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...

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,...

What is the learning organization? Why is it important? Learning is often seen as an individual level activity but organizational learning is concerned with collective learning processes. The second half is an annotated bibliography of key books in the field.

Outlines some of the questions raised during the course of a qualitative research inquiry into the personal consequences of organisational change for directors who are “drivers” of such change. Links these questions to more general issues and trends in the organisation of work (Handy) and...

The Institute of Personnel and Development has long recognized the impact that small‐ and medium‐sized enterprises make in encouraging innovation in human resources management. It was, therefore, perfectly consistent that as part of their major initiative to assess the current status and...