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[null,"1.","Record Nr.",null,"UNINA9910585791603321"]
[null,null,"Autore",null,"Yorks Lyle"]
[null,null,"Titolo",null,"Strategic human resource development in practice : leveraging talent for sustained performance in the digital age of AI / / Lyle Yorks, Amy Lui Abel, Denise Rotatori"]
[null,null,"Pubbl/distr/stampa",null,"Cham, Switzerland : , : Springer, , [2022]"]
[{"$nulls":4},"©2022"]
[null,null,"ISBN",null,"3-030-95775-6"]
[null,null,"Descrizione fisica",null,"1 online resource (210 pages)"]
[null,null,"Collana",null,"Management for professionals"]
[null,null,"Disciplina",null,"658.3124"]
[null,null,"Soggetti",null,"Employees - Training of"]
[{"$nulls":4},"Manpower planning"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,"Nota di contenuto",null,"Intro -- Preface -- Acknowledgments -- Contents -- Part I: Chapters Providing the Foundations and Practices for Strategic HRD and Talent Management -- 1: The Scope of Human Resource Development: Both an Academic Discipline and Professional Practice -- 1.1  What Is Human Resource Development? -- 1.1.1  The Roots of Contemporary HRD Scholarship and Practice -- 1.1.2  Differing Perspectives and Key Commonalities in Understanding HRD -- 1.1.3  Moving Toward Coherence in Defining HRD -- 1.1.4  Recognizing the Need for Strategic HRD (SHRD) -- 1.2  Looking Beyond Coherence: The Traps of a Mindset of Unity in a World of Complexity -- 1.3  Returning to the Question \"What is Human Resource Development?\" -- 1.3.1  Our Definition of HRD -- 1.3.2  Also, the Need for Continuing the Debates in the Academy -- 1.4  Human Resource Management, Learning and Development, and Organization Development-And Leveraging AI Technology -- 1.5  Summary -- References -- 2: Foundations of Learning Theory for HRD Practice -- 2.1  What Is Learning? An Overview of the Theoretical Terrain -- 2.2  Knowing What-Knowing How-Two Distinct Spheres of Learning, Yet Interconnected -- 2.2.1  Yes Distinct, but Interconnected Spheres -- 2.2.2  Four Types of Learning-Edward Cell's Learning Framework -- 2.3  Transformative Learning -- 2.4  Connecting the Terrain with Experiential Learning -- 2.4.1  Single Loop Learning -- 2.4.2  Double Loop Learning -- 2.4.3  Triple Loop Learning -- 2.4.4  Assessing Kolb's Framework "]
[{"$nulls":4},"and Experiential Learning -- 2.5  Adult Development Theory -- 2.5.1  Kegan's Constructive Developmental Theory -- 2.5.2  William Torbert's Action Logics -- 2.5.3  John Heron's Developmental States -- 2.5.4  The arc of Adult Development -- 2.6  Somatic Learning: Mind-Body Awareness for Self-Development -- 2.7  From Individual to Team and Organizational Learning."]
