Learning and development for a multigenerational workforce: growing talent amongst age diverse employees
"As the topic of age diversity in the workplace becomes increasingly important, this book is the first to show how organisations can provide learning and development opportunities and activities for a mixed generational workforce, and how to deal with the issues arising from such a strategy. Go...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London ; New York
Routledge
2021
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | "As the topic of age diversity in the workplace becomes increasingly important, this book is the first to show how organisations can provide learning and development opportunities and activities for a mixed generational workforce, and how to deal with the issues arising from such a strategy. Going beyond the theory, the book uncovers how learning and development for a multigenerational workforce works in practice and provides case studies throughout. Key themes include: How organisations can determine the learning and development needs of a multigenerational workforce, and the psychology of learning for different groups; How a strategy for learning and development for a mixed generation workforce can be established and delivered; The resource implications of this provision and how are organisations dealing with them to ensure flexibility; and How the outcomes and impact of such provision can be measured. With both research-based and practical content, the book is suitable for both Master's level programmes in HRM and HRD, and for learning and development professionals"-- |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | xvii, 250 Seiten |
| ISBN: | 9780367264970 9780367264963 |
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Datensatz im Suchindex
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| adam_text | CONTENTS List offigures Acknowledgements List of abbreviations xiv χν xvi Introductory chapter 1 Introduction 1 Purpose of this book 3 Who the book is aimed at 5 Research for the book 5 Structure of the book 6 Chapter І-The changing nature of human resource development 6 Chapter 2 - Factors impacting on the nature of human resource development 6 Chapter 3 - The growth of the multigenerational workforce 6 Chapter 4 — The benefits and challenges of managing an age diverse workforce 7 Chapter 5—Age and diversity— some legal issues 7 Chapter 6 — Philosophy and theories of learning and their application Ί Chapter 7 — Developing a learning and development strategyfor an age diverse workforce 7 Chapter 8 — Designing learning and developmentfor an age diverse workforce 8 Chapter 9 — Delivering learning and developmentfor an age diverse workforce 8 Chapter 10—Somefinal thoughts 8 About the author 8 Summary 9 1 The changing nature of human resource development, Introduction 10 10
vili Contents The historical development of HRD 11 Developments pre-WW2 12 Developments post-WW2 13 The 1970s onwards 14 The concept of performativity 15 The performance orientation of HRD 16 The culture/excellence school 17 The field of organization development 18 Organizational learning and the learning organization 20 Developments over the past 20 years 21 The growth of talent management 22 Digitalization of the learning process 23 Self-directed learning 25 Applications of neuroscience 26 Inclusion and diversity in the learning and development process 27 The professionalization of HRD and role of the professional bodies 28 Summary 29 2 Factors impacting on the nature of human resource development Introduction 33 Some contextual influences 34 External drivers impacting the application of HRD activities 34 Economic and socio-political factors 35 Affordability 36 External funding support 37 Competition and stability 38 Sectoral differences 38 The legislative framework of HRD practice 39 The professionalization of learning and development 40 Cultural norms and their impact on learning 40 Internal drivers impacting the application of HRD activities 42 Internal perceptions of HRD and its value proposition 43 Internal political influences and networks and support from senior managers 44 The emphasis on performance 45 Measuring and managing performance at the organizational level 45 Measuring and managing individual performance 46 Integrating the outcomes of organizational and individual performance 46 Workplace demographics 47 Some considerations in providing learning and
development in the global marketplace 48 How inclusion and diversity have evolved in the learning and development arena 50 Summary 52 33
