HRD Perspectives on Developmental Relationships, Ghosh

PART 1: Talent Development: Learning & Performance Perspectives

Chapter 2: Using Developmental Relationships to Navigate Career Transitions: Implications for Diverse Populations - Tomika W. Greer & Sarah E. Minnis

Chapter 3: Making the connection between Developmental Relationships and Employee Engagement - Mandolen Mull, Clayton Duffy & Brad Shuck

Chapter 4: Coaching the Imposter: Developing Emerging Leaders as they Negotiate Identity and Imposter Concerns - Angie D. Carter, Cynthia M. Sims, Holly M. Hutchins, & Maurice Williams, Jr.

PART 2: Knowledge Management & OD Perspectives

Chapter 5: Leaders Fostering Dialogue through Developmental Relationships: An OD Perspective - Rod Patrick Githens and Nileen Verbeten

Chapter 6: Inter-generational Developmental Network and the Impact of Technology on Knowledge Creation and Sharing - Sanghamitra Chaudhuri, Seung Won Yoon, Marcia Hagen, Agnйs Legrand

Chapter 7: The Power of Embedded Developmental Relationships:

Examining Interdependencies among Informal Learning, Developmental Coaching Relationships, and Organizational Culture - Pierre Faller, Victoria J. Marsick & Karen E. Watkins

PART 3: Inclusion and Social Justice Perspectives

Chapter 8: Mentoring Diverse Leaders: The Necessity of Identity Work - Audrey J. Murrell & Gloria Onosu

Chapter 9: Using feminist mentoring to deconstruct privilege and power in developmental relationships: A narrative inquiry - Ague Mae Manongsong and Joshua C. Collins

Chapter 10: Employee Resource Groups: Enabling Developmental Relationships to Support Socially Just and Morally Inclusive Organizations- Marilyn Y. Byrd

PART 4: Online and Virtual Relating Perspectives

Chapter 11: Can You Hear Me Now?" Technical and Human Factors in Virtual Developmental Relationships - Laura L. Bierema

Chapter 12: Using Developmental Relationships to foster Trust in Effective Virtual Teams:

Lessons in Emergency Preparedness from the COVID-19 Pandemic - Marie-Line Germain & David McGuire

Chapter 13: Blurring of Boundaries between Work and Home: The Role of Developmental Relationships in the Future of Work - Roland K. Yeo & Jessica Li

PART 5: Globalization and National Capacity Building Perspectives

Chapter 14: Successful Expatriation and Repatriation for both Employers and Assignees: A Developmental Network Perspectives - Yan Shen & Najung Kim

Chapter 15: Cross-Cultural Styles of Relating and Connecting in Developmental Relationships - Consuelo Waight & Toby Egan

PART 6: Evaluation and Assessment Perspectives

Chapter 17: Assessing the Impact of Developmental Relationships in a Humanitarian Context - Julie Haddock-Milar, Chandana Sanyal, Neil Kaye & Holly Bennett

Chapter 18: Needs Assessment in Assessing, Building, and Supporting Developmental Relationships in Organizations - Darlene Russ-Eft

Setting, motivation, scope and objectives of the book. Discussion and debate of the role of HRD in a world characterized by volatile, uncertain, complex and ambiguity. Summary of each chapter and its role contribution to the book's objectives.

Chapter 2: Role of HRD in developing capabilities for creativity & innovation at work

Human Resource Development (HRD) plays a significant role in the development of individual, team and organizational capabilities for creativity and innovation at work. This chapter positions creativity and innovation as multilevel phenomena, and discusses how organizations can develop these capabilities through recruitment, training, and reward. We argue that by focusing on these areas, organizations will also foster a culture of innovation. Furthermore, this chapter positions creativity as an essential part of a multi-stage innovation process, and therefore when this chapter refers to innovation it is inclusive of creativity.

The role of recruitment in building innovation capabilities

At the individual level, recruitment should integrate reliable and valid forms of assessment such as psychometrics. Specifically, assessing the traits and preferences known to correlate with innovation, such as the personality trait Openness to Experience (Hammond, Neff, Farr, Schwall & Zhao, 2011). At the team level, there is a valuable but under-utilized opportunity during recruitment to assess team fit in relation to innovation. Not assessing this could result in a homogenous - and therefore less innovative - team in which a new team member is a poor fit.

Reward - giving something to recognize effort and achievement (Armstrong, 2006) - can be used to encourage and reinforce innovative behaviours within individuals and teams. When developing a reward strategy for innovation, there are four main considerations: (1) reward timing, (2) reward type, (3) which behaviours to reward, and (4) whether the reward is at the individual or team level.

Setting, motivation, scope and objectives of the book. Discussion and debate of the role of HRD in a world characterized by volatile, uncertain, complex and ambiguity. Summary of each chapter and its role contribution to the book's objectives.

Chapter 2: Evaluation of HRD practices from 1999 to 2019: What next?

The aim of this paper is to analyze the evolution of theory and practices on the evaluation of HRD since the UFHRD Conferences began to exist. The study is, we believe, of interest because evaluation has been a stream and topic on UFHRD as evaluation is fundamental for HRD. The research questions are

- How is evaluation of HRD done and more specifically:

- What are the underlying theories?

- What are the methods used ? Who does it? With what purposes? With what results? Has evaluation changed since 1999?

There are many approaches possible to HRD, and the outcome variables depend on the researcher. In general, the evaluation applies to an operation and it is possible to define immediate or long run outcomes. The most celebrated model to analyze the topic is Kirkpatrick's, but there are much more. Evaluation may seek results (participants or funds involved) or influence (difference in outcome variables before after or within-without). The level of qualitative or quantitative data involved in the operations of evaluation may differ considerably.

We will do a literature review on the research questions using large databases like EBSCO, Publons and SCOPUS. We will also use data published in books by renowned sources on the topic and available online. We hope to find trends and benchmarks on the several research questions. We also will discuss if HRD scholars and in particular if the UFHRD community had any impact on the results. This chapter has the limitations of dimension associated with it. However, regardless of this aspect we hope to get a comprehensive idea on the topic addressed. For researchers, the chapter offers an informative and open to speculation argument - what should we do in the next 20 years that we did not do in the last 20? For policy makers and managers, it should be challenging - what new policies and operations should design and implement on evaluating to fill the gap exist in practice. For the evaluators, it should be of interest because if good give a precise idea of the close past, present and distant future of the field they are evolving. Even if evaluation is a much-debated topic assessments like the one we suggest are not so common and the fact that will be focused on the last 20 years might be of interest for the book. In addition, we believe that more and more countries and organizations are evaluating HRD and also that resources had never felt as so scarce, and policies as so important - therefore the assessment is important and the inclusion in the book is important.

Chapter 3: OCD and HRD: Evidence-Based Learning