya. Africa with its young and educated population and its competition for talent poses both opportunities and challenges as the continent tries to address this critical component. Nowhere is this opportunity for talent development (TD) more urgent than in Kenya. The Solution Given the rising of Africa’s youth population and the need to develop talent in this region of the world, there is no easy or ready-made solution to guide human resource development (HRD) researchers and practitioners and policy makers in developing and optimally utilizing Africa’s best resource—its people. However, this article seeks to demonstrate how strategic planning and provision of quality education are the best form of intervention for TD in Africa. The fact that individuals have talent is not sufficient, hence the importance of developing talent through learning. Thus, learning requires well-designed quality education and training programs that can lead to people being open to new ideas and a disposition to question what people already know. This is even more seminal especially in the fast-changing technology-controlled workplace. The Stakeholders Human resource officers, learning and development officers, Directors of Human Resource Management, HRD researchers, HRD practitioners.

scholarly journals Dimensi Budaya dalam Peningkatan Sumber Daya Manusia Melalui Implementasi Total Quality

2012 ◽  
Vol 1 (2) ◽  
Author(s):  
Rosidah
Keyword(s):  
Human Resource ◽  
Organization Development ◽  
Human Being ◽  
Business Organization ◽  
Total Quality ◽  
Key Factor ◽  
Development Orientation ◽  
Quality Approach

Human resource is key factor of organization development for public and business organization. Organization development orientation does not concern directly with human being. However, it’s implication is refer to human resource. Therefore, its existence is needed to be given a serious attention. One of methods is  Total Quality approach. This paper discusses some problems of developing a good quality of working culture.

scholarly journals Development Strategy of Human Resource Management For Millennial Generation

2019 ◽  
Vol 4 (2) ◽  
pp. 91
Author(s):  
Novi Febriyanti ◽  
A. Fikri Amiruddin Ihsani
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Development Strategy ◽  
Millennial Generation ◽  
Work Culture ◽  
Literature Study ◽  
Library Research ◽  
Or Organization

<p><em>Development strategy of human resource management for millennial generation is a step purposed at producing superior individuals who have characteristics and abilities that can compete and have a sale value that can be relied on either in a company or organization. The purposes of this study was to answering the formulation of problems regarding the characteristics of millennial generation related to work culture and human resource development strategies for millennial generation.</em><em> The research method used descriptive qualitative by </em><em>library research or literature study.</em><em> The results of this study prove that </em>t<em>he strategy being carried out is a way to improve the ability of every individual likes a training responsibility, intensive learning, behavior modification, immediate information, learning practice and patterns. Supporting sustainable factors are ability, motivation and opportunity.</em><strong><em></em></strong></p>

scholarly journals AN EXAMINATION INTO EMPLOYEES’ SELF-ESTEEM AND ORGANIZATIONAL COMMITMENT IN A NON-PROFIT ORGANIZATION

NIAGAWAN ◽  
2020 ◽  
Vol 9 (1) ◽  
pp. 28
Author(s):  
Tri Wulida Afrianty
Keyword(s):  
Organizational Commitment ◽  
Human Resource ◽  
International Association ◽  
Vice President ◽  
Talent Management ◽  
Self Esteem ◽  
Team Leader ◽  
Management Team ◽  
Non Profit ◽  
Depth Interview

Dengan mempertimbangkan bahwa penelitian tentang komitmen karyawan pada organisasi non-profit masih terbatas, maka tujuan penelitian ini adalah untuk mengidentifikasi faktor-faktor yang mempengaruhi self-esteem serta komitmen organisasional karyawan/anggota pada organisasi non-profit. The International Association of Students in Economic and Commercial Sciences (AIESEC) pada Universitas Brawijaya dipilih sebagai lokasi penelitian. Dengan menggunakan pendekatan kualitatif, data primer pada penelitian ini diperoleh melalui semi structured in-depth interview. Kami melakukan interview secara mendalam terhadap Vice President of Talent Management, Team Leader of Human Resource and Capacity Coordinator, dan 4 orang anggota AIESEC Universitas Brawijaya. Data dianaliasis dengan menggunakan bantuan software QSR NVivo 12. Hasil penelitian menunjukkan bahwa kesempatan belajar dan mengembangkan diri, rasa memiliki, serta loyalitas adalah faktor yang membuat karyawan/anggota tertarik untuk bergabung dan berkomitmen terhadap AIESEC. Selain itu, hasil penelitian ini juga menunjukkan bahwa karyawan memiliki tingkat komitmen afektif yang lebih tinggi dibandingkan dengan komitmen normatif maupun komitmen berkelanjutan. Di sisi lain, organisasi melakukan banyak upaya untuk mempertahankan karyawan/anggotanya, diantarnya dengan memberikan apresiasi terhadap hasil kerja karyawan/anggota serta kegiatan Local Committee (LC).

