Strategic human resource development in practice : leveraging talent for sustained performance in the digital age of AI / / Lyle Yorks, Amy Lui Abel, Denise Rotatori

• Autore: Yorks Lyle
• Pubblicazione: Cham, Switzerland : , : Springer, , [2022]; ©2022
• Descrizione fisica: 1 online resource (210 pages)
• Disciplina: 658.3124
• Soggetto topico: Employees - Training of; Manpower planning
• Persona (resp. second.): AbelAmy Lui; RotatoriDenise
• Nota di contenuto: 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 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. ; 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 & -- 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 & -- Analytics Landscape. ; 5.3.2 Levels of HR Analytics Maturity -- 5.4 Making it Real -- 5.5 Case Study in Action-Transforming Talent Acquisition & -- 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 -- 7.6 Examples of HRM, L& -- 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. ; 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& -- 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& -- 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. ; 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: 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. ; 10.9.1 The New Culture: Feel Inspired, Curious, and Unbossed.
• Titolo autorizzato: Strategic Human Resource Development in Practice
• ISBN: 3-030-95775-6
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Lingua di pubblicazione: Inglese
• Record Nr.: 9910585791603321
• Lo trovi qui: Univ. Federico II
• Serie: Management for professionals.