101 Learning and Development Tools

Essential Techniques for Creating, Delivering and Managing Effective Training
1. Auflage 2011
ISBN: 978-0-7494-6108-9
Verlag: Kogan Page

Buch, Englisch, 272 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 421 g

101 Learning and Development Tools is your practical guide to all the most up-to-date training techniques, organized around the classic learning and development cycle. Whether you need a quick, ready solution or some guidance on where to go for in-depth information, this is your essential reference guide. It picks up from where you are in the process of managing learning, and helps you place it in a broader context.

Each chapter is a mini guide to each tool with:

a description of the tool

analysis

resources needed

cost implications

cross-references to help you identify alternative or related tools for further study or investigation

101 Learning and Development Tools is the indispensable, all-in-one-volume reference book for both professionals in the field and students learning about the subject.

Autoren/Hrsg.

Fee, Kenneth

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Management: Führung & Motivation
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Personalwesen, Human Resource Management

Inhaltsverzeichnis

• • Chapter - 00: Introduction;
  • Chapter - 01: The learning and development cycle;
• Section - ONE: Learning needs analysis;
• • Chapter - 02: Understanding learning, development, education and training;
  • Chapter - 03: L&DNA grids;
  • Chapter - 04: Identifying organizational learning needs: a step-by-step approach;
  • Chapter - 05: Performance analysis quadrant;
  • Chapter - 06: The learning curve;
  • Chapter - 07: Bloom’s taxonomy of learning domains;
  • Chapter - 08: Informal and non-formal learning;
  • Chapter - 09: Kolb’s experiential learning cycle;
  • Chapter - 10: Honey and Mumford’s learning styles;
  • Chapter - 11: Rose’s learning styles;
  • Chapter - 12: Overcoming barriers to learning;
  • Chapter - 13: Johari window;
  • Chapter - 14: How to develop a learning culture;
  • Chapter - 15: How to develop a learning organization;
  • Chapter - 16: The learning value chain;
  • Chapter - 17: Accelerated learning;
  • Chapter - 18: Emotional intelligence;
  • Chapter - 19: Gardner’s multiple intelligences;
  • Chapter - 20: Neuro-linguistic programming;
  • Chapter - 21: Knowledge management: distinguishing data, information and knowledge;
  • Chapter - 22: The five aspects of talent management;
  • Chapter - 23: The talent web;
  • Chapter - 24: The succession planning cycle;
  • Chapter - 25: Devising and using standards of competence;
  • Chapter - 26: Board-level development: a needs audit;
  • Chapter - 27: Learning methods and styles grid;
  • Chapter - 28: Learning methods choice matrix;
• Section - TWO: Planning learning;
• • Chapter - 29: The six essential elements of a learning strategy;
  • Chapter - 30: Using the learning and development cycle to plan learning interventions;
  • Chapter - 31: A step-by-step guide to planning a learning event;
  • Chapter - 32: Personal development planning;
  • Chapter - 33: Using different approaches to learning and development;
  • Chapter - 34: Criteria for choosing a learning approach;
  • Chapter - 35: A checklist for procuring learning services;
  • Chapter - 36: Outsourcing versus insourcing;
  • Chapter - 37: The four phases of knowledge management;
  • Chapter - 38: The three component parts of e-learning;
  • Chapter - 39: The five models of e-learning;
  • Chapter - 40: Learning design: the five dimensions;
  • Chapter - 41: The route map model for e-learning design;
  • Chapter - 42: A classification of e-learning technologies;
  • Chapter - 43: What to look for in a digital learning platform;
  • Chapter - 44: Checklist – 10 things to look out for when dealing with e-learning vendors;
  • Chapter - 45: What to look for in a learning and development consultant;
  • Chapter - 46: What to look for in learning materials;
  • Chapter - 47: Working with union learning representatives;
  • Chapter - 48: Using qualifications;
  • Chapter - 49: Reference list of learning and development methods;
• Section - THREE: Implementing learning;
• • Chapter - 50: Icebreakers;
  • Chapter - 51: Coaching – tips and pitfalls;
  • Chapter - 52: Facilitation – tips and pitfalls;
  • Chapter - 53: Lecturing – tips and pitfalls;
  • Chapter - 54: How to mentor someone;
  • Chapter - 55: How to organize work-based learning;
  • Chapter - 56: Guided practice;
  • Chapter - 57: Putting together action learning sets;
  • Chapter - 58: Setting up a community of practice;
  • Chapter - 59: The seven pillars of a corporate university;
  • Chapter - 60: Preparing a lesson plan;
  • Chapter - 61: Preparing to deliver a course: a checklist;
  • Chapter - 62: Tips for team teaching;
  • Chapter - 63: 360-degree feedback;
  • Chapter - 64: Psychometric instruments for development rather than assessment;
  • Chapter - 65: Innovative approaches to learning;
  • Chapter - 66: Using storytelling in learning and development;
  • Chapter - 67: Games, and learning through play;
  • Chapter - 68: Simulation;
  • Chapter - 69: Volunteering-based learning;
  • Chapter - 70: Development centres;
  • Chapter - 71: Assessing and recording competence;
  • Chapter - 72: Learning logs and contracts;
  • Chapter - 73: Guided reading;
  • Chapter - 74: Appreciative inquiry;
  • Chapter - 75: Networking via professional bodies;
  • Chapter - 76: Outplacement services;
  • Chapter - 77: Blended learning models;
  • Chapter - 78: Social networking and collaborative tools;
  • Chapter - 79: Checklist for setting up a learning centre;
• Section - FOUR: Evaluating learning;
• • Chapter - 80: Costing learning;
  • Chapter - 81: Assessing learning;
  • Chapter - 82: Talent management and development: the GE nine box model;
  • Chapter - 83: Quality management of learning: the diamond model;
  • Chapter - 84: Applying quality management tools to learning;
  • Chapter - 85: Making a business case for learning and development;
  • Chapter - 86: Internal marketing of learning and development;
  • Chapter - 87: How to get value from a corporate university;
  • Chapter - 88: How to get value from learning consultants;
  • Chapter - 89: Evaluation: how to recognize and when to use the main methods;
  • Chapter - 90: Kirkpatrick’s four levels of evaluation;
  • Chapter - 91: Producing an evaluation sheet;
  • Chapter - 92: Measures in evaluating learning;
  • Chapter - 93: CIPD partnership of learning model;
  • Chapter - 94: Evaluation metrics;
  • Chapter - 95: Calculating return on investment;
  • Chapter - 96: Evaluation: return on expectations;
  • Chapter - 97: Six Sigma for learning and development;
  • Chapter - 98: Balanced scorecard for learning and development;
  • Chapter - 99: E-learning: the impact matrix;
  • Chapter - 100: Evaluation: total value add;
  • Chapter - 101: You

Über Autor(innen)

Fee, Kenneth
Kenneth Fee is a learning and development consultant, specialising in e-learning strategy. He has consulted with blue chip clients and designed solutions based on published learning resources. Kenneth was founding Chief Executive of the eLearning Alliance, is a Chartered Fellow of the CIPD and a Fellow of CMI.

Kenneth Fee has worked in learning and development for 25 years, as a trainer, consultant, manager, and writer, among other roles. He has an MA degree in social science, an MBA, certificates in training and in assessment, a professional diploma in training management, and he is a Chartered Fellow of CIPD and a Fellow of CMI.