Contents 3 The growth of the multigenerational workforce Introduction 54 Changing economic and social conditions outside and inside the workplace 55 The meaning of work 56 The search for work /life balance 58 Flexible working arrangements 59 The changing age profile of the working population 66 Some current statistics 66 Migration levek 67 The age of exit from employment 67 Health and well-being 68 The changing age profile within a workforce 69 Facing retirement and pension arrangements 76 The changing nature of work itself 77 The rise of the gig economy 78 New approaches to working 79 The implications of these economic and social conditions for managing HRD 81 Determining a strategy for HRD support 82 Summary 83 4 The benefits and challenges of managing an age diverse workforce Introduction 86 Categorizing the age profile of the workforce 87 Data protection issues 87 Stratifying the workforce by age groupings 88 Baby boomers 90 Generation X 94 Generation Y 95 Generation Z 101 Employee engagement 103 The implications for learning and development of these different generational groupings 104 Avoiding stereotyping 105 Ethical considerations Í 06 The value of a multigenerational workforce 107 Economicfactors 108 Socialfactors 110 Ethicalfactors 111 Legislativefactors 112 Summary 113 Ix 54
x Contents 5 Age and diversity ֊ some legal issues 116 Introduction 116 The nature of inclusion and diversity 117 Inclusion and diversity in the workplace 118 Inclusion and diversity at board level 119 Monitoring diversity and inclusion in the workplace 121 Internal auditing 121 Diversity and inclusion audits 122 External quality standards and awards 123 The legal requirement to ensure age diversity 125 United Kingdom 125 USA 126 Canada 127 The Middle East 127 Australia 129 New Zealand 129 Why it is important to support the employment of a diverse workforce 129 Training staff in diversity 131 The impheations of diversity for the provision of learning and development 131 Summary 132 6 Philosophy and theories of learning and their application Introduction 134 Some theories of learning 135 Behaviourist learning theory 137 Cognitive learning 139 Humanist learning 141 Social/constructivist learning 142 Experiential learning 143 Factors impacting on the learning process 146 The acquisition and application of knowledge 147 The translation of knowledge into skills 148 The role of beliefs and values in the learning process 149 Some determinants of the learning process 150 Self-awareness in the learning process 150 TheJohari window 151 The conscious/unconscious competence model 151 Transactional analysis 152 The role of reflection 153 The role offeedback 154 Emotional Intelligence 154 134
Contents How these factors might apply to an age diverse workforce 156 The impact of aging on ¡earning 157 Physiological and cognitive changes 157 Psychological changes 158 Using learning theory in the design and delivery of learning and development solutions 159 Summary 161 7 Developing a learning and development strategy for an age diverse workforce Introduction 163 The development of organizational strategy 164 Timescales 166 Direction 167 Type of organization 168 The links between strategy and performance 169 Organizational level outputs 170 Individual level outputs 170 Who is involved in strategy formulation? 172 Developing a learning and development strategy 173 Linking the learning and development strategy to business needs 176 Changing the learning and development strategy 177 Summary 177 8 Designing learning and development for an age diverse workforce Introduction 179 The identification of employee development needs 181 Workforce planning 181 Preparing a learning and development plan 182 Assessing employee learning and development needs 184 Creating a current job description 185 The selection process - data gathering 185 Interviewing 186 Psychometric testing 186 Performance reviews 186 Identfying development needs as a result of the selection process 187 Developing a learning and development plan 188 The identification of key learning priorities based on business needs 188 Decisions on delivery methods 189 Resourcing the plan 189 Evaluating the plan 190 163 179 xl
xii Contents Designing development opportunities across a mixed generational workforce 190 The challenges of programme design for a global workforce 197 Summary 198 9 Delivering learning and development strategy for an age diverse workforce 2θθ Introduction 200 The delivery of learning and development 202 The nature of training 202 The nature of learning 202 The nature of development 203 Some examples of different types ofprovision 205 Internal provision 205 External provision 205 Formal versus informal methods of delivery 206 Curated or created content 206 The use of technology platforms 207 Some other methods 208 Evaluating learning and development activities 208 Some methods of measurement and evaluation 209 The Kirkpatrick model 210 Brinkerhoff case method 210 ROI 211 Measuring ROI 212 An example of ROI — some problems and issues 212 ROE 214 Return on equity 214 More recent methods of evaluation 215 The learning transfer evaluation model 215 The impact measurement framework 215 The move towards learning analytics 216 Measuring learning outcomes 218 Prioritizing delivery methods for particular age groups 220 Summary 221 10 Some final thoughts Introduction 223 Managing change 224 The changing age profile of the workplace 226 The need for continued investment in learning and development 227 Changing patterns of working 229 Changing methods of delivery of learning and development 230 223
