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Learning and Development for a Multigenerational Workforce: Growing Talent Amongst Age Diverse Emplo

Introductory chapter Introduction Purpose of this book Who the book is aimed at Research for the book Structure of the book About the author Summary References The changing nature of human resource development Introduction The historical development of HRD Developments pre-WW2 Developments post-WW2 The 1970s onwards The concept of performativity The performance orientation of HRD The culture/excellence school The field of organization development Organizational learning and the learning organization Developments over the past 20 years The growth of talent management Digitalization of the learning process Self-directed learning Applications of neuroscience Inclusion and diversity in the learning and development process The professionalization of HRD and role of the professional bodies Summary References Factors impacting on the nature of human resource development Introduction Some contextual influences External drivers impacting the application of HRD activities Economic and socio-political factors Affordability External funding support Competition and stability Sectoral differences The legislative framework of HRD practice The professionalization of learning and development Cultural norms and their impact on learning Internal drivers impacting the application of HRD activities Internal perceptions of HRD and its value proposition Internal political influences and networks and support from senior managers The emphasis on performance Measuring and managing performance at the organizational level Measuring and managing individual performance Integrating the outcomes of organizational and individual performance Workplace demographics Some considerations in providing learning and development in the global marketplace How inclusion and diversity have evolved in the learning and development arena Summary References The growth of the multigenerational workforce Introduction Changing economic and social conditions outside and inside the workplace The meaning of work The search for work/life balance Flexible working arrangements The changing age profile of the working population Some current statistics Migration levels The age of exit from employment Health and well-being The changing age profile within a workforce Facing retirement and pension arrangements The changing nature of work itself The rise of the gig economy New approaches to working The implications of these economic and social conditions for managing HRD Determining a strategy for HRD support Summary References The benefits and challenges of managing an age diverse workforce Introduction Categorizing the age profile of the workforce Data protection issues Stratifying the workforce by age groupings Baby boomers Generation X Generation Y Generation Z Employee engagement The implications for learning and development of these different generational groupings Avoiding stereotyping Ethical considerations The value of a multigenerational workforce Economic factors Social factors Ethical factors Legislative factors Summary References Age and diversity – some legal issues Introduction The nature of inclusion and diversity Inclusion and diversity in the workplace Inclusion and diversity at board level Monitoring diversity and inclusion in the workplace Internal auditing Diversity and inclusion audits External quality standards and awards The legal requirement to ensure age diversity United Kingdom USA Canada The Middle East Australia New Zealand Why it is important to support the employment of a diverse workforce Training staff in diversity The implications of diversity for the provision of learning and development Summary References Philosophy and theories of learning and their application Introduction Some theories of learning Behaviourist learning theory Cognitive learning Humanist learning Social/constructivist learning Experiential learning Factors impacting on the learning process The acquisition and application of knowledge The translation of knowledge into skills The role of beliefs and values in the learning process Some determinants of the learning process Self-awareness in the learning process The Johari window The conscious/unconscious competence model Transactional analysis The role of reflection The role of feedback Emotional Intelligence How these factors might apply to an age diverse workforce The impact of aging on learning Physiological and cognitive changes Psychological changes Using learning theory in the design and delivery of learning and development solutions Summary References Developing a learning and development strategy for an age diverse workforce Introduction The development of organizational strategy Timescales Direction Type of organization The links between strategy and performance Organizational level outputs Individual level outputs Who is involved in strategy formulation?Developing a learning and development strategy Linking the learning and development strategy to business needs Changing the learning and development strategy Summary References Designing learning and development for an age diverse workforce Introduction The identification of employee development needs Workforce planning Preparing a learning and development plan Assessing employee learning and development needs Creating a current job description The selection process – data gathering Interviewing Psychometric testing Performance reviews Identifying development needs as a result of the selection process Developing a learning and development plan The identification of key learning priorities based on business needs Decisions on delivery methods Resourcing the plan Evaluating the plan Designing development opportunities across a mixed generational workforce The challenges of programme design for a global workforce Summary References Delivering learning and development strategy for an age diverse workforce Introduction The delivery of learning and development The nature of training The nature of learning The nature of development Some examples of different types of provision Internal provision External provision Formal versus informal methods of delivery Curated or created content The use of technology platforms Some other methods Evaluating learning and development activities Some methods of measurement and evaluation The Kirkpatrick model Brinkerhoff case method ROI Measuring ROI An example of ROI – some problems and issues ROE Return on equity More recent methods of evaluation The learning transfer evaluation model The impact measurement framework The move towards learning analytics Measuring learning outcomes Prioritizing delivery methods for particular age groups Summary References Some final thoughts Introduction Managing change The changing age profile of the workplace The need for continued investment in learning and development Changing patterns of working Changing methods of delivery of learning and development Changes to the learning and development function Summary References Appendix 1. Essential features of good objectives Appendix 2. Some examples of selection interviews Appendix 3. Performance appraisal

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Developing a learning and development strategy for an age diverse workforce
It is important for an organization to design and deliver learning and development not only in a way which satisfies operational requirements, including resourcing issues, but also in a way which provides appropriate opportunities for staff throughout their working life with that employer.The...
