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

Introductory chapterIntroductionPurpose of this bookWho the book is aimed atResearch for the bookStructure of the bookAbout the authorSummaryReferencesThe changing nature of human resource developmentIntroductionThe historical development of HRDDevelopments pre-WW2Developments post-WW2The 1970s onwardsThe concept of performativityThe performance orientation of HRDThe culture/excellence schoolThe field of organization developmentOrganizational learning and the learning organizationDevelopments over the past 20 yearsThe growth of talent managementDigitalization of the learning processSelf-directed learningApplications of neuroscienceInclusion and diversity in the learning and development processThe professionalization of HRD and role of the professional bodiesSummaryReferencesFactors impacting on the nature of human resource developmentIntroductionSome contextual influencesExternal drivers impacting the application of HRD activitiesEconomic and socio-political factorsAffordabilityExternal funding supportCompetition and stabilitySectoral differencesThe legislative framework of HRD practiceThe professionalization of learning and developmentCultural norms and their impact on learningInternal drivers impacting the application of HRD activitiesInternal perceptions of HRD and its value propositionInternal political influences and networks and support from senior managersThe emphasis on performanceMeasuring and managing performance at the organizational levelMeasuring and managing individual performanceIntegrating the outcomes of organizational and individual performanceWorkplace demographicsSome considerations in providing learning and development in the global marketplaceHow inclusion and diversity have evolved in the learning and development arenaSummaryReferencesThe growth of the multigenerational workforceIntroductionChanging economic and social conditions outside and inside the workplaceThe meaning of workThe search for work/life balanceFlexible working arrangementsThe changing age profile of the working populationSome current statisticsMigration levelsThe age of exit from employmentHealth and well-beingThe changing age profile within a workforceFacing retirement and pension arrangementsThe changing nature of work itselfThe rise of the gig economyNew approaches to workingThe implications of these economic and social conditions for managing HRDDetermining a strategy for HRD supportSummaryReferencesThe benefits and challenges of managing an age diverse workforceIntroductionCategorizing the age profile of the workforceData protection issuesStratifying the workforce by age groupingsBaby boomersGeneration XGeneration YGeneration ZEmployee engagementThe implications for learning and development of these different generational groupingsAvoiding stereotypingEthical considerationsThe value of a multigenerational workforceEconomic factorsSocial factorsEthical factorsLegislative factorsSummaryReferencesAge and diversity – some legal issuesIntroductionThe nature of inclusion and diversityInclusion and diversity in the workplaceInclusion and diversity at board levelMonitoring diversity and inclusion in the workplaceInternal auditingDiversity and inclusion auditsExternal quality standards and awardsThe legal requirement to ensure age diversityUnited KingdomUSACanadaThe Middle EastAustraliaNew ZealandWhy it is important to support the employment of a diverse workforceTraining staff in diversityThe implications of diversity for the provision of learning and developmentSummaryReferencesPhilosophy and theories of learning and their applicationIntroductionSome theories of learningBehaviourist learning theoryCognitive learningHumanist learningSocial/constructivist learningExperiential learningFactors impacting on the learning processThe acquisition and application of knowledgeThe translation of knowledge into skillsThe role of beliefs and values in the learning processSome determinants of the learning processSelf-awareness in the learning processThe Johari windowThe conscious/unconscious competence modelTransactional analysisThe role of reflectionThe role of feedbackEmotional IntelligenceHow these factors might apply to an age diverse workforceThe impact of aging on learningPhysiological and cognitive changesPsychological changesUsing learning theory in the design and delivery of learning and development solutionsSummaryReferencesDeveloping a learning and development strategy for an age diverse workforceIntroductionThe development of organizational strategyTimescalesDirectionType of organizationThe links between strategy and performanceOrganizational level outputsIndividual level outputsWho is involved in strategy formulation?Developing a learning and development strategyLinking the learning and development strategy to business needsChanging the learning and development strategySummaryReferencesDesigning learning and development for an age diverse workforceIntroductionThe identification of employee development needsWorkforce planningPreparing a learning and development planAssessing employee learning and development needsCreating a current job descriptionThe selection process – data gatheringInterviewingPsychometric testingPerformance reviewsIdentifying development needs as a result of the selection processDeveloping a learning and development planThe identification of key learning priorities based on business needsDecisions on delivery methodsResourcing the planEvaluating the planDesigning development opportunities across a mixed generational workforceThe challenges of programme design for a global workforceSummaryReferencesDelivering learning and development strategy for an age diverse workforceIntroductionThe delivery of learning and developmentThe nature of trainingThe nature of learningThe nature of developmentSome examples of different types of provisionInternal provisionExternal provisionFormal versus informal methods of deliveryCurated or created contentThe use of technology platformsSome other methodsEvaluating learning and development activitiesSome methods of measurement and evaluationThe Kirkpatrick modelBrinkerhoff case methodROIMeasuring ROIAn example of ROI – some problems and issuesROEReturn on equityMore recent methods of evaluationThe learning transfer evaluation modelThe impact measurement frameworkThe move towards learning analyticsMeasuring learning outcomesPrioritizing delivery methods for particular age groupsSummaryReferencesSome final thoughtsIntroductionManaging changeThe changing age profile of the workplaceThe need for continued investment in learning and developmentChanging patterns of workingChanging methods of delivery of learning and developmentChanges to the learning and development functionSummaryReferencesAppendix 1. Essential features of good objectivesAppendix 2. Some examples of selection interviewsAppendix 3. Performance appraisal
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