Helping new executives to hit the ground running

2014 ◽  
Vol 28 (4) ◽  
pp. 30-32
Author(s):  
Freelance Writer
Keyword(s):  
Human Resource ◽  
Design Methodology ◽  
Working Environment ◽  
Learning And Development ◽  
Content Type ◽  
Global Survey ◽  
Development Professionals ◽  
New Hires ◽  
Practical Implications

Purpose – The purpose of this paper is to provide an interview with Mark Byford. Design/methodology/approach – This study discusses findings from a global survey of 500 executives about how well their needs are met by organizations. Findings – This study outlines the importance of providing support for both external and internal hires so that they may integrate into their new roles as quickly as possible. Practical implications – This study provides insight for human resource and learning and development professionals on how to ensure that new hires receive the support they need to adapt quickly to a new role or working environment.

The professional basis of development work: suppose the person you are assisting to learn decides to leave the organization

2014 ◽  
Vol 28 (3) ◽  
pp. 3-5
Author(s):  
Ian Cunningham
Keyword(s):  
Personal Experience ◽  
Design Methodology ◽  
Social Implications ◽  
Development Work ◽  
Learning And Development ◽  
Content Type ◽  
The Social ◽  
Development Professionals ◽  
Practical Implications

Purpose – The purpose of this article is to challenge some assumptions about development work. It raised moral and ethical dilemma facing learning and development professionals. Design/methodology/approach – The article draws on personal experience and theory. It also uses an extract from Sainsbury’s case study. Findings – Learning and development professionals need to consider their role in relation to people with whom they work. Practical implications – The article provides practical advice based on real examples. Social implications – The article is clear about the social implications of one aspect of learning and development work, namely, where the activities of learning and development may cause a person to leave the organization. Originality/value – It appears to be a unique analysis of a real issue, namely, what should learning and development professionals do if a person wants to leave the organization as a result of their learning.

Talent management: making it real

2007 ◽  
Vol 21 (2) ◽  
pp. 4-6 ◽  
Author(s):  
Ian Cunningham
Keyword(s):  
Management Strategy ◽  
Design Methodology ◽  
Talent Management ◽  
Learning And Development ◽  
Content Type ◽  
Functional Strategy ◽  
Development Professionals ◽  
Talent Acquisition ◽  
Work Done ◽  
Practical Implications

PurposeTo explore ways in which organizations can take a systemic stance on talent management.Design/methodology/approachThe article is based on work done in a variety of organizations plus research in HR functions.FindingsThe need is for a systemic approach to talent management. Just focusing on talent acquisition is misguided and unhelpful.Practical implicationsThe article has real practical implications for leaders/managers and learning and development professionals in setting up a functional strategy for talent management.Originality/valueThe article will be of value to managers and learning specialists who are involved in talent management strategy.

Reframing organizational change from a processual perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alain Guiette ◽  
Koen Vandenbempt
Keyword(s):  
Organizational Change ◽  
Design Methodology ◽  
Management Practices ◽  
Change Agents ◽  
Learning And Development ◽  
Content Type ◽  
Effective Change ◽  
Raising Awareness ◽  
Development Professionals ◽  
Practical Implications

Purpose This article aims at reframing organizational change from a processual perspective to transcend the polarized tensions between planned and emergent approaches to change and to better align with the lived reality of practitioners. It informs the field of learning and development with fresh insights on how to broaden sensemaking repertoires of managers and employees in realizing organizational change. Design/methodology/approach To understand how change agents conceptualize organizational change at a conceptual level, this article relies on Heidegger’s three modes of being-in-the-world to identify three dominant conceptualizations of organizational change and subsequently theorizes on corresponding phenomenological qualities of sensemaking. Findings This article develops a theoretical scaffolding that posits the emergence of organizational change as dialectic process of three different conceptualizations of change, i.e. wayfinding logic, managerialistic logic and reflexive logic, that translate into three different phenomenological qualities of sensemaking, i.e. absorbed sensemaking, detached sensemaking and mindful sensemaking, respectively. Practical implications A processual reframing of organizational change informs learning and development scholars and practitioners in at least three ways: raising awareness of and probing underlying managerial assumptions of what change is and how change should be managed, training managers and employees to deal with sensemaking processes to effectively realize organizational change, and actively assist in developing a broader sensemaking repertoire to deal with the equivocality associated organizational change. Originality/value This processual reframing contributes to the sensemaking literature on organizational change by reframing change as a dialectic process of different underlying assumptions of change agents, and different qualities of sensemaking of change. It pinpoints to concrete actions that learning and development professionals can initiate to contribute to more effective change management practices.