Contents xiii Changes to the learning and development function 231 Summary 232 Appendices 1 Essentialfeatures ofgood objectives Appendices 2 Some examples of Selection Interviews 234 235 Appendices 3 Performance appraisal 237 Index 242
|
| adam_txt |
CONTENTS List offigures Acknowledgements List of abbreviations xiv χν xvi Introductory chapter 1 Introduction 1 Purpose of this book 3 Who the book is aimed at 5 Research for the book 5 Structure of the book 6 Chapter І-The changing nature of human resource development 6 Chapter 2 - Factors impacting on the nature of human resource development 6 Chapter 3 - The growth of the multigenerational workforce 6 Chapter 4 — The benefits and challenges of managing an age diverse workforce 7 Chapter 5—Age and diversity— some legal issues 7 Chapter 6 — Philosophy and theories of learning and their application Ί Chapter 7 — Developing a learning and development strategyfor an age diverse workforce 7 Chapter 8 — Designing learning and developmentfor an age diverse workforce 8 Chapter 9 — Delivering learning and developmentfor an age diverse workforce 8 Chapter 10—Somefinal thoughts 8 About the author 8 Summary 9 1 The changing nature of human resource development, Introduction 10 10
vili Contents The historical development of HRD 11 Developments pre-WW2 12 Developments post-WW2 13 The 1970s onwards 14 The concept of performativity 15 The performance orientation of HRD 16 The culture/excellence school 17 The field of organization development 18 Organizational learning and the learning organization 20 Developments over the past 20 years 21 The growth of talent management 22 Digitalization of the learning process 23 Self-directed learning 25 Applications of neuroscience 26 Inclusion and diversity in the learning and development process 27 The professionalization of HRD and role of the professional bodies 28 Summary 29 2 Factors impacting on the nature of human resource development Introduction 33 Some contextual influences 34 External drivers impacting the application of HRD activities 34 Economic and socio-political factors 35 Affordability 36 External funding support 37 Competition and stability 38 Sectoral differences 38 The legislative framework of HRD practice 39 The professionalization of learning and development 40 Cultural norms and their impact on learning 40 Internal drivers impacting the application of HRD activities 42 Internal perceptions of HRD and its value proposition 43 Internal political influences and networks and support from senior managers 44 The emphasis on performance 45 Measuring and managing performance at the organizational level 45 Measuring and managing individual performance 46 Integrating the outcomes of organizational and individual performance 46 Workplace demographics 47 Some considerations in providing learning and
development in the global marketplace 48 How inclusion and diversity have evolved in the learning and development arena 50 Summary 52 33
Contents 3 The growth of the multigenerational workforce Introduction 54 Changing economic and social conditions outside and inside the workplace 55 The meaning of work 56 The search for work /life balance 58 Flexible working arrangements 59 The changing age profile of the working population 66 Some current statistics 66 Migration levek 67 The age of exit from employment 67 Health and well-being 68 The changing age profile within a workforce 69 Facing retirement and pension arrangements 76 The changing nature of work itself 77 The rise of the gig economy 78 New approaches to working 79 The implications of these economic and social conditions for managing HRD 81 Determining a strategy for HRD support 82 Summary 83 4 The benefits and challenges of managing an age diverse workforce Introduction 86 Categorizing the age profile of the workforce 87 Data protection issues 87 Stratifying the workforce by age groupings 88 Baby boomers 90 Generation X 94 Generation Y 95 Generation Z 101 Employee engagement 103 The implications for learning and development of these different generational groupings 104 Avoiding stereotyping 105 Ethical considerations Í 06 The value of a multigenerational workforce 107 Economicfactors 108 Socialfactors 110 Ethicalfactors 111 Legislativefactors 112 Summary 113 Ix 54
