INTERNATIONAL RESEARCH

We are delighted to share with you some research from our International Partners


Rethinking the Practice of Workplace Learning and Development

Against the backdrop of a concern that traditional notions of ‘training’ continue to influence workplace learning and development practice in many organisations, this paper contributes an alternative perspective as a means of engendering change and enhanced performance amongst individuals and across organisations. In discussing the relationships between organisational effectiveness, organisation development and learning and development it constructs a ‘foundation for improvement’ based on three elements: knowledge, connections and conversation.


World Economic Forum: The Human Capital Index

The Human Capital Index seeks to serve as a tool for capturing the complexity of education, employment and workforce dynamics so that various stakeholders are able to make better-informed decisions.This year’s edition deepens the analysis by focusing on a number of key issues that can support better design of education policy and future workforce planning.


Getting Skills Right: Assessing and Anticipating Changing Skills Needs

Across countries, substantial changes in skill needs are challenging labour market and training policies and contributing to skill mismatch and shortages. In most countries, large shares of employers complain that they cannot find workers with the skills that their businesses require. At the same time, in many countries, a number of college graduates face difficulties in finding job opportunities matching their qualifications.

 

Energize E-Mentors in the Workplace

Sandra L. Williams along with Justin (Jin-Hong) Kim and Edward L. Cooper have put together a paper in conjunction with the UFHRD Conference held in 2015.

Lifelong Learning among Adults in Ireland

One of the EU education and training benchmarks aims for 15% of 25-64 year-olds to participate in lifelong learning by 2020. This paper is the first in a series which aims to monitor Ireland’s progress towards this target by examining the number and share of persons aged 25-64 years who had engaged in lifelong learning activities.

 National Employer Survey

Employers' views on Irish further and higher education & training outcomes

The National Employer Survey is a joint project undertaken by the Higher Education Authority (HEA), Quality and Qualifications Ireland (QQI) and SOLAS. It aims to ascertain employers’ views on the overall quality of recent further and higher education graduates, any challenges in filling graduate vacancies, the factors considered in recruiting graduates and collaboration between business and educational institutions.

The online survey, completed in Q4 2014, shows that employers are very satisfied with graduate recruits across a range of personal and workplace attributes, including computer and technical literacy, working effectively with others and numeracy/processing numerical data.

 Vertical Leadership Development

Four years ago, Nicholas Petrie at the Center for Creative Leadership published a whitepaper on the "Future Trends in Leadership Development", and have recently published further research entitled "Vertical Leadership Development–Part 1: Developing Leaders for a Complex World", where he highlights the need to ensure that vertical development is part of any Leadership Development Program.


Are you doing enough to identify and develop your talent? It’s a question that can keep senior HR managers and c-suite executives awake at night – for good reason. Having a solid succession plan can reduce the time it takes to fill key positions, cut turnover costs and give your company a competitive advantage.

 

The report surveyed more than 600 organizations from around the world, comparing succession planning strategies with established best practices. It took an in-depth look at the four dimensions of succession planning programs: identification, assessment, development and management. It found that most companies fail at succession planning.QI is drafting new standards in some areas, and anyone invested and want to contribute is invited to give feedback.


The capabilities that companies need may have evolved, but methods for building those skills have not. A recent survey from McKinsey finds that the most effective companies focus on sustaining skills and linking learning to business performance.



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