How to support and develop first-time managers?

2015 ◽  
Vol 47 (1) ◽  
pp. 46-50 ◽  
Author(s):  
Dawn Sillett
Keyword(s):  
Design Methodology ◽  
Management Development ◽  
Training And Development ◽  
Development Programs ◽  
Learning And Development ◽  
Senior Managers ◽  
Content Type ◽  
Development Professionals ◽  
First Time ◽  
Practical Implications

Purpose – The purpose of this paper is to explore the challenges faced by first-time managers on their promotion and present suggestions for aiding successful transition. Design/methodology/approach – The paper is based on 15 years’ experience of working with first-time managers and their employers’ organizations, designing and delivering training and development programs in a corporate environment, as well as informal study of research by academic and practising professionals in the management development field. Findings – Newly promoted managers can face daunting challenges when they take on responsibility for managing others, which can adversely affect their own and others’ performance and engagement. Practical implications – The paper provides practical suggestions for supporting first-time managers’ transition to their new role. Originality/value – This paper is of value to HR and learning and development professionals, as well as senior managers who seek practical ways to enhance the development of their first-time managers.

Learning-path types, motives and strategies: an analysis of empirical research in occupations in The Netherlands

2018 ◽  
Vol 32 (5) ◽  
pp. 36-39
Author(s):  
Kelly Dutton
Keyword(s):  
Human Resource ◽  
Design Methodology ◽  
Reading Time ◽  
Human Resource Professionals ◽  
Learning And Development ◽  
Content Type ◽  
Learning Path ◽  
Pertinent Information ◽  
Learning Paths ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings In today’s workplace, employees are taking responsibility for their own learning and development. The learning paths they take are often strategically motivated and directed, as opposed to simply provided and planned by human resource professionals. Some learning-path types can be found specific to certain occupations, while learning-path strategies and motives can be found in employees regardless of occupation. For successful learning, individual learning paths must be recognized and it is also necessary to consider a specific occupational context. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

HR metrics and workforce analytics: it is a journey, not a destination

2019 ◽  
Vol 27 (1) ◽  
pp. 4-6 ◽  
Author(s):  
Subhashini Durai D. ◽  
Krishnaveni Rudhramoorthy ◽  
Shulagna Sarkar
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Human Resource ◽  
Design Methodology ◽  
Decision Makers ◽  
Working Environment ◽  
Strategic Decision ◽  
Content Type ◽  
Existing Problems ◽  
Practical Implications

Purpose The main objective in adopting the use of metrics and analytics is to use the expertise of HR professionals in human resource management regarding their understanding of the best way to recruit, select, train, design, motivate, develop, evaluate, and retain employees at an organization to help achieve its goals more effectively. Design/methodology/approach The first and foremost step to generate metrics and analytics strategies in an organization is identification of existing problems faced by them. Owing to the changing environment and global requirement, the labor measurement also changes. The main focus is on the problems faced by the organization and human resources in the working environment. Findings Through the use of human resources measures and workforce analytics, decision-makers will gain the ability to more effectively manage and improve human resources programs and processes. This in turn improves the effectiveness of the workforce and organizational performance. Practical implications Metrics and analytics is a better problem-solving measure in organizations, because in any situations, decisions are made after analyzing the tactical choices. Social implications The development of effective human resource metrics and workforce analytics is likely to be seen in the future as a very important source of competitive advantage. Originality/value The use of human resource metrics and workforce analytics improves organizational effectiveness and strategic decision-making of managers that positively impact the organization’s performance as a whole.

