Strategic Human Resource Development in Practice: Leveraging Talent for Sustained Performance in the Digital Age of AI (Management for Professionals)

« This book examines human resource development (HRD) strategy as a learning process, connecting learning and adult development with organizational development and change, and talent development, with a particular focus on the use of artificial intelligence (AI). It provides professionals and practitioners as well as students with processes and tools that will help them meet the needs of employees and the organization. It takes a scholar-practitioner perspective connecting theory with practice. HRD has evolved into a mature field of scholarship in recent decades. At the same time, practices of learning and development in organizations continues to evolve dramatically. At the individual, developmental, and organizational levels, workers, managers, and executives have to be continually learning from current and emerging trends in order to strategically reposition themselves for performance and future possibilities. This includes developing the competencies to navigate the complexities of a world in which people are interacting with smart digital technologies that are broadly grouped together under the umbrella term artificial intelligence (AI). Featuring specific strategic learning methods and case studies from senior HRD professionals, this book is a valuable resource for managers, practitioners, students, scholars and others interested in strategic HRD practice. »--Quatrième de couverture Preface Acknowledgments Contents Part I: Chapters Providing the Foundations and Practices for Strategic HRD and Talent Management 1: The Scope of Human Resource Development: Both an Academic Discipline and Professional Practice 1.1 What Is Human Resource Development? 1.1.1 The Roots of Contemporary HRD Scholarship and Practice 1.1.2 Differing Perspectives and Key Commonalities in Understanding HRD 1.1.3 Moving Toward Coherence in Defining HRD 1.1.4 Recognizing the Need for Strategic HRD (SHRD) 1.2 Looking Beyond Coherence: The Traps of a Mindset of Unity in a World of Complexity 1.3 Returning to the Question “What is Human Resource Development?” 1.3.1 Our Definition of HRD 1.3.2 Also, the Need for Continuing the Debates in the Academy 1.4 Human Resource Management, Learning and Development, and Organization Development—And Leveraging AI Technology 1.5 Summary References 2: Foundations of Learning Theory for HRD Practice 2.1 What Is Learning? An Overview of the Theoretical Terrain 2.2 Knowing What—Knowing How—Two Distinct Spheres of Learning, Yet Interconnected 2.2.1 Yes Distinct, but Interconnected Spheres 2.2.2 Four Types of Learning—Edward Cell’s Learning Framework 2.3 Transformative Learning 2.4 Connecting the Terrain with Experiential Learning 2.4.1 Single Loop Learning 2.4.2 Double Loop Learning 2.4.3 Triple Loop Learning 2.4.4 Assessing Kolb’s Framework and Experiential Learning 2.5 Adult Development Theory 2.5.1 Kegan’s Constructive Developmental Theory 2.5.2 William Torbert’s Action Logics 2.5.3 John Heron’s Developmental States 2.5.4 The arc of Adult Development 2.6 Somatic Learning: Mind-Body Awareness for Self-Development 2.7 From Individual to Team and Organizational Learning 2.7.1 Frameworks of Team Learning 2.7.2 Organizational Learning 2.8 Self-Directed Learning 2.9 Summary References 3: Strategically Positioning HRD Practice in Organizations 3.1 A Political Economy Model for Understanding Strategic Connections 3.2 How HR Is Repositioning Itself: The Changing Political Economy of HR 3.3 Strategic Political Acumen 3.3.1 Mapping the Political Territory 3.3.2 Analyzing the Map 3.3.3 From Mapping to Strategic Leadership Action 3.4 Summary References 4: Digitalization, Artificial Intelligence, and Strategic HRD 4.1 Pivotal Moments in the Evolution of AI 4.1.1 The Historical Evolution of the Thinking Machines: A Brief Overview 4.1.2 A Brief Overview of the Historical Foundations of Big Data 4.2 Understanding AI in 4IR 4.3 AI Applications in HRD Practice—Current and Potential 4.3.1 Adopting Emerging Technology in Human Resources 4.3.2 HR’s Responsibilities as Stewards of Workforce Management 4.3.3 A Brief Look Back: HR as Stewards of the Workforce Agenda 4.3.4 Fast Forward to 2030 4.4 AI in the Talent Lifecycle 4.4.1 The Talent Lifecycle: Attraction and Recruiting 4.4.2 The Talent Lifecycle: Onboarding 4.4.3 The Talent Lifecycle: Learning & Development 4.4.4 The Talent Lifecycle: Rewards 4.4.5 The Talent Lifecycle: Career Planning 4.4.6 The Talent Lifecycle: Exit 4.5 Ethical Concerns in the Implementation of AI 4.6 Summary References 5: Using Data and Analytics for Improved HRD Performance in the Age of Digital Technologies 5.1 Situating HR in the Data Analytics Ecosystem 5.2 Value Proposition of Big Data—The Data-Driven HR Organization 5.3 The Evolution of HR in the Age of Big Data 5.3.1 Understanding the HR Data & Analytics Landscape 5.3.2 Levels of HR Analytics Maturity 5.4 Making it Real 5.5 Case Study in Action—Transforming Talent Acquisition & Internal Mobility 5.6 The Opportunity for Dynamic Workforce Development 5.7 The Ethics of Big Data in HR 5.8 What to Expect Next References 6: Strategic Learning for Sustainable Organization Performance 6.1 Foundational Models of Organizational Strategy 6.1.1 The Design and Planning Schools 6.1.2 The Positioning School 6.1.3 