Using Integrative Development to Create a Coaching Culture in a Professional Services Firm

2019 ◽  
pp. 506-514
Author(s):  
David B. Drake
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Adult Development ◽  
Case History ◽  
Organization Development ◽  
Professional Services ◽  
Evidence Based ◽  
Coaching Training ◽  
Professional Services Firm ◽  
Training Organization

This reflective case history introduces integrative development (ID) as an approach for evidence-based organizational change and development initiatives. ID brings adult development and organization development into a unified theory, and it aligns three human resource development disciplines (coaching, training, organization development) into a unified set of practices. The case history outlines how narrative coaching, an ID-based methodology, was used in creating a coaching culture in a professional services firm and offers principles and recommendations for EBOCD practitioners.

scholarly journals What HRD Is Doing—What HRD Should be Doing: The Case for Transforming HRD

2019 ◽  
Vol 19 (1) ◽  
pp. 39-65 ◽  
Author(s):  
Richard J. Torraco ◽  
Henriette Lundgren
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Recent Literature ◽  
Resource Development ◽  
Learning And Development ◽  
Comprehensive Review ◽  
The Future ◽  
New Perspective

Human resource development (HRD) is no longer expected to be the primary agency for promoting learning and development among employees. Today, HRD is diffused and integrated into a broad range of leadership and supervisory roles. As more responsibility for learning and development is assumed by others, what is the role of HRD? Although HRD has largely adapted to sharing more of its traditional responsibility for learning and development, the field has also encountered challenges and criticisms. We juxtapose recent adaptations and advances in HRD with perspectives on the dilemmas, challenges, and criticisms of HRD as seen by those outside the field of HRD. Grounded in a comprehensive review of recent literature, the authors seek to provide a balanced perspective on HRD’s strengths and weaknesses and to conceptualize a new perspective on HRD and its transformation for the future.

Why is organizing human resource development so problematic?

2017 ◽  
Vol 24 (4) ◽  
pp. 215-225 ◽  
Author(s):  
Rob F. Poell ◽  
Ferd Van Der Krogt
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Added Value ◽  
Learning And Development ◽  
Line Managers ◽  
Content Type ◽  
Key Stakeholders ◽  
Important Field ◽  
Training Courses

Purpose Human resource development (HRD) is an important field within management. Developing employees is often regarded as an instrument to improve the internal labor market and support organizational change. Organizing HRD to these ends, however, is frequently a problematic affair, in terms of training effectiveness, participant motivation and added value. This study, which consists of two parts, aims to investigate the question of why this is the case. In this second part, two specific aspects of the learning-network theory are elaborated: multiple experiences in organizations forming the basis of employee learning and development, and different actor strategies for organizing HRD. Design/methodology/approach The paper presents a conceptual framework to argue that one of the main reasons why organizing HRD is problematic lies in the limited and one-sided conceptualization of organizing HRD that is often used. Findings Organizing HRD is mostly viewed as designing training courses and instruction sessions for employees; it is also predominantly understood as a tool of management. The paper proposes a network perspective on organizing HRD, which is better able to guide organizational actors than other approaches can, by taking into account a broader set of HRD practices and viewing employees (besides managers) as key stakeholders. Originality/value The study argues that organizing HRD needs to take into account learning experiences that employees can gain from participating in work and career development as well (besides formal training); moreover, that employees’ HRD strategies are at least as important as those used by line managers and HR practitioners.

Coaching, HRD, and Relational Richness

2014 ◽  
Vol 16 (2) ◽  
pp. 242-257 ◽  
Author(s):  
Toby Egan ◽  
Robert G. Hamlin
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Empirical Research ◽  
Action Learning ◽  
Resource Development ◽  
Special Issue ◽  
Learning And Development ◽  
Line Managers ◽  
Measurement Tools ◽  
Theoretical Foundations

The Problem Coaching is becoming a ubiquitous form of human resource development (HRD) that experiences regular annual gains in both interest and participation. Yet it lacks theoretical framing and has not been conceptually well developed. There is a need for further framing of coaching as a dyadic, or group-based phenomenon, occurring in a set of diverse, but often commonly utilized contexts. The Solution Contributors to this issue inform this growing HRD area by elaborating upon coaching in terms of conceptualization, theoretical foundations, and measurement tools. They provide perspectives on coaching in its many forms, including executive, managerial, and action learning coaching. These perspectives on coaching most often share a dyadic/one-on-one context, and elaborate on coaching practices in terms of interactional richness, learning, and development. The Stakeholders Researchers and scholarly practitioners in the HRD field, internal and external coaches, and line managers who are committed to improving the practice of and expanding empirical research on coaching will benefit from this special issue on coaching.

scholarly journals PROSES REKRUTMEN, SELEKSI DAN PENEMPATAN DALAM MENJAWAB ISU-ISU BARU PENDEKATAN MANAGEMEN SUMBER DAYA MANUSIA

2021 ◽  
Vol 1 (1) ◽  
Author(s):  
Sonia - Redmana ◽  
Shoffan Nizomi ◽  
Taufik Hidayat ◽  
Sujarwati Sujarwati
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Medical Record ◽  
Human Resource ◽  
Employee Commitment ◽  
New Employee ◽  
Recruitment And Selection ◽  
Or Organization ◽  
A Company

<div><table cellspacing="0" cellpadding="0" align="left"><tbody><tr><td align="left" valign="top"><p><em>Quality human resources are one of the basic assets and keys of the success of a company or organization to achieve its goals. Through good human resource management, it will produce quality human resources so that productivity, performance and employee commitment to the company will increase and produce better products in quality and quantity with the same human resources. One of the most important things in human resource management activities is appropriate Recruitment, Selection and Placement accompanied by HR Development.</em><em> </em><em>The research objective in this paper is to determine the process of recruitment, selection and placement of employees to become staff in a medical record installation conducted at a hospital in Kota Bo-Gor. The results of recruitment and selection as well as tests for new employee candidates for medical record formations show that among the seven applicants who entered there were two employees who were accepted and one employee who was accepted with not so high scores but the results of the interviews showed sincerity, commitment and responsibility at work, hospital needs</em><em>.</em><em></em></p></td></tr></tbody></table></div>

Sign in / Sign up

Export Citation Format

Share Document