A Diverse Global Network of Organisations Focused on People & Performance
The future of jobs and skills in Africa (World Economic Forum)
Comparative HRD Practice (Joint IFTDO UFHRD research)
Initial findings from the IFTDO - UFHRD jointly funded project comparing HRD practice across Europe, Africa and Asia, were presented by Sophie Mills, at the IFTDO Conference in Kuala Lumpar. The research team also comprises Professor Jim Stewart (Coventry University Business School). The latest phase of the research draws on themes and issues emerging from the focus groups conducted in India, Taiwan, Nigeria and Ireland. Both similarities and contrasts are noted within the three regions.
The Looming Talent Crisis: Research Shows Companies Unprepared for Future of Work
Businesses are facing the most diverse work environment that the world has ever seen with five different generations working together, across geographies — each with different skills, experiences and work habits. More of these workers will be freelancers and long-term contractors. All of this represents a major opportunity for productivity, talent development and employee engagement, but according to new wide-scale research from Oxford Economics, most companies are unprepared to capitalize on it. As revealed in Workforce 2020, an independent, global study by Oxford Economics with support from SAP SE, most companies recognize the importance of managing an increasingly international, diverse and mobile workforce. However, the majority lack the strategy, culture and solutions to do so. Oxford Economics surveyed more than 5,400 employees and executives and interviewed 29 executives in 27 countries, finding that two-thirds of businesses have not made significant progress toward building a workforce that will meet their future business objectives. More details from http://www.oxfordeconomics.com/workforce2020/research
Learning & Development: Evolving Roles
This research demonstrates that mature practice within the top performing L&D teams leads to significant business benefits. L&D roles are evolving, but not always at the pace needed. There are signs that roles are becoming increasingly multifaceted, with this set to continue in future, necessitating a blend of skills and capabilities. In this context agility and versatility are essential, as L&D professionals need to play multiple roles. A key shift is a move away from learning delivery to performance consultancy, underpinned by the need for L&D to be aligned to the business and deliver tangible organisational and individual impact. There is also increasingly a need for L&D to support social learning. The report, which includes six case studies can be downloaded at: http://www.cipd.co.uk/hr-resources/research/l-and-d-roles-skills.aspx
HRD Professional Practice Across Three Continents
Instigated by IFTDO’s Scientific Committee and in collaboration with the University Forum for HRD a fascinating project is underway explore HRD professional practice across three continents; Europe, Asia and Africa The research is being led by Professor Jim Stewart at Coventry University, UK. Key questions include: “What are the key driving forces shaping HRD strategies and activities in each of the three regions? “ and “What roles and strategies are pursued and adopted by HRD departments in organisations within the three regions?” Fieldwork includes a survey of IFTDO membership and focus group interviews. A paper presented to the UFHRD Conference in June presents interim findings.
Transitions to work in Eastern Europe and Central Asia: multiple barriers to finding decent jobs
Young people in Eastern Europe and Central Asia face multiple barriers in finding decent jobs. This the headline finding of a new ILO report on the transition of young people from school to work in Eastern Europe and Central Asia. It shows a missed opportunity in absorbing a well-educated youth workforce. More than half of youth aged 15-29 in Eastern Europe and Central Asia completed their secondary studies, and nearly all of the others remain in school. However, an economic slowdown in the region has brought only limited job creation, running the risk of wasting the potential of a large pool of well-educated youth. More details from the ILO at: http://www.ilo.org/employment/areas/youth-employment/work-for-youth/publications/regional-reports/WCMS_357353/lang--en/index.htm
Line Managers key to building workplace trust
Research released by Westminster Business School in association with the UKs Institute of Internal Communication and Top Banana, an innovative management and leadership consultancy, concludes that line managers have a critical role to play in building trust in the workplace. The full report is available for download from: http://top-b.com/trustinleadership/
Culture and Engagement: the naked organisation
According to a study by Deloitte University employee engagement and culture are now business issues, not just topics for HR to debate. And according to their report “there’s no place for organizations to hide”. An organization’s culture—which the authors define loosely as “the way things work around here”—is increasingly visible for all the world to see. Brown, S., Chheng, S., Melian, V., Parker, K. and Solow, M., 2015, Culture and Engagement: the naked organisation, Deloitte University Press
ILO report that Robot Age is a Reality: implications for skills and training
Research highlights need for change in approaches to formal learning in organisations
The 'new learning organisation' ? Research suggests 6 key characteristics
Successful organisations are engaging in new approaches to learning and performance, but formal learning opportunities need to change. This research report, from the UK organisation Towards Maturity, considers how L&D leaders can transform formal learning in their organisation. Looking at the learner journey, the role of technology and the role of the classroom trainer, this report aims to build confidence in innovation by learning from the most successful organisations.