x Contents 5 Age and diversity ֊ some legal issues 116 Introduction 116 The nature of inclusion and diversity 117 Inclusion and diversity in the workplace 118 Inclusion and diversity at board level 119 Monitoring diversity and inclusion in the workplace 121 Internal auditing 121 Diversity and inclusion audits 122 External quality standards and awards 123 The legal requirement to ensure age diversity 125 United Kingdom 125 USA 126 Canada 127 The Middle East 127 Australia 129 New Zealand 129 Why it is important to support the employment of a diverse workforce 129 Training staff in diversity 131 The impheations of diversity for the provision of learning and development 131 Summary 132 6 Philosophy and theories of learning and their application Introduction 134 Some theories of learning 135 Behaviourist learning theory 137 Cognitive learning 139 Humanist learning 141 Social/constructivist learning 142 Experiential learning 143 Factors impacting on the learning process 146 The acquisition and application of knowledge 147 The translation of knowledge into skills 148 The role of beliefs and values in the learning process 149 Some determinants of the learning process 150 Self-awareness in the learning process 150 TheJohari window 151 The conscious/unconscious competence model 151 Transactional analysis 152 The role of reflection 153 The role offeedback 154 Emotional Intelligence 154 134
Contents How these factors might apply to an age diverse workforce 156 The impact of aging on ¡earning 157 Physiological and cognitive changes 157 Psychological changes 158 Using learning theory in the design and delivery of learning and development solutions 159 Summary 161 7 Developing a learning and development strategy for an age diverse workforce Introduction 163 The development of organizational strategy 164 Timescales 166 Direction 167 Type of organization 168 The links between strategy and performance 169 Organizational level outputs 170 Individual level outputs 170 Who is involved in strategy formulation? 172 Developing a learning and development strategy 173 Linking the learning and development strategy to business needs 176 Changing the learning and development strategy 177 Summary 177 8 Designing learning and development for an age diverse workforce Introduction 179 The identification of employee development needs 181 Workforce planning 181 Preparing a learning and development plan 182 Assessing employee learning and development needs 184 Creating a current job description 185 The selection process - data gathering 185 Interviewing 186 Psychometric testing 186 Performance reviews 186 Identfying development needs as a result of the selection process 187 Developing a learning and development plan 188 The identification of key learning priorities based on business needs 188 Decisions on delivery methods 189 Resourcing the plan 189 Evaluating the plan 190 163 179 xl
xii Contents Designing development opportunities across a mixed generational workforce 190 The challenges of programme design for a global workforce 197 Summary 198 9 Delivering learning and development strategy for an age diverse workforce 2θθ Introduction 200 The delivery of learning and development 202 The nature of training 202 The nature of learning 202 The nature of development 203 Some examples of different types ofprovision 205 Internal provision 205 External provision 205 Formal versus informal methods of delivery 206 Curated or created content 206 The use of technology platforms 207 Some other methods 208 Evaluating learning and development activities 208 Some methods of measurement and evaluation 209 The Kirkpatrick model 210 Brinkerhoff case method 210 ROI 211 Measuring ROI 212 An example of ROI — some problems and issues 212 ROE 214 Return on equity 214 More recent methods of evaluation 215 The learning transfer evaluation model 215 The impact measurement framework 215 The move towards learning analytics 216 Measuring learning outcomes 218 Prioritizing delivery methods for particular age groups 220 Summary 221 10 Some final thoughts Introduction 223 Managing change 224 The changing age profile of the workplace 226 The need for continued investment in learning and development 227 Changing patterns of working 229 Changing methods of delivery of learning and development 230 223
Contents xiii Changes to the learning and development function 231 Summary 232 Appendices 1 Essentialfeatures ofgood objectives Appendices 2 Some examples of Selection Interviews 234 235 Appendices 3 Performance appraisal 237 Index 242 |
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| index_date | 2024-07-03T17:32:12Z |
| indexdate | 2024-07-10T09:09:17Z |
| institution | BVB |
| isbn | 9780367264970 9780367264963 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-032737299 |
