Table of contents
How training can add real value to the business: part 2
Richard HaleIn his first article the author argued that a number of myths have emerged due to an over‐reliance by the training community on the Kirkpatrick levels of evaluation. This…
Influencing the UK skills agenda
Christopher DuffThis article looks at the UK demand for skills, examines the reasons why UK organisations need to play an active role in skills issues and explains why the time has never been…
Chairing – developing a key skill
W. David Rees, Christine PorterThe skill of chairing meetings is a key one that can greatly influence personal and organisational effectiveness. However, it is often assumed that people know how to handle…
Influencing and negotiating skills: some research and reflections – Part II: influencing styles and negotiating skills
Tony Manning, Bob RobertsonExamines the connection between influencing and negotiation. Using data collected from self‐assessment instruments developed by them, the authors argue that it is useful to see…
Management by jazz – creating innovation from the principles of chaos and order
Nana Walzer, Andreas SalcherThree jazz musicians from three different cultures (USA, Japan, Europe), not knowing each other personally, met for the first time on stage at this year’s ASTD conference…
Calculating the real value of e‐learning
Eugene DeenyMany companies view their training budget strictly as a cost centre which is susceptible to cuts when the business needs to reign in expenses. In this article, the author explores…
Helping people change
Terry R. BaconThe purpose of coaching is to help people change, but real change is difficult for most adults. Of the two approaches to coaching – directive and nondirective – the latter is more…
ISSN:
0019-7858e-ISSN:
1758-5767ISSN-L:
0019-7858Online date, start – end:
1969Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Dr Siham Lekchiri
- Dr Adriano Solidoro