Disruptive Innovation, and Blue Ocean Strategy 6.2 From Enhancement and Adaptation to Generative Disruption—The Pattern Is Clear 6.3 Strategy Development as Learning 6.4 Core Competencies for Strategic Learning 6.4.1 Action Inquiry 6.4.2 Gaining Insight from Analogies 6.4.3 Creating Value Curves and Identifying the Most Important Customer/Stakeholder 6.4.4 Scenario Learning 6.5 Capacity 6.6 Summary References 7: Aligning Strategic, Tactical, and Operational Level Learning for Performance 7.1 Implications of Strategic Change for the HRD Agenda 7.2 The Metaphor of the HRD Pyramid 7.3 Aligning Individual Competencies, Core Competencies (Functions and Teams), and HRM Systems for Executing Strategic Performance 7.3.1 Building Core Competencies as Part of Strategic Alignment 7.3.2 Gaps in Strategically Critical Individual Skills and Competencies 7.4 Emerging Learning Needs Through Tactical and Operational Actions 7.5 A Framework for Diagnosing Performance Issues 7.5.1 Identifying the Problem 7.5.2 Connecting Problems with Solutions 7.6 Examples of HRM, L&D, and Organization Development in Action for Strategically Leveraging AI 7.7 Summary References 8: Transfer of Learning: The Path that Connects Learning to Performance 8.1 Defining Learning Transfer 8.2 Learning Transfer from a System Perspective 8.2.1 Motivation to Transfer—The Learner Characteristic Driving Transfer of Learning 8.2.2 Learning Content—Hard or Soft Skills/Competencies 8.2.3 An Adapted Learning Transfer System Model 8.2.4 The 70:20:10 Framework and the Challenges of Alignment for Transfer 8.3 Connecting with the Learning Paths of the Learners 8.4 Technology and Learning Transfer 8.5 Transfer Learning: Another Dimension of the Learning Workplace 8.6 Summary References 9: The Future of Work 9.1 The Future of Work 9.1.1 Teams and Horizontal Cross-Functional Work 9.1.2 Continuous Learning for Addressing Skill Deficits for Developing the Organization’s Existing Talent 9.1.3 Effectively Balancing and Leveraging Contingent and Full-Time Workers 9.2 Skilling the Workforce for the Future 9.2.1 L&D Strategy Aligned with the Organization’s Strategy 9.2.2 Learning Resources and Programs Need to Provide an Enhanced Learner 9.2.2.1 Experience 9.2.3 Oversight by an Executive Team Comprised of Members from Various 9.2.3.1 Functions Across the Organization As Well As L&D 9.3 A Culture Enabling the Development of the Workforce of the Future 9.4 Summary and Conclusion References 10: Case Studies of Strategic HRD Practices in the Twenty-First Century 10.1 AstraZeneca: Using Artificial Intelligence Coaching Models to Improve Sales Performance 10.1.1 Beyond Field Coaching Forms 10.1.2 Driving Behavior Change 10.1.3 Objective Performance Evaluations 10.1.4 Taking the AI Leap 10.1.5 Program Results and Future Plans 10.2 McMains Children’s Developmental Center Identifying the Most Important Customer (MIC) and Creating Value Curves (VC) to Plot a New Strategic Direction 10.2.1 Background and Organization History 10.2.2 VI Methodology 10.2.3 Applying VI Methodology and Tools to the MCDC Strategic Assessment 10.2.4 Steps taken to improve value provided by the MCDC 10.3 Cisco: Career Management for What’s Ahead 10.3.1 Two Ambitious Initiatives to Effectively Compete in the Market for Talent 10.3.2 Coupling Analytics and Organizational Network Analysis for Insight 10.3.3 A Comprehensive Study of Careers Yields Further Important Insights 10.3.4 Translating Insights into Action 10.3.5 Moving Beyond Engagement to Fulfillment 10.4 Center for Entrepreneurship and Innovation Breaking from Higher Education’s Traditional Learning Model: From Pipeline to Platform 10.4.1 Background 10.4.2 A Snapshot of the Twenty-First Century Learners 10.4.3 Some of the Challenges of Traditional Two- and Four-Year Public Colleges 10.4.4 New Frontier: Breaking with Traditional Learning Model 10.4.5 A Disruptive Business Model: Moving from Pipeline to Platform 10.5 A Financial Services Firm Mapping the Political Territory When Adopting Cloud-Based Technologies. An Illustrative Example 10.5.1 Analyzing the Map 10.5.2 From Mapping to Strategic Action 10.6 A U.S. Based Automotive Retailer AI for Talent Acquisition: Improving Pre-hire Assessments and the Interview Process 10.6.1 Application of AI for TA 10.6.2 Business Impact 10.7 A Singapore-Based Multinational Financial Services Company AI for Talent Acquisition: Enhancing Candidate Communication and Pre-hire Assessments 10.7.1 Application of AI for TA 10.7.2 Business Impact 10.8 A US-Based Multinational Restaurant Chain AI for Talent Acquisition: Increasing Sourcing Efficiency 10.8.1 Application of AI for TA 10.8.2 Business Impact 10.9 Cultural Transformation at Novartis Next-Generation HR: Learning at the Core 10.9.1 The New Culture: Feel Inspired, Curious, and Unbossed 10.9.2 Learning is a Strategic Imperative 10.9.3 Global, Divisional, and Regional Leadership 10.9.4 Measuring Progress 10.10 Agile HR at Japan Tobacco International (JTI): Next-Generation HR 10.10.1 HR Transformation 10.10.2 Strategic Prioritization 10.10.3 Service Delivery Via the Agile Pool 10.10.4 Incubating Talent 10.10.5 Key Learning 10.11 SAP Using Learning and Digital Strategies to Enhance Company Brand 10.11.1 Democratization of Learning and Development 10.11.2 Strengthen Company Brand with a Culture of Learning 10.11.3 Leveraging Technology for Learning in the Flow of Work 10.11.4 Conclusion