Showing papers by "William J. Rothwell published in 1999"
TL;DR: Competency efforts in the USA have evolved from an early focus on distinctions between best-in-class (exemplary) and fully-successful performers to become a link between organisational strategy and organizational and individual performance as mentioned in this paper.
Abstract: Competency efforts in the USA programmes have evolved from an early focus on distinctions between best-in-class (exemplary) and fully-successful performers to become a link between organisational strategy and organisational and individual performance. Interest in competency-based approaches is growing. Training and development professionals are using competency models to clarify organisation-specific competencies to improve human performance and unify individual capabilities with organisational core competencies. Educators and government policymakers are using competency models as one means to clarify and link workplace requirements to educational programmes and curricula.
262 citations
Book•
01 Jan 1999
TL;DR: Action Learning as discussed by the authors is an approach to solving problems and developing people through action learning. But it is not suitable for all situations and it is difficult to find the appropriate situation for action learning to be recognized.
Abstract: List of Exhibits on DiskettePrefaceIntroduction Part One: Introducing Action Learning One: What is Action Learning? Two: Why Use Action Learning? Part Two: Facilitating Action Learning Three: How Can Situtations Appropriate for Action Learning Be Recognized? Four: How Should the Members of an Action Team Be Recruited, Selected , and Oriented? Five: What is the Team Facilitatora s Role in Action Learning? Six: How Can Action Learning Be Applied to Solving Problems and Developing People? Seven: How Can Action Learning Be Applied to Training Design? Part Three: Pointing Toward the Future Eight: How Should Action Learning Be Evaluated?
26 citations
TL;DR: A recent research study sponsored by the US-based Society for Human Resource Management identified six key workforce and workplace trends facing HR managers as discussed by the authors, which focused around changes in technology, globalisation, cost containment, speed in market change, knowledge capital, and change.
Abstract: A recent research study sponsored by the US-based Society for Human Resource Management identified six key workforce and workplace trends facing HR managers. These trends focused around changes in technology, globalisation, cost containment, speed in market change, knowledge capital, and change. This article examines the implications of these trends for training and development professionals.
23 citations
01 Jan 1999
TL;DR: In this paper, the American Society for Training and Development (ASTD) authorised a competency study focusing on workplace learning and performance (WLP), and the study looked at what competencies WLP practitioners and line managers perceived as necessary for success in WLP, and what they perceived will be necessary for WLP in five years.
Abstract: In 1997, the American Society for Training and Development (ASTD) authorised a competency study focusing on workplace learning and performance (WLP). The study looked at what competencies WLP practitioners and line managers perceived as necessary for success in WLP, and what competencies WLP practitioners and line managers perceived will be necessary for WLP in five years. This publication summarises the results of this study. It is structured as follows: section one provides background information; section two examines the trends that are likely to exert the most impact on WLP; section three describes the study methodology; section four provides a summary of WLP roles, competencies and outputs; section five contains the study findings; section six examines ethical issues and challenges in WLP; section seven suggests possible audience and uses of this study; and section eight contains the conclusion and recommendations. Also includes a bibliography, glossary and two appendices: (1) Qualitative response to the questionnaire; and (2) Workplace learning and performance timeline.
22 citations