This book examines human resource development (HRD) strategy as a learning process, connecting learning and adult development with organizational development and change, and talent development, with a particular focus on the use of artificial intelligence (AI). It provides professionals and practitioners as well as students with processes and tools that will help them meet the needs of employees and the organization. It takes a scholar-practitioner perspective connecting theory with practice.

HRD has evolved into a mature field of scholarship in recent decades. At the same time, practices of learning and development in organizations continues to evolve dramatically. At the individual, developmental, and organizational levels, workers, managers, and executives have to be continually learning from current and emerging trends in order to strategically reposition themselves for performance and future possibilities. This includes developing the competencies to navigate the complexities of a world in which people are interacting with 'smart' digital technologies that are broadly grouped together under the umbrella term artificial intelligence (AI).

Featuring specific strategic learning methods and case studies from senior HRD professionals, this book is a valuable resource for managers, practitioners, students, scholars and others interested in strategic HRD practice.

Autorentext

Lyle Yorks is a Professor in the Adult Learning and Leadership Program in the Department of Organization and Leadership, Teachers College, Columbia University, US, where he teaches a course in strategy development as an organization learning process. He also teaches the course in strategic advocacy in the Executive Master of Science Program in Technology Management at in the School of Professional Studies, Columbia University. Currently he is a Principal Research Fellow at the Conference Board conducting research on applications of artificial intelligence in talent development. Articles authored and co-authored by Lyle have appeared in the Academy of Management Review, Academy of Management Education and Learning, California Management Review, Human Resource Development Review, Human Resource Development International, Advances in Developing Human Resources, Sloan Management Review and other scholarly and professional journals. Amy Lui Abel is Vice President of Human Capital at The Conference Board and leads research efforts focusing on leadership development, human capital analytics, organizational learning, talent management, diversity and inclusion, executive coaching, human resources, and employee engagement. Amy has published in People + Strategy Journal, Human Resources Development Quarterly Journal, and ASTD's T+D (Training and Development) Magazine, The Handbook of Coaching in Organizations, and The Handbook of Workplace Learning. Denise Rotatori is an Executive Director in Global Technology at Bank of New York Mellon. She's responsible for operating model transformation across the front-, middle- and back-office of the banking, capital markets and asset management sectors due to the application of emerging technologies (e.g., AI, Blockchain, Cloud, IoT) and the implications for human-machine collaboration and the future of work (e.g., socio-technical systems).

Klappentext

This book aims to examine human resource development (HRD) strategy in practice. Focusing on strategy development as a learning process, connecting learning and adult development with organizational development and change and talent development, this book provides professionals and practitioners with processes and tools that will help them meet the needs of employees and the organization. It takes a scholar-practitioner perspective connecting theory with practice. HRD has evolved into a mature field of scholarship in recent decades. At the same time, practices of learning and development in organizations continues to evolve dramatically. Senior executives today speak about organizations entering an "era of the employee". Coming out of the Great Recession of 2008, the economy has rebounded, unemployment rates are at historic lows, and employers are reporting increased difficulty with finding the right skills and competencies to fill their job vacancies. Thus, the "era of the employee" demands that organizations focus on and invest more time, energy and resources to attracting, developing and retaining employees. HRD is at the heart of this challenge. Having a strategic HRD practice, that is integrated and connected to other HR functions (i.e., talent Acquisition, organization development, talent management, succession planning, etc.), is critical to executing a thoughtful and holistic strategy that meets the needs of the employees and the organization. Featuring specific strategic learning methods and case studies from senior HRD professionals, this book is a valuable resource for managers, practitioners, students, scholars and others interested in strategic HRD practice.

Inhalt

Chapter 1. The Scope of Human Resource Development.- Chapter 2. Foundations of Learning Theory for HRD Practice.- Chapter 3. Strategically Positioning HRD Practice in Organizations.- Chapter 4. Digitalization, Artificial Intelligence and Strategic HRD.- Chapter 5. Data and Analytics for Improved HRD Performance in the Age of Digital Technologies.- Chapter 6. Strategic Learning for Sustainable Organization Performance.- Chapter 7. Aligning Strategic, Tactical, and Operational Level Learning and Development for Performance.- Chapter 8. Transfer of Learning: The Path that Connects Learning to Performance.- Chapter 9. The Future of Work in the Age of AI.