[{"$nulls":4},"2.7.1  Frameworks of Team Learning -- 2.7.2  Organizational Learning -- 2.8  Self-Directed Learning -- 2.9  Summary -- References -- 3: Strategically Positioning HRD Practice in Organizations -- 3.1 A Political Economy Model for Understanding Strategic Connections -- 3.2 How HR Is Repositioning Itself: The Changing Political Economy of HR -- 3.3  Strategic Political Acumen -- 3.3.1  Mapping the Political Territory -- 3.3.2  Analyzing the Map -- 3.3.3  From Mapping to Strategic Leadership Action -- 3.4  Summary -- References -- 4: Digitalization, Artificial Intelligence, and Strategic HRD -- 4.1  Pivotal Moments in the Evolution of AI -- 4.1.1  The Historical Evolution of the Thinking Machines: A Brief Overview -- 4.1.2  A Brief Overview of the Historical Foundations of Big Data -- 4.2  Understanding AI in 4IR -- 4.3  AI Applications in HRD Practice-Current and Potential -- 4.3.1  Adopting Emerging Technology in Human Resources -- 4.3.2  HR's Responsibilities as Stewards of Workforce Management -- 4.3.3  A Brief Look Back: HR as Stewards of the Workforce Agenda -- 4.3.4  Fast Forward to 2030 -- 4.4  AI in the Talent Lifecycle -- 4.4.1  The Talent Lifecycle: Attraction and Recruiting -- 4.4.2  The Talent Lifecycle: Onboarding -- 4.4.3  The Talent Lifecycle: Learning &amp -- Development -- 4.4.4  The Talent Lifecycle: Rewards -- 4.4.5  The Talent Lifecycle: Career Planning -- 4.4.6  The Talent Lifecycle: Exit -- 4.5  Ethical Concerns in the Implementation of AI -- 4.6 Summary -- References -- 5: Using Data and Analytics for Improved HRD Performance in the Age of Digital Technologies -- 5.1  Situating HR in the Data Analytics Ecosystem -- 5.2  Value Proposition of Big Data-The Data-Driven HR Organization -- 5.3  The Evolution of HR in the Age of Big Data -- 5.3.1  Understanding the HR Data &amp -- Analytics Landscape."]
[{"$nulls":4},"5.3.2  Levels of HR Analytics Maturity -- 5.4  Making it Real -- 5.5  Case Study in Action-Transforming Talent Acquisition &amp -- Internal Mobility -- 5.6  The Opportunity for Dynamic Workforce Development -- 5.7  The Ethics of Big Data in HR -- 5.8  What to Expect Next -- References -- 6: Strategic Learning for Sustainable Organization Performance -- 6.1  Foundational Models of Organizational Strategy -- 6.1.1  The Design and Planning Schools -- 6.1.2  The Positioning School -- 6.1.3  Disruptive Innovation, and Blue Ocean Strategy -- 6.2  From Enhancement and Adaptation to Generative Disruption-The Pattern Is Clear -- 6.3  Strategy Development as Learning -- 6.4  Core Competencies for Strategic Learning -- 6.4.1  Action Inquiry -- 6.4.2  Gaining Insight from Analogies -- 6.4.3  Creating Value Curves and Identifying the Most Important Customer/Stakeholder -- 6.4.4  Scenario Learning -- 6.5  Capacity -- 6.6  Summary -- References -- 7: Aligning Strategic, Tactical, and Operational Level Learning for Performance -- 7.1  Implications of Strategic Change for the HRD Agenda -- 7.2  The Metaphor of the HRD Pyramid -- 7.3  Aligning Individual Competencies, Core Competencies (Functions and Teams), and HRM Systems for Executing Strategic Performance -- 7.3.1  Building Core Competencies as Part of Strategic Alignment -- 7.3.2  Gaps in Strategically Critical Individual Skills and Competencies -- 7.4  Emerging Learning Needs Through Tactical and Operational Actions -- 7.5  A Framework for Diagnosing Performance Issues -- 7.5.1  Identifying the Problem -- 7.5.2  Connecting Problems with Solutions "]
[{"$nulls":4},"-- 7.6  Examples of HRM, L&amp -- D, and Organization Development in Action for Strategically Leveraging AI -- 7.7  Summary -- References -- 8: Transfer of Learning: The Path that Connects Learning to Performance -- 8.1  Defining Learning Transfer."]