(Learning and Development for a Multigenerational Workforce: Growing Talent Amongst Age Diverse Employees)
Designing learning and development for an age diverse workforce
Decisions about investment in learning and development will depend on a large number of factors, not least what is required to enhance the capability of staff, ensure their motivation and retention in their job role, and hopefully improve not only their individual performance but also that of...
(Learning and Development for a Multigenerational Workforce: Growing Talent Amongst Age Diverse Employees)
Delivering learning and development strategy for an age diverse workforce
Because of mainly economic reasons, the‘job for life’concept has largely disappeared in the past 30 years or so, replaced by employees often having many different roles and positions across multiple employers. With a greater emphasis being placed on self-managed learning, staff are taking...
(Learning and Development for a Multigenerational Workforce: Growing Talent Amongst Age Diverse Employees)
Ming Learning and Development
Otherwise, agriculture continued to develop, slowly but surely, in Ming. (For standard histories, see Brook 2010; Li Bozhong 1998; Mote 1999; Mote and Twitchett 1988; Twitchett 2001.) Suzhou in Ming focused on high-quality rice, trading it widely. The people who grew it had to sell it to buy cheaper...
(Food and Environment in Early and Medieval China)
Lessons Learned from Developing and Implementing the Concept-Based Curriculum
Liang See Tan and Letchmi Devi Ponnusamy In this final chapter, we discuss lessons learnt from the complexities of crafting and practising concept-based curriculum within schools and how these practices are related to curriculum perspectives and teacher capacity in terms of knowledge, skills and...
(Curriculum for High Ability Learners: Issues, Trends and Practices)
Lessons Learned from Developing and Using Concept-Based Curriculum
The key lesson learned from the chapters in this book is that the curriculum change process can be a complex enterprise that requires collective efficacy from key stakeholders in the context. However, synthesising the accounts of developing concept- based curriculum in America, Australia, South Korea...
(Curriculum for High Ability Learners: Issues, Trends and Practices)
Connectionist models of learning and development
Many different cognitive architectures have been proposed as psychological process models of development (see Mareschal and Thomas 2007 or Mareschal 2010, for full reviews). Connectionist networks are computer models loosely based on the principles of neural information processing (Elman et al....
(Multisensory development)
Learning and Development
Learning and development, as I defined it in Chap. 10, is multi-dimensional; it’s more than training. The value of learning and development covers technical-, person-, and problem-centered dimensions. Training, on the other hand, is exclusively focused on the technical-centered approach....
(Performance Management for Agile Organizations: Overthrowing The Eight Management Myths That Hold Businesses Back)
Talent Management, Learning and Development
Talent management is a popular theme in contemporary organizations (e.g., Marchington and Wilkinson 2013). Talent management concerns the development and retention of key individuals in the organization, and can be perceived from either an inclusive or exclusive approach. An inclusive approach is focused...
(Dignity and the Organization)
The Impact of Learning and Development Opportunities
It is often argued that employers increasingly expect individuals to take responsibility for managing their own careers (Sturges, Conway, Guest & Liefooghe, 2005). Career needs are defined by Chen and colleagues (2004) as personal needs for goals (e.g., a career landmark achieved), tasks (opportunities...
(The Wiley Blackwell handbook of the psychology of recruitment, selection and employee retention)