What issues will the HR function be facing over the next decade? Presents a quarterly meeting of the policy group of the HR Division of European Institute of Management in the year 2004. The members attending look back over the last decade, 1994 to 2004, focusing on the international dimensions,...

Purpose – The paper aims to describe the results assessment approach to the evaluation of training and development programmes. Design/methodology/approach – The paper explains the shortfalls with current approaches to evaluation, outlines the research that led to the development of the...

Defines technology transfer in the macroeconomic sense and highlights three factors which must be taken into account, namely contrast, similarity and compatibility. Advises examination of social and economic costs before embarking on such a project. Identifies human resources as the most...

The study of complex adaptive systems which explains the constant flux of living systems is arousing much interest as a paradigm and model for studying organisational behaviour and associated disciplines. A new order of reality emerges as a result of the constant interaction and coevolution of...

Introduces maximizing the benefits of coaching at a strategic level, rather than focusing purely on individual development, using The Royal Bank of Scotland Group (RBSG) as an example. Highlights how many organisations are failing to capture the broad benefits of coaching by seeing it purely as...

Presents new models for managing people. Part one explores underlying assumptions which can transform the way in which we approach the management of people. Part two introduces a customer‐oriented framework for managing others. A wide range of organizations have successfully adopted this...

Presents new models for managing people. Part one explored underlying assumptions which can transform the way in which we approach the management of people. Part two introduces a customer‐oriented framework for managing others. A wide range of organizations have successfully adopted this...

Discusses the new managerial model of the 1970s and 1980s which emphasizes flatter, flexible, less bureaucratic organizations, with increased employee awareness through training and development, and suggests that actual research reveals frustration and opposition to these ideas from trainees and...

Three consultants in ICL′s corporate HRD unit speak from their experience of self‐managed learning. They ask “Can self‐development provide people with sufficient confidence in their own future to engender a positive attitude to corporate change?” Three key points are illustrated with...