Fee 101 Learning and Development Tools

Essential Techniques for Creating, Delivering and Managing Effective Training
1. Auflage 2011
ISBN: 978-0-7494-6109-6
Verlag: Kogan Page
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 272 Seiten, Web PDF

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

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.