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Inspirational leadership: involving senior leaders in developing the next generation

Harris, Jack; Kim Barnes, B. - In: Industrial and Commercial Training 38 (2006) 4, pp. 196-200

Purpose – The purpose of this paper is to share the successful experience of Lilly Research Laboratories (LRL) in engaging senior leaders in developing the next generation of leaders. Design/methodology/approach – The paper describes the principles and approach used by LRL. It provides a...

Persistent link: https://www.econbiz.de/10014755245

Leadership development in a global environment: lessons learned from one of the world's largest employers

Schwartz, Anne - In: Industrial and Commercial Training 43 (2011) 1, pp. 13-16

overhauling a company's global training, leadership development and succession planning practices. Design … how UPS's internal research of focus groups and surveys revealed that the company's current training and leadership … its internal research by retooling its leadership development and training programs to foster more strategically minded …

Persistent link: https://www.econbiz.de/10014755521

Throw away that leadership competency model

Patching, Keith - In: Industrial and Commercial Training 43 (2011) 3, pp. 160-165

Purpose – This paper was written for the attention of organisations wanting to develop leaders and create leadership programmes and it aims to highlight the fact that a leadership competency model will have an adverse effect on potential leaders. Design/methodology/approach – Research has...

Persistent link: https://www.econbiz.de/10014755538

Military leadership development strategies: implications for training in non-military organizations

Kirchner, Michael; Akdere, Mesut - In: Industrial and Commercial Training 49 (2017) 7/8, pp. 357-364

develop leadership competencies, has been overlooked and offers a new context for consideration in training. Training … development offered insightful methods for application in commercial training. Four development strategies were identified and are …, each of the leadership development training approaches may not be applicable or feasible for traditional employees. Further …

Persistent link: https://www.econbiz.de/10014758481

Businesses profit through people

Eastgate, Maureen - In: Industrial and Commercial Training 32 (2000) 5, pp. 161-163

The year 2000 is the tenth anniversary of Investors in People. The past decade has seen a dramatic change in the business landscape of the UK. Service industries, such as call centres, are replacing a traditional manufacturing base that is facing mounting pressure to remain competitive....

Persistent link: https://www.econbiz.de/10014754940

Human Resource Development – Learning and Training for Individuals and Organizations (2nd ed.)

Gabe, Peter - In: Industrial and Commercial Training 37 (2005) 6, pp. 321-321

Persistent link: https://www.econbiz.de/10014755202

Occupational stress: consensus or divergence? A challenge for training and development specialists

Redfern, David C.; Rees, Christopher J.; Rowlands, Kate E. - In: Industrial and Commercial Training 40 (2008) 6, pp. 287-294

views in relation to the work of training and development specialists. Design/methodology/approach – The current study … these views can be used by training and development specialists. …

Persistent link: https://www.econbiz.de/10014755382

Evaluation – training's ignored leverage point

O'Connor, John; Little, Bob - In: Industrial and Commercial Training 44 (2012) 5, pp. 273-280

Purpose – The paper aims to describe the results assessment approach to the evaluation of training and development … evaluate any training initiative. Findings – Ultimately, “results” are what training and development professionals' customers … need – and want – delivered, yet training and development professionals think and act within the limits of a training …

Persistent link: https://www.econbiz.de/10014755610

COMPETENCY‐BASED HUMAN RESOURCE DEVELOPMENT – MAKING SENSE OF THE IDEAS

Elkin, Graham - In: Industrial and Commercial Training 22 (1990) 4

Recent attention to competencies, especially the McBer approach, is reviewed. Different definitions focusing on personal qualities or task performance are outlined and it is proposed that neither macro‐competencies nor micro‐competencies are necessarily the practical route, and...

Persistent link: https://www.econbiz.de/10014755703

MAKING HRD A FORCE IN STRATEGIC ORGANISATIONAL CHANGE

Noel, James L.; Dennehy, Robert F. - In: Industrial and Commercial Training 23 (1991) 2

What is the role of the effective human resource development (HRD) organisation in strategic business change. Best practices have emerged which suggest a six‐step approach: (1) a focused strategic approach: identify the key initiatives to which the organisation is committed and build the HRD...

Persistent link: https://www.econbiz.de/10014755732

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