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Developing human capital : using analytics to plan and optimize your learning and development investments / Gene Pease, Barbara (Bonnie) Beresford, Lew Walker.

By: Pease, Gene, 1950-Contributor(s): Beresford, Bonnie, 1957- | Walker, Lew, 1957-Material type: TextTextSeries: Wiley and SAS business seriesPublisher: Hoboken, New Jersey : John Wiley & Sons, [2014]Description: 1 online resourceContent type: text Media type: computer Carrier type: online resourceISBN: 9781118910986; 1118910982; 9781118910887; 1118910885; 111875350X; 9781118753507; 9781306908290; 1306908299Subject(s): Manpower planning | Human capital -- Management | Employees -- Training of | Personnel management | BUSINESS & ECONOMICS -- Decision-Making & Problem Solving | Employees -- Training of | Human capital -- Management | Manpower planning | Personnel managementGenre/Form: Electronic books. | Electronic books.Additional physical formats: Print version:: Developing human capital.DDC classification: 658.3/01 LOC classification: HF5549.5.M3Other classification: BUS019000 Online resources: Wiley Online Library
Contents:
Title; Copyright; Foreword; Preface; Acknowledgments; Introduction; Chapter 1: The New Workforce; Defining the Generations; Projected Gaps as the Generations Shift; Chasing Down Retirement; Changing the Way We Work; Technology; Economy; Globalization; Demographics; Are Virtual Workplaces Here to Stay?; What Can Learning Leaders Do?; Summary; Notes; Chapter 2: The Need for a Strategy; Measurement as an Intentional Process; Continuum of Analytics; Continuum of Learning and Development Analytics; Summary; Notes; Case Study: A Measurement Strategy in Action: Pfizer
Chapter 3: Establishing a Measurement FrameworkMeasurement Frameworks; A Practical Measurement Framework for Learning; Summary; Notes; Case Study: Improving Collectors' Skills: AT Chapter 4: Planning for Success; Purpose and Political Will; Skills and Capabilities; Tools and Technology; Data; Taking Inventory: What It Takes; Developing the Plan: Measurement Blueprints; Summary; Note; Case Study: A Culture of Measurement: Chrysler Academy; Chapter 5: Curriculum Alignment; Goal: To Close the Skill Gaps; The Performance Map; How We Learn from High Performers; Quantifying the Gap
Aligning and Prioritizing the CurriculumBeyond Curricula; Summary; Case Study: Performance Analytics for an Aligned Curriculum: VW Credit, Inc.; Chapter 6: Measurement Alignment; Alignment Wanted; Maps-An Old Idea, a New Application; What Is a Measurement Map?; What Does a Measurement Map Look Like?; Building a Measurement Map; Defining the Data; Summary; Case Study: Showing Learning's Alignment with the Business: VW Credit, Inc.; Chapter 7: Improving on the Basics; The Basics; Improving Level 1; Improving Level 2; Improving the Analysis; Summary; Notes
Case Study: Leadership Program at a Fortune 500 Financial CompanyChapter 8: Hard Evidence Using Advanced Analytics; The Quest for Isolated Impact; Causation: What Really Drives Performance?; Isolating the Impact: Improving Levels 4 and 5; A Gentle Guide to the Statistics of Causation; Statistical Modeling and Significance; Isolation and the Analytics Continuum; Summary; Note; Case Study: Achieving Business Impact at a Major Utility Company; Case Study: Hard Evidence Using Advanced Analytics: Valuing Training at Defense Acquisition University; Note
Chapter 9: Optimization through Predictive AnalyticsPredictive Analytics; How to Optimize Investments; Getting the Data for Optimization; Predictive Analytics-A Learning Game Changer; Pioneers of Predictive Analytics in Human Resources; Conclusion; Notes; Case Study: Optimizing Performance Management: VF Corporation; Chapter 10: In Conclusion-Get Started; Note; Appendix A: Talent Development Reporting Principles (TDRp): Managing Learning like a Business to Deliver Greater Impact, Effectiveness, and Efficiency; Appendix B: What It Takes; Appendix C: Measurement Plan: Blueprints for Measurement
Summary: Don't squander your most valuable resource! Collectively, your workers are your company's most important and most valuable asset. To make the most of this asset, nothing beats quantitative performance and investment measurement. Learning and Development is an 80 billion-dollar industry, and every valuable employee represents a sizable investment on the part of your company. To keep your business moving forward, effective management of human capital is crucial. It generates plenty of data, and deep analysis of this data helps you provide feedback and make adjustments to capitalize on the combin.
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Includes bibliographical references and index.

