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This paper aims to describe how the human resources development (HRD) policy has shifted from the national level to the sectoral levels; the paper also explains the changes that have been made in skills formation in the economy by presenting the emergence of Industry Skills Councils (ISC).

This paper presents perspectives of which include reviewing the change of governance and skills formation at the sectoral level.

Skills development strategy is needed both at the sectoral and national levels to cultivate the core competencies of Korean talents. The feedbacks based on the HRD practices implemented at the micro level are delivered to the state governments and business associations via the ISCs. The policymaking has thus become more decentralized from the state government, and it now reflects inputs from the practical field in the process of making new policies.

Korean skills regime is still difficult to classify because it does not follow the skills formation regime discussed in current scholarship. While the state government has played an active role in decision-making, financing and delivery of vocational training programs since the early phase of economic development, engagement by social partners has been limited in the Korean vocational education and training (VET) system. The participation of social partners in the Korean VET system has been limited, but various stakeholders such as the labor unions; trade unions; chambers of commerce; and small, medium and large enterprises have been engaged gradually in skills identification, formation, development and implementation within individual sectors.

Industry skills council (ISC) in Korea is at an earlier stage in terms of its formation and incubation. As a governance model similar to sector councils in Canada and UK, it still requires training and development of talents who work for ISCs. The purpose of this study is to analyze the effectiveness of training programs that are currently provided to personnel of the ISC to foster their learning systematically and to develop measures for effectiveness of the training programs.

This study evaluated the training program for the staff of the ISC secretariat as a tool to activate the councils’ main functions. In terms of methodology, we developed an effective training model to measure the training transfer and used it as an analytical framework for evaluation. Success case method was applied to identify the best case of training transfer that reinforces the role and function of ISC.

Learning transfer can help not only the transfer of the learning contents but also the role of the organization that the members belong to and strengthen the function of the ISC. By transferring the content matter of the learning, it can help strengthen the capacity of members to carry out the roles and functions of the ISC, and further strengthen the functions of the council and the role of key players in labor markets.

An effective training model for the personnel of national sectoral bodies or non-profit organization can be further investigated.

The learning transfer evaluation model for ISC staff has unique characteristics that are different from previous studies. ISC has the characteristics of public goods that are established with government support and are active in developing human resources in each industry sector.

Incubating ISC in South Korea is at an earlier stage in terms of research and policy practice. The research findings in this study lay the foundations for further empirical explorations.

How to build and enhance the strategic learning capability (SLC) of an organization becomes crucial to both research and practice. This study was designed with the purpose to conceptualize SLC by translating and interpreting the related literature to develop empirical dimensions that could be tested and used in a survey instrument.

An instrument was developed to identify empirical dimensions of SLC. The reliability and validity of the instrument were tested.

The resulting survey instrument included 59 items, and 49 remained after empirical test. Based on responses on a five-point performance scale, SLC items were identified and prioritized, and seven dimensions were discovered: external focus, strategic dialogue, strategic engagement, customer-centric strategy, disciplined imagination, experiential learning and reflective responsiveness.

The findings of this study extend the knowledge base of multi-disciplines, including strategy management, organizational learning and strategic human resource development (HRD). This study highlights the conceptualization of SLC and importance of the SLC framework in the field of HRD.

This study aims to analyze employer’s engagement to the technical and vocational education and training (TVET) system among ASEAN member states by developing the analytical framework.

Data collection has been made through collaboration between the research team and the ASEAN regional consultants recruited for the project by using the survey questionnaire. ASEAN member states are analyzed based on the framework, which includes the existence of meeting, the existence of law or regulation, the degree of influence of meeting to TVET and the degree of influence of the employers to TVET.

Employers’ engagement can play its significant role as part of monitoring the skills demand of labor market. If the country can build feedback mechanism which circulates skills supply and demand on behalf of individual sectors, it will help reduce the skills gap.

The pace of economic development is and has been more rapid among 10 ASEAN member states. To analyze employer’s engagement to the TVET system among ASEAN member states, developing the analytical framework is imperative. Not only is there insufficient labor market information for each country, but there is also a lack of information linking the labor market and TVET system.

Global gender diversity and equality indexes have been developed to promote gender diversity and equality at the country level, but it is difficult to see how those indexes are applied to organizations on a daily basis. The purpose of this study is to examine the application of environmental, social and governance (ESG) measures for gender diversity and equality at the organizational level in a Korean context.

Based on the institutional theory, the authors reviewed ESG measures for gender diversity and equality of women funds in four countries (USA, Canada, UK and Japan) and examined The Women Fund in Korea through document analysis and interviews.

ESG measures in four countries’ women funds mainly assessed the percentage of women in the workforce, on boards and in leadership positions. In The Women Fund, gender diversity indicators consider the ratio of female to male employees, while gender equality indicators take into account gaps of male and female salaries and positions. This study’s impact analysis indicates that the companies invested in by The Women Fund had higher return on assets and return on equity than those without the fund.

