Investing in people : towards corporate capability / Peter Critten.
Material type:
TextPublication details: London : Butterworth-Heinemann, 1994.Description: xii, 249 pISBN: - 0750618809
- HF5549.5.T7C75
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| HF5549.5.T7 P432 2002 How to measure training results : | HF5549.5.T7 P545 Preparing learners for e-Learning / | HF5549.5.T7 R74 Mastering the instructional design process : | HF5549.5.T7C75 Investing in people : | HF5549.5.T7N68 Employee training and development / | HF5549.5.T7N68 NOE Employee training and development / | HF5549.5.T7N68 NOE Employee training and development / |
Includes references
1. Introduction --
2. Unlocking the national training bank --
2.1. The training see-saw since 1964 --
2.2. 'Employment for the 1990s' and the role of the TECs --
2.3. Quality --
2.4. Competences and the National Council for Vocational Qualifications (NCVQ) --
2.5. The 'Investors in People' scheme --
2.6. Concluding overview --
Appendix: Key initiatives and influences on training strategy over the past 25 years --
3. Converting training needs into performance credit --
3.1. The standards model --
3.2. Assessment --
3.3. Accreditation and the NVQ framework --
3.4. Eleven ways of opening up competence and assessment in the workplace --
3.5. Companies, competences and some upside-down thinking --
Appendix: NVQ framework: classification by areas of competence --
4. The learning portfolio goes public --
4.1. Learning style --
4.2. The trainer/developer --
4.3. Methods and media --
4.4. The organizational context --
4.5. Conclusion --
5. Management growth for all --
5.1. The manager and management --
5.2. Changing trends in management education and development --
5.3. Management competences --
5.4. Managers of tomorrow --
5.5. Appendix: Overview of MCI competences at certificate and diploma levels I and II --
6. Evaluation --
the hidden accumulator --
6.1. The nature of evaluation --
6.2. Models of evaluation --
6.3. How evaluation is currently perceived --
6.4. A model that meets the needs of both individuals and organization alike --
7. Corporate capability --
putting a value on the learning organization --
7.1. First steps towards a learning organization --
7.2. What stops an organization from learning? --
7.3. Recognizing the learning company --
7.4. How to realize and reinforce the image of the learning organization --
7.5. Corporate capability --
people power pays off --
7.6. Moving from competence to capability.
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