Print version record and CIP data provided by publisher.

Don't squander your most valuable resource! Collectively, your workers are your company's most important and most valuable asset. To make the most of this asset, nothing beats quantitative performance and investment measurement. Learning and Development is an 80 billion-dollar industry, and every valuable employee represents a sizable investment on the part of your company. To keep your business moving forward, effective management of human capital is crucial. It generates plenty of data, and deep analysis of this data helps you provide feedback and make adjustments to capitalize on the combin.

Title; Copyright; Foreword; Preface; Acknowledgments; Introduction; Chapter 1: The New Workforce; Defining the Generations; Projected Gaps as the Generations Shift; Chasing Down Retirement; Changing the Way We Work; Technology; Economy; Globalization; Demographics; Are Virtual Workplaces Here to Stay?; What Can Learning Leaders Do?; Summary; Notes; Chapter 2: The Need for a Strategy; Measurement as an Intentional Process; Continuum of Analytics; Continuum of Learning and Development Analytics; Summary; Notes; Case Study: A Measurement Strategy in Action: Pfizer

Chapter 3: Establishing a Measurement FrameworkMeasurement Frameworks; A Practical Measurement Framework for Learning; Summary; Notes; Case Study: Improving Collectors' Skills: AT Chapter 4: Planning for Success; Purpose and Political Will; Skills and Capabilities; Tools and Technology; Data; Taking Inventory: What It Takes; Developing the Plan: Measurement Blueprints; Summary; Note; Case Study: A Culture of Measurement: Chrysler Academy; Chapter 5: Curriculum Alignment; Goal: To Close the Skill Gaps; The Performance Map; How We Learn from High Performers; Quantifying the Gap

Aligning and Prioritizing the CurriculumBeyond Curricula; Summary; Case Study: Performance Analytics for an Aligned Curriculum: VW Credit, Inc.; Chapter 6: Measurement Alignment; Alignment Wanted; Maps-An Old Idea, a New Application; What Is a Measurement Map?; What Does a Measurement Map Look Like?; Building a Measurement Map; Defining the Data; Summary; Case Study: Showing Learning's Alignment with the Business: VW Credit, Inc.; Chapter 7: Improving on the Basics; The Basics; Improving Level 1; Improving Level 2; Improving the Analysis; Summary; Notes

Case Study: Leadership Program at a Fortune 500 Financial CompanyChapter 8: Hard Evidence Using Advanced Analytics; The Quest for Isolated Impact; Causation: What Really Drives Performance?; Isolating the Impact: Improving Levels 4 and 5; A Gentle Guide to the Statistics of Causation; Statistical Modeling and Significance; Isolation and the Analytics Continuum; Summary; Note; Case Study: Achieving Business Impact at a Major Utility Company; Case Study: Hard Evidence Using Advanced Analytics: Valuing Training at Defense Acquisition University; Note

Chapter 9: Optimization through Predictive AnalyticsPredictive Analytics; How to Optimize Investments; Getting the Data for Optimization; Predictive Analytics-A Learning Game Changer; Pioneers of Predictive Analytics in Human Resources; Conclusion; Notes; Case Study: Optimizing Performance Management: VF Corporation; Chapter 10: In Conclusion-Get Started; Note; Appendix A: Talent Development Reporting Principles (TDRp): Managing Learning like a Business to Deliver Greater Impact, Effectiveness, and Efficiency; Appendix B: What It Takes; Appendix C: Measurement Plan: Blueprints for Measurement