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Good people management is key to successful outsourcing

In: Industrial and Commercial Training 31 (1999) 3

Persistent link: https://www.econbiz.de/10014757230

The five key principles for talent development

Pruis, Evert - In: Industrial and Commercial Training 43 (2011) 4, pp. 206-216

to address talent management as an integrated process. The form and purpose of talent development efforts are frequently … organisation by formulating a crystal clear policy. Perceive talent management as an integrated process and start organising it as … offer your company a huge and largely untapped cognitive surplus. Originality/value – The five key principles of talent …

Persistent link: https://www.econbiz.de/10014755545

BIOGRAPHY WORK: THE MISSING PART OF CAREER DEVELOPMENT

Fritchie, Rennie - In: Industrial and Commercial Training 22 (1990) 2

It is argued that human resource development too often concentrates on professional development without concern for personal development. The use of biography by individuals, especially in crisis or at crossroads is described. The nine questions used to create biography and the course or...

Persistent link: https://www.econbiz.de/10014757115

LINKING MANPOWER PLANNING AND MANAGEMENT DEVELOPMENT

Mayo, Andrew - In: Industrial and Commercial Training 22 (1990) 3

The processes necessary for identifying the number and type of recruits needed for longer term successful appointments are described. How different quantities at different stages lead to different results is shown and managerial qualities to be tested as part of the decision‐making process are...

Persistent link: https://www.econbiz.de/10014755695

The Pygmalion effect

Loftus, Paul - In: Industrial and Commercial Training 27 (1995) 4, pp. 17-20

Aims to answer the questions: What is the Pygmalion effect? How can it be used to advance careers? How can the negative effect be broken? Uses Rosenthal′s four‐factor theory to provide some answers to those questions.

Persistent link: https://www.econbiz.de/10014755830

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 programmes. Design/methodology/approach – The paper explains the shortfalls with current approaches to evaluation, outlines the research that led to the development of the...

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

The Way We Were to the Way We Are

Coupland, Lester; Dickson, Ron - In: Industrial and Commercial Training 26 (1994) 10, pp. 9-14

the HR Division of European Institute of Management in the year 2004. The members attending look back over the last decade … management systems have made on organizations. …

Persistent link: https://www.econbiz.de/10014755811

Technology Transfer and Human Resource Development

Hong, Jon‐Chao - In: Industrial and Commercial Training 26 (1994) 11, pp. 17-21

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...

Persistent link: https://www.econbiz.de/10014755818

WHY DO WE NEED TO CHANGE THE WAY IN WHICH WE MANAGE PEOPLE? PART I

Whitaker, Vivien - In: Industrial and Commercial Training 25 (1993) 2

we approach the management of people. Part two introduces a customer‐oriented framework for managing others. A wide range …

Persistent link: https://www.econbiz.de/10014755767

WHY DO WE NEED TO CHANGE THE WAY IN WHICH WE MANAGE PEOPLE? PART II

Whitaker, Vivien - In: Industrial and Commercial Training 25 (1993) 4

we approach the management of people. Part two introduces a customer‐oriented framework for managing others. A wide range …

Persistent link: https://www.econbiz.de/10014755773

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