Creative use of technology for learning and development: avoiding controlling tendencies

2007 ◽  
Vol 21 (6) ◽  
pp. 4-6 ◽  
Author(s):  
Ian Cunningham
Keyword(s):  
Learning Strategies ◽  
Design Methodology ◽  
Learning And Development ◽  
Content Type ◽  
Use Of Technology ◽  
Development Professionals ◽  
E Learning ◽  
User Friendly ◽  
Work Done ◽  
Practical Implications

PurposeThe purpose of this article is to challenge assumptions about e‐learning and its use in organizations; to show how organizations can take a more sophisticated stance on the use of technology for learning.Design/methodology/approachThe article is based on work done in a variety of organizations plus research in HR functions.FindingsThe need is for organizations to re‐examine some of their assumptions about the use of technology. Also organizations need to make e‐learning more user friendly and more appropriate for individual needs.Practical implicationsThe article has real practical implications for leaders/managers and learning and development professionals – for example it shows how organizations can use free resources instead of buying into expensive commercial material.Originality/valueThe article will be of value to managers and learning specialists who are involved in decisions about learning strategies.

Managing employees with chronic illness

2018 ◽  
Vol 26 (1) ◽  
pp. 7-10 ◽  
Author(s):  
Maninder Singh ◽  
P.S. James ◽  
Shirshendu Ganguli
Keyword(s):  
Chronic Illness ◽  
Human Resource ◽  
Design Methodology ◽  
Empirical Studies ◽  
Chronically Ill ◽  
Human Resource Managers ◽  
Future Directions ◽  
Content Type ◽  
Resource Managers ◽  
Practical Implications

Purpose The purpose of this paper is to identify future directions for human resource managers to provide work accommodations to chronically ill employees. Design/methodology/approach The authors researched empirical studies in management, occupational health journals, and reports on chronically ill employees. Findings The paper provides research-based practical insights for human resource practitioners to deal with the growing number of chronically ill employees. Practical implications The paper highlights solutions for human resource managers to create an inclusive workplace for employees with chronic illness. Originality/value The authors identified effective human resource and health practices for chronically ill employees, which would help to increase their productivity.

Combining lifelines to thrive: a stage-based need fulfilment network of international assignees

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Prantika Ray ◽  
Sunil Kumar Maheshwari
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Host Country ◽  
Design Methodology ◽  
International Assignment ◽  
Content Type ◽  
Host Country Nationals ◽  
Developmental Network ◽  
Mentoring Functions ◽  
Practical Implications

PurposeThe paper tries to understand the needs of the international assignees across the different stages of expatriation and how different developers in the professional and non-professional sphere render support and advice through these stages.Design/methodology/approachIn this paper, the authors have interviewed 20 expatriates of various nationalities and tried to understand the various needs of the expatriates across the three initial stages of an assignment.FindingsThe paper finds that four important mentors in an expatriation assignment play multiple need-based mentoring functions at various assignment stages: host country nationals (HCNs), parent country nationals, fellow expatriates and family.Research limitations/implicationsThis paper contributes to the literature on the need-based support rendered to expatriates during an international assignment. The paper, however, does not incorporate the perceptions of other vital stakeholders in the network and their intentions to contribute to the developmental network.Practical implicationsThis paper lays down important practical implications for expatriates and the human resource management (HRM) professionals. This paper urges the practitioners to take a nuanced approach for developing expatriates than a generalized mentoring programme.Originality/valueThis study highlights the changing needs of the international assignees across the stages of an international assignment and demonstrates the important intra-organizational and extra-organizational developers such as family members in the fulfilment of these needs.

Cross-sector insights from China on boosting employee well-being

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Justice ◽  
Human Resource ◽  
Design Methodology ◽  
Reading Time ◽  
Management Practices ◽  
Well Being ◽  
Content Type ◽  
Human Resource Management Practices ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on how human resource management practices (HRMPs) impact employee well-being (EWB), and how integrity leadership and organizational justice shape this relationship. The three HRMP dimensions – ability-enhancing, motivation-enhancing, and opportunity-enhancing HR practices – all positively impacted the trio of EWB dimensions, namely job well-being, psychological well-being, and life well-being. Organizational justice proved to enhance the ability of HRMPs to boost EWB, and integrity leadership was an EWB catalyst in all of these interrelationships. HR teams are therefore advised to invest clear and genuine efforts into boosting the integrity of leaders, for example through rigorous recruitment screening. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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