Industry Research

CIMA - Joining the Dots

Senior leaders require new skills to make effective decisions in today’s fast-paced and uncertain business environment. Business leaders put limitations in their own skill-sets among the top two biggest problems when it comes to making more effective decisions, with 28% acknowledging the need for new skills to meet the demands they face today. They recognise a need for improvement and greater support in four key areas in order to work effectively: interpreting new data sources; learning from past outcomes; enabling challenges to traditional thinking; and ensuring deeper collaboration between themselves and with employees.






How the Workforce Learns in 2016 - Degreed Paper

 

To help L&D teams better engage employees, Degreed surveyed 512 people to understand how today’s workforce really builds their skills and fuels their careers. Here’s what we learned about the demand for learning and development.

 

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How Great Organisations Welcome New Employees - A complete guide to best practices for onboarding new employees

 

In some organizations, the onboarding process is limited to the employee’s first few days of work, and involves little more than filling out some payroll and benefits paperwork, and completing some mandatory training. In others, the process extends up to a year and is thought to start at the recruiting and hiring experience. And some still have no formal onboarding process at all.

 

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The Value of Ongoing Performance Management - Brandon Hall Group

 

Performance management often is inconsistent and ineffective. According to recent Brandon Hall Group research, less than 50% of organizations have a formal process in place. The annual performance evaluation is a negative experience for managers and employees.

 

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How to create an effective Workforce Management Strategy – White Paper

 

With rapidly changing business conditions, organisations need to formalise strategies around workforce management. Your workforce management strategy needs to focus on all the activities that are required to manage and sustain a productive, cost-effective and happy workforce.

 

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Real World Leadership Report


Korn Ferry commissioned a comprehensive, global survey of views on leadership development in July and August of 2015. The survey generated more than 7,500 responses from 107 countries, with broad representation from markets such as North America, the UK, continental Europe, Australia, and Asia.

 

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Bersin Talent Management Model

 

Research identifies a new vision for talent management maturity; we find that a full 70 percent of organizations surveyed have low talent management maturity—and are missing out on the potential financial, business, and talent benefits of higher maturity. Recent research involving 454 global organizations lays out a roadmap to next-generation talent management maturity

 

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Putting the 'D' back into HRD - Prof Thomas Garavan

 

Despite being viewed as a major construct at the heart of human resource development (HRD), considerable complexity, confusion, and ambiguity exists regarding the conceptualization of development. The notion of development has attracted interest from a wide array of fields including HRD, adult education, psychology, management studies, and organization theory. As a result, there is little consistency in how development is understood, conceptualized, or tested.

 

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Mobile Learning in the Workplace Report

 

2013 was the year when mobile learning (mLearning) became the norm rather than the exception. With seven out of ten businesses now adopting mobile learning solutions, the factors that influence success are becoming clear. This report gives practical ideas to help address the perceived challenges faced, build confidence in the results and support the implementation of mLearning in the workplace.

 

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The Antecedents of Leadership Development Practices in SMEs: The Influence of HRM Strategy and Practice

 

Thomas Garavan, Sandra L. Williams along with Ronan Carbery and Fergal O'Brien have put together a paper in conjunction with the UFHRD Conference held in 2015

 

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The Antecedents to Knowledge Exchange in Organisations - A Psychological Contract Perspective

 

Ultan P. Sherman has put together a paper in conjunction with the UFHRD Conference held in 2015

 

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IITD Talent Management Survey Report


In the summer of 2015 IITD conducted a survey inviting members to engage on the subject of Talent Management.

 

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L&D Practitioners Lack Skills to Execute Good Evaluation Practice

A recent survey, conducted on behalf of IITD by Maynooth University, suggests that we are not pulling out all the stops when it comes to evaluation of training

 

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How Companies are integrating Financial and Human Capital Reporting


This report provides guidance on how companies should respond to the movement to improve annual reporting to stakeholders, and in particular the provision of better human capital information.

 

Click here to view the report

 

 


 

Creating elearning content on a budget

 

With a bit of ingenuity, eLearning professionals can make a little go a long way. Here are a few top tips for getting the most out of your eLearning resources, so that you can cut development costs without sacrificing quality.


Click here to learn more

 

 


 

The Further Education & Training Services Plan 2015


The Further Education and Training (FET) Services Plan for 2015 sets out the range and volume of provision that will be provided by the FET sector in 2015 within the grant allocated to SOLAS by the Department of Education and Skills.

 

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National Skills Bulletin 2015


‘Expert Group shows intensifying of Skill Shortages’


Click here to view the report

 

 


 

A number of our members who have recently completed research have generously agreed to share it with the IITD Membership.

 

 

An Investigation into the effect of Emotional Intelligence on Performance at Work and Career Advancement: Jennifer McEvoy

 

This study examined whether emotional intelligence (EI) has an influence on an individual’s level of performance at work and their career advancement within an organisation in a below manager population. The sample consisted of 132 adult employees working mainly in below manager roles in a leading financial institution. The study utilised the Trait Emotional Intelligence Questionnaire (TEIQue) to measure EI along with demographic information and measures for performance, career advancement and educational attainment. Statistical analysis of the results indicated that emotional intelligence was positively correlated with both an individual’s performance and career advancement, however I did not influence career advancement to a greater degree than intelligence as hypothesised.

 

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Work Life Balance - A Comparative Study of EU Countries concentrating on Family Related Leave: Michaela McCarthy

 

This Management Research report seeks to outline, analyse and compare the provisions of family related leave, concentrating on parental leave, as a work life balance instrument in four EU countries - Sweden, Italy, Germany and Ireland.  The main objective of the comparison is to determine the differences and present them to working parents in Ireland to see if their implementation would possibly make the Irish parental leave policies more desirable.

 

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What effect does Performance Management have on Motivation in the Irish Civil Service?: Angela Sheppard

 

This study examined whether there is a link between Performance Management and Motivation. Literature on these topics was researched. The sample surveyed consisted of 150 Civil Servants of various grades in a government department. The study utilised a Quantitative Questionnaire. Analysis of the results indicated that respondents did not perceive that an individual would be motivated by Performance Management as hypothesised. As this research was conducted in a Civil Service setting, future research in the Private Sector may produce different results.

 

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UFHRD 2015 Keynote's - Proudly Sponsored by IITD

UFHRD 2015

 

Sandra Robinson - Title of Keynote: The Role of Trust in HRD: Research Evidence on Trust that Might Surprise You


Michael Morley - Title of Keynote: Evidence-Based Cross-Cultural Management


David Collings - Title of Keynote: Talent Management and Human Resource Development


Aidan Lawrence - Title of Keynote: The Relationship between Research and Practice – A Practitioner Perspective


 


 

IITD has recently performed a survey on E-learning. Please click here to view an analysis of this survey provided by Enovation solutions.


EZINE

EZINE
IRISH INSTITUTE OF
TRAINING AND DEVELOPMENT

Leading the learning and development profession in Ireland by inspiring excellence in practice to develop individuals and organisations to reach their full potential.

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