Showing posts with label talent. Show all posts
Showing posts with label talent. Show all posts

Development of Professional Expertise: Toward Measurement of Expert Performance and Design of Optimal Learning Environments Review

Development of Professional Expertise: Toward Measurement of Expert Performance and Design of Optimal Learning Environments
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Development of Professional Expertise: Toward Measurement of Expert Performance and Design of Optimal Learning Environments ReviewDevelopment of Professional Expertise is perhaps the finest book I've ever read on how to generate great individual and group performances, and I've read more than 400 books on the topic. Indirectly it shows how ineffective traditional talent management really is at many organizations. Using terms like "work-sample testing, engagement simulation, and after-activity reviews," it provides the reader with a toolbox of approaches that can be applied in any type of organization. The variety of authors and case studies provides extraordinary breadth and depth on the topics of objectively measuring performance and ways to improve it. I can't think of a better investment for any business manager who wants to improve performance throughout his or her organization, or part of an organization.
My favorite parts of this book were the actual methods for improving performance, which include engagement simulation, cognitive apprenticeship, processing activities, modeling, and problem-based methods. My on-going professional quest is to find ways to improve group performance because I believe groups are the fundamental unit of any organization. No individual creates and delivers value to customers in a vacuum. That value is created and delivered by groups of people. Organizations don't create new products or services. It is groups within those organizations that create the new products and services. Consequently any methods that can be applied to improve group performance are very valuable in my opinion.
Even though on page three, it says, "The primary focus of this book is on individual performance," I still believe these methods for improving performance can be applied to groups as well even though it may require some tweaking of the methods.
An additional strength of the book is the breadth of examples and authors. This theme of developing professional expertise was looked at from the eyes of more than 30 authors, all of whom seem to know the content of their chapters very well. This enriched the overall perspective that the reader gained from the book. It would be impossible for any one person to have that much breadth of knowledge and experience.
Development of Professional Expertise: Toward Measurement of Expert Performance and Design of Optimal Learning Environments OverviewProfessionals such as medical doctors, airplane pilots, lawyers, and technical specialists find that some of their peers have reached high levels of achievement that are difficult to measure objectively. In order to understand to what extent it is possible to learn from these expert performers for the purpose of helping others improve their performance, we first need to reproduce and measure this performance. This book is designed to provide the first comprehensive overview of research on the acquisition and training of professional performance as measured by objective methods rather than by subjective ratings by supervisors. In this collection of articles, the world's foremost experts discuss methods for assessing the experts' knowledge and review our knowledge on how we can measure professional performance and design training environments that permit beginning and experienced professionals to develop and maintain their high levels of performance, using examples from a wide range of professional domains.

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Beyond HR: The New Science of Human Capital Review

Beyond HR: The New Science of Human Capital
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Beyond HR: The New Science of Human Capital ReviewJohn W. Boudreau and Peter M. Ramstad say that companies need to transform their human resource (HR) function into a strategic resource, and compete for talent using HR as a "decision science." The tactical skill they call "talentship" is a management approach that enables firms to understand the strategic nature of their employee base and to build value through the way they handle people. Using their human capital decision-making framework ("HC BRidge") and examples from companies as diverse as Disney, McDonalds, Boeing and Williams-Sonoma, they explain that leaders inside and outside of HR must be aware of their competitive talent "pivot points." Though on the dry side, this targeted book will give you a more energetic vision of what HR can become. We recommend it to HR professionals who want a practical, actionable framework for implementing talent-oriented ideas.Beyond HR: The New Science of Human Capital OverviewBeyond HR is the pivot point that illuminates the connection between business and HR strategy in a highly transparent, compelling, and pragmatic way. Boudreau and Ramstad make the case very effectively that talentship is indeed a decision science. Ian Ziskin, Corporate Vice President, Chief Human Resources and Administrative Officer, Northrop Grumman Corporation Boudreau and Ramstad present a paradigm shift and a new leadership engine for today s and tomorrow s HR and business leaders. Like Ulrich s HR champions, their sustained research and practical testing has more firmly embedded HR management within top-tier organizational leadership. This major contribution to leadership practice will tangibly improve firms competitive position. Boards should hold chief executives and HR officers accountable to understand and practice the lessons from Beyond HR. John D. Hofmeister, President and US Country Chair, Shell Oil Company Put away the organizational tarot cards! In Beyond HR, Boudreau and Ramstad effectively show that it is imperative for the HR profession to move from historically instinctive decision making to the analytical discipline that has existed with our functional colleagues for years. Our organizations futures and our senior leaders expectations urgently require that we all make this shift quickly. David A. Pace, Executive Vice President, Partner Resources, Starbucks Business leaders too often have vague or inconsistent ideas about where talent creates competitive advantage, so talent decisions provide situational rather than strategic solutions. Beyond HR creates a much-needed framework to connect strategic imperatives to talent strategy. The framework helps the entire executive committee to clarify both a must-read for all CEOs and chief HR officers. John S. Bronson, former Executive Vice President HR, Pepsi Cola Worldwide, and Senior Vice President HR, Williams-Sonoma, Inc. Beyond HR is more than evolutionary it is revolutionary thinking. Boudreau and Ramstad present an entirely new perspective on talent-related decisions in organizations. It is a manifesto with a road map, a decision-science framework for enhancing the quality and rigor of decisions about human capital. Embrace it now, because once your competitors do, you will have to follow if you want to compete and win with talent. Wayne F. Cascio, PhD, US Bank Term Professor of Management, The Business School, University of Colorado-Denver and Health Sciences Center

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