| oclc_num | 1260138609 |
| open_access_boolean | |
| owner | DE-706 DE-1050 DE-473 DE-BY-UBG |
| owner_facet | DE-706 DE-1050 DE-473 DE-BY-UBG |
| physical | xvii, 250 Seiten |
| publishDate | 2021 |
| publishDateSearch | 2021 |
| publishDateSort | 2021 |
| publisher | Routledge |
| record_format | marc |
| spelling | Mulvie, Angela 1948- Verfasser (DE-588)123349399X aut Learning and development for a multigenerational workforce growing talent amongst age diverse employees Angela Mulvie London ; New York Routledge 2021 xvii, 250 Seiten txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index "As the topic of age diversity in the workplace becomes increasingly important, this book is the first to show how organisations can provide learning and development opportunities and activities for a mixed generational workforce, and how to deal with the issues arising from such a strategy. Going beyond the theory, the book uncovers how learning and development for a multigenerational workforce works in practice and provides case studies throughout. Key themes include: How organisations can determine the learning and development needs of a multigenerational workforce, and the psychology of learning for different groups; How a strategy for learning and development for a mixed generation workforce can be established and delivered; The resource implications of this provision and how are organisations dealing with them to ensure flexibility; and How the outcomes and impact of such provision can be measured. With both research-based and practical content, the book is suitable for both Master's level programmes in HRM and HRD, and for learning and development professionals"-- Arbeitsplatz (DE-588)4002759-4 gnd rswk-swf Diversity Management (DE-588)7611361-9 gnd rswk-swf Älterer Arbeitnehmer (DE-588)4000571-9 gnd rswk-swf Mehrgenerationenmodell (DE-588)4215762-6 gnd rswk-swf Personalentwicklung (DE-588)4121465-1 gnd rswk-swf Personalmanagement / (DE-627)091382866 / (DE-STW)12567-2 Personalentwicklung / (DE-627)091382793 / (DE-STW)12589-6 Diversity Management / (DE-627)091355214 / (DE-STW)21306-1 Lernen / (DE-627)091375053 / (DE-STW)15656-2 Diversity in the workplace Older people / Employment Employees / Training of Manpower planning Arbeitsplatz (DE-588)4002759-4 s Personalentwicklung (DE-588)4121465-1 s Diversity Management (DE-588)7611361-9 s Mehrgenerationenmodell (DE-588)4215762-6 s Älterer Arbeitnehmer (DE-588)4000571-9 s DE-604 Erscheint auch als Online-Ausgabe 978-0-429-29348-1 Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032737299&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Mulvie, Angela 1948- Learning and development for a multigenerational workforce growing talent amongst age diverse employees Arbeitsplatz (DE-588)4002759-4 gnd Diversity Management (DE-588)7611361-9 gnd Älterer Arbeitnehmer (DE-588)4000571-9 gnd Mehrgenerationenmodell (DE-588)4215762-6 gnd Personalentwicklung (DE-588)4121465-1 gnd |
| subject_GND | (DE-588)4002759-4 (DE-588)7611361-9 (DE-588)4000571-9 (DE-588)4215762-6 (DE-588)4121465-1 |
| title | Learning and development for a multigenerational workforce growing talent amongst age diverse employees |
| title_auth | Learning and development for a multigenerational workforce growing talent amongst age diverse employees |
| title_exact_search | Learning and development for a multigenerational workforce growing talent amongst age diverse employees |
| title_exact_search_txtP | Learning and development for a multigenerational workforce growing talent amongst age diverse employees |
| title_full | Learning and development for a multigenerational workforce growing talent amongst age diverse employees Angela Mulvie |
| title_fullStr | Learning and development for a multigenerational workforce growing talent amongst age diverse employees Angela Mulvie |
| title_full_unstemmed | Learning and development for a multigenerational workforce growing talent amongst age diverse employees Angela Mulvie |
| title_short | Learning and development for a multigenerational workforce |
| title_sort | learning and development for a multigenerational workforce growing talent amongst age diverse employees |
| title_sub | growing talent amongst age diverse employees |
| topic | Arbeitsplatz (DE-588)4002759-4 gnd Diversity Management (DE-588)7611361-9 gnd Älterer Arbeitnehmer (DE-588)4000571-9 gnd Mehrgenerationenmodell (DE-588)4215762-6 gnd Personalentwicklung (DE-588)4121465-1 gnd |
| topic_facet | Arbeitsplatz Diversity Management Älterer Arbeitnehmer Mehrgenerationenmodell Personalentwicklung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032737299&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT mulvieangela learninganddevelopmentforamultigenerationalworkforcegrowingtalentamongstagediverseemployees |