Although women funds explored in this study exemplify the use of ESG measures to apply global gender diversity and equality indexes at the organizational level, research is needed to examine ESG measures and women funds and their associations. Possible topics include what needs to be measured in ESG, who should be involved, how ESG measures should be applied, what outcomes of using ESG measures would ensue in organizations and how ESG measures relate to regional and global gender diversity.

In promoting ESG measures that apply global gender diversity and equality at the organizational level, human resource development practitioners, as change agents, can help organizations develop socially responsible and ethical behaviors and transform organizational culture, practice and systems, which may influence organizations’ long-term survival and development as well as financial performance.

As the government’s support and policies guide and drive firms to develop and implement initiatives and programs, the launch and implementation of gender diversity and equality at the organizational level in the form of women funds require a certain level of collaboration between the government and the private sector.

This study on the application of ESG measures for global gender diversity and equality at the organizational level in the form of women funds is timely to engage organizations in dialogue regarding what needs to be done to promote women’s participation and leadership roles in organizations in Korea and other countries.

This study aims at analyzing the impact of perceptions of the fourth industrial revolution (crisis and opportunity) in the relationship between workers’ career attitudes and future learning intentions.

This study analyzed the multiple mediating effect of the perception of the fourth industrial revolution in the relationship between career attitudes and future learning intention using data of 305 Korean workers. As career attitude variables, boundaryless and protean career orientation variables were used, and perception of the fourth industrial revolution was analyzed (opportunity and crisis perception).

Both workers’ boundaryless career orientation and protean career orientation influenced future learning intention through the perception of opportunity for the fourth industrial revolution. This result suggested that flexible career attitudes positively recognized the changes of the fourth industrial revolution and had an effect on promoting attitude toward future learning.

The study confirmed that workers’ flexible career attitudes could promote perception of opportunity rather than crisis in changing situation and strengthen their intention to prepare for the future by mediating this perception. These results suggest that lifelong learning and competency development can be reinforced by facilitating perception of an opportunities for external change for individual career development.

Insights for personal career development were provided by analyzing the relationship between flexible career attitudes, which are increasing in importance in the modern society, and perceptions of changes in external environment.

The purpose of this paper is to explore the process and activities of apprenticeship from onboarding to professional development.

Literature was reviewed to highlight the important characteristics of cognitive and collaborative apprenticeship, onboarding and professional development.

The conceptual model was developed to identify the specific activities of apprenticeship at the onboarding, developmental and proficient phases.

This study enlightens the aspects of the way in which apprentices can make adjustments to their organizations and become proficient workforces.

This paper aims to deepen the understanding of strategic learning through the lens of environmental jolts.

Strategic learning is explained from the three paradigms of organizational learning.

Organizational learning provides a firm foundation to develop and elaborate the concept of strategic learning that can help organizations gain competitive advantage and adaptive capability.

Alan Meyer’s environmental jolt model is meaningful in that it is derived from stimulus–response model, which still explains important aspects of strategic learning.

Embedding a strategic learning capability will help organizations development fit with external environments.

This paper enlightens strategic learning as a Model II learning at the system level from a stimulus-response mechanism and opens up new possibilities of incorporating higher-order capability.

The understanding of strategic learning processes seems to be fragmented and tangled in many disciplines. To construct a meaningful understanding of strategic learning, various disciplines were reviewed and synthesized, and a strategic learning model was developed based on the analysis of previous models. The purpose of this paper is to provide a deeper understanding of underlying theories of strategic learning and its model.

The theory of strategic learning is an evolving theory so that first, the literature that helps conceptualize the strategic learning, second, the founding pieces of the literature that composite the theory; and third, the most emerging literature in the strategy discipline are selected to explain the strategic learning model. Based on the thorough review of the literature, new conceptual model of strategic learning is introduced.

In both strategy literature and organizational literature, the existing strategic learning models can be evaluated to fully capture the distinctive aspects of learning in strategy process. Various learning theories are encompassed to construct the model.

This extended strategic learning model requires empirical testing to identify dimensions of strategic learning.

The extended strategic learning model will be useful to bring about strategic change, conversation, and behavior.

This conceptual model integrates many theories and important concepts. The foundational theories identified in this study also open up new research ideas for scholars using both quantitative and qualitative approaches.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

For a sports fan, one of the most enjoyable and yet frustrating pastimes is to look over the thoughts and comments on decisions made by sports teams. Everyone has an opinion, right? Take the NBA draft in June in North America. Before the draft, trades are made and rumors swirl around which pick will go where, and on draft night, decisions are made by general managers and coaches which make 60 young men very happy – and rich – indeed, while dozens of others are left heartbroken that their dream of the NBA could be over. Then there are more trades and more decisions as summer schools progress and others are drafted in or out. And all the while, the TV, radio, newspaper, and online pundits have a field day dissecting and trying to make sense of all the decisions that are made.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.