[{"$nulls":4},"8.2  Learning Transfer from a System Perspective -- 8.2.1  Motivation to Transfer-The Learner Characteristic Driving Transfer of Learning -- 8.2.2  Learning Content-Hard or Soft Skills/Competencies -- 8.2.3  An Adapted Learning Transfer System Model -- 8.2.4  The 70:20:10 Framework and the Challenges of Alignment for Transfer -- 8.3  Connecting with the Learning Paths of the Learners -- 8.4  Technology and Learning Transfer -- 8.5  Transfer Learning: Another Dimension of the Learning Workplace -- 8.6  Summary -- References -- 9: The Future of Work -- 9.1  The Future of Work -- 9.1.1  Teams and Horizontal Cross-Functional Work -- 9.1.2  Continuous Learning for Addressing Skill Deficits for Developing the Organization's Existing Talent -- 9.1.3  Effectively Balancing and Leveraging Contingent and Full-Time Workers -- 9.2  Skilling the Workforce for the Future -- 9.2.1  L&amp -- D Strategy Aligned with the Organization's Strategy -- 9.2.2  Learning Resources and Programs Need to Provide an Enhanced Learner -- 9.2.2.1  Experience -- 9.2.3  Oversight by an Executive Team Comprised of Members from Various -- 9.2.3.1  Functions Across the Organization As Well As L&amp -- D -- 9.3  A Culture Enabling the Development of the Workforce of the Future -- 9.4  Summary and Conclusion -- References -- 10: Case Studies of Strategic HRD Practices in the Twenty-First Century -- 10.1  AstraZeneca: Using Artificial Intelligence Coaching Models to Improve Sales Performance -- 10.1.1  Beyond Field Coaching Forms -- 10.1.2  Driving Behavior Change -- 10.1.3  Objective Performance Evaluations -- 10.1.4  Taking the AI Leap -- 10.1.5  Program Results and Future Plans -- 10.2  McMains Children's Developmental Center Identifying the Most Important Customer (MIC) and Creating Value Curves (VC) to Plot a New Strategic Direction -- 10.2.1  Background and Organization History."]
[{"$nulls":4},"10.2.2  VI Methodology -- 10.2.3  Applying VI Methodology and Tools to the MCDC Strategic Assessment -- 10.2.4  Steps taken to improve value provided by the MCDC -- 10.3  Cisco: Career Management for What's Ahead -- 10.3.1  Two Ambitious Initiatives to Effectively Compete in the Market for Talent -- 10.3.2  Coupling Analytics and Organizational Network Analysis for Insight -- 10.3.3  A Comprehensive Study of Careers Yields Further Important Insights -- 10.3.4  Translating Insights into Action -- 10.3.5  Moving Beyond Engagement to Fulfillment -- 10.4  Center for Entrepreneurship and Innovation Breaking from Higher Education's Traditional Learning Model: From Pipeline to Platform -- 10.4.1  Background -- 10.4.2  A Snapshot of the Twenty-First Century Learners -- 10.4.3  Some of the Challenges of Traditional Two- and Four-Year Public Colleges -- 10.4.4  New Frontier: Breaking with Traditional Learning Model -- 10.4.5  A Disruptive Business Model: Moving from Pipeline to Platform -- 10.5  A Financial Services Firm Mapping the Political Territory When Adopting Cloud-Based Technologies. An Illustrative Example -- 10.5.1  Analyzing the Map -- 10.5.2  From Mapping to Strategic Action -- 10.6  A U.S. Based Automotive Retailer AI for Talent Acquisition: Improving Pre-hire Assessments and the Interview Process -- 10.6.1  Application of AI for TA -- 10.6.2  Business Impact -- 10.7  A Singapore-Based Multinational Financial Services Company AI for Talent Acquisition: Enhancing Candidate Communication and Pre-hire Assessments -- 10.7.1  Application of AI for TA -- 10.7.2  Business Impact -- 10.8  A US-Based Multinational Restaurant Chain AI for Talent Acquisition: "]
[{"$nulls":4},"Increasing Sourcing Efficiency -- 10.8.1  Application of AI for TA -- 10.8.2  Business Impact -- 10.9  Cultural Transformation at Novartis Next-Generation HR: Learning at the Core."]
[{"$nulls":4},"10.9.1  The New Culture: Feel Inspired, Curious, and Unbossed."]