Vertical Integration of HRD policy within companies

This study concerns HRD policymaking in companies. More specifically it explores whether so-called vertical integration of HRD policy at different organizational levels occurs within companies. Findings indicate a virtual absence of HRD policymaking or strategic HRD aligning, in all aspects and levels within the companies studied. It is thus problematical to harmonize HRD policy processes in a vertical direction

Supporting the Career Development of Older Employees: An HRD Point of View

In 1995 a quantitative exploratory survey into educational conditions promoting the careerdevelopment of older workers was carried out in a multinational chemical corporation.Educational conditions are defined as demands made on the corporate HRD-policy, HRD-activities and employees' willingness to learn, as well as stimulating factors that promote thecareer development of older workers. Although the corporation is willing to perform an age-aware personnel policy, results indicate that this still concentrates more on youngeremployees, that participants in the career development process are insufficiently stimulatingin their role and that the traditionally formal HRD-activities have little effect on the careerdevelopment of older workers. This paper describes the survey, highlights its major resultsand offers possible recommendations to improve the existing situation

Strengthening a comprehensive model for explaining HRD effectiveness

This study reports the results of the formative evaluations of two computer-supported tools and the associated strategies for their use. Tools and strategies embedded in web-based courses can increase a supervisor’s involvement in helping employees transfer learning onto the workplace. Issues relating to characteristics of the tools and strategies as well as factors influencing their likelihood of use are identified via summaries of the two evaluation studies

Characteristics explaining HRD effectiveness

Data from seven surveys were analyzed to identify characteristics that have an impact on the effectiveness of HRD programs. Results indicate, that setting specific HRD objectives promotes HRD effectiveness more than the setting of general objectives, HRD people are more positive about HRD effectiveness than managers and personnel officers, in-company programs are less effective than individual ones, and that programs in the field of languages are perceived as more effective that programs in the field of management, communication, and commerce