Questions and Answers of Foundations Of Human Resource Development

How can HRD professionals encourage knowledge-sharing processes from expatriates, repatriates, and inpatriates?
What are possible HRD interventions to develop global talent from an emic perspective in addition to the ones discussed in this chapter (i.e., case studies, scenario-based training)?
Explain potential implications of technological advances to economic, educational, psychological, and sociological foundations of HRD.
Explain how AI will continue to revolutionize traditional HRD functions of training and development, organization development, and career development.
Explain how your own view of career development fits with advances in big data in general and HRD in particular.
Explain something about virtual reality–based simulated training that is new to you.
Identify one concept of the simulated training in this chapter that is most interesting to you for training and development and explain why it is appealing.
What are the roles of OD and T&D in supporting employee career development?
Which of the thirty-five interventions in the employee career development integration (ECDI) model seem essential to you? Why?
What should HRD practitioners do systematically to create a system that facilitates employee career development?
Who are the key players for employee career development? What roles do they play?
How many times do you think you will change jobs throughout your career?
How would you define career development from an HRD perspective?
What does career development mean to you?
Compare and contrast the role of the HRD professional as (a) a person responsible for learning versus (b) a person who believes the learner has full agency. What are the implications for analysis,
How have the emerging insights from neuroscience regarding how we learn changed how you view the learning process?
Report on an experience you have had that illustrates the sense of agency phenomena.
What learning powers do the learner and HRD professionals have? Do you agree that the learner ultimately controls what s/he learns
Describe how cross-functional project management could be an advantage for HRD planning.
Describe an example of how HRD policy and practice are connected.
Elaborate on two of the most interesting United Nations Millennium Development Goals. Why did you choose these?
Explain why policy is important for HRD.
Identify one concept related to HRD policy and planning that is most interesting to you and explain why.
What are lagging and leading performance indicators? Additionally, describe a situation and a hypothetical lagging and leading indicator.
What are the professional gains to regularly and systematically assessing and reporting HRD program results?
In carrying out the work of HRD, explain when assessment and accountability should first be considered.
Why do you think there is resistance to assessing performance results of HRD interventions?
What aspect of the results assessment system is most challenging?Why?
Based on your experience, describe how scenario planning and traditional strategic planning can complement each other?
How do you think HRD professionals can most effectively contribute to the scenario planning process?
What are the opportunities to advance scenario planning practices from an HRD perspective?
What are the major components of any scenario planning project as described in this chapter? What component is most difficult and why?
What is the primary difference between scenario planning and traditional strategic planning?
What are the three strategic roles of HRD? Give an example of each.
Select the strategic thinking school you believe to be best for HRD and explain why.
How is strategic planning different from planning?
Discuss how OD tools and techniques could be used for unethical ends.
How does career development and OD connect?
When does work process–focused versus group-focused OD make sense?
What are two to four major implications of having an OD effort in a single site location versus ten sites across the nation?
Identify an organization you are familiar with, and briefly describe it.Speculate about how that organization’s mission would impact the OD practices.
What are three principles of good OD practice?
What is the responsible connection between change and performance?
Can all change theories be captured in one type or a combination of types within Van de Ven and Poole’s typology? Explain.
What similarities and differences do you see among the organization, work process, group, and individual change theories?
How can HRD become more of a change leader in organizations rather than a change facilitator?
Why is change an important organizing construct for OD?
Do you think OD efforts are best managed by internal staff or external consultants?Explain your answer.
Discuss the personal attributes you believe would help facilitate OD projects and those personal characteristics that could hinder them.
How does OD help with the organizational challenge of managing the system and changing the system?
Which OD model (AL, ODP, or ODPS) is most attractive to you?Explain why.
What is the role of the OD consultant in the OD process?
What are the unique aspects of the OD component of HRD?
How would you define OD and its relationship to T&D and HRD?
What does T&D need to do to be instrumental in organization-wide expertise issues?
How does thinking about T&D at the work process level impact the work of T&D professionals?
When does team or group learning make sense? When does it not make sense?
What are two to four major T&D implications of needing to train one person in an area versus two hundred people needing the same training?
Describe a positive personal experience as a trainee, and describe the aspects that made it effective.
Briefly describe an organization with which you are familiar. Speculate as to how that organization’s mission could impact the T&D practices.
What challenges to the profession arise from focusing on expertise as an outcome of T&D? How could they be overcome?
How would HRD/T&D differ if it were committed to competence versus expertise?
How would HRD/T&D differ if it were committed to developing knowledge versus expertise?
What is the difference between knowledge, competence, and expertise?
Cite a personal experience that illustrates the concept of expertise.
What is expertise, and why is it important to HRD?
Describe a situation in your experience where action learning or organizational learning would have been appropriate and why.
Describe the basic differences between the ADDIE and TPS systems.
Describe a hypothetical situation where using the HOT POPPER method makes the most sense.
How does T&D help with the organizational challenges of managing the system and changing the system?
What is the purpose of each of the five phases of T&D and the relationship between the phases?
What are the unique aspects of the training and development component of HRD?
What is the role of informal and incidental learning in T&D?
How would you define T&D and describe its relationship to HRD?
Identify and explain an issue in this chapter that makes the least sense to you or is impossible to achieve in your work situation.
How is a competency-based e-learning approach different from other e-learning approaches?
Explain how your view of career development fits with e-learning initiatives in HRD.
Explain something about virtual organizations that is new to you.
Identify one concept of the virtual organization in this chapter that makes the most sense to you, and explain why.
If learning is a defining construct for the HRD, how can learning be made more powerful in organizations?
Do you believe that organizations can learn? Or, are organizations merely the sum of individual learning? Take a position and explain.
How can the andragogy in practice model be applied to enhance the learning that takes place through HRD?
Think about the four learning models at the individual level presented in this chapter. Which is most attractive to you, and why?
Think about the five learning theories discussed in this chapter. Which is most attractive to you, and why?
Decsribe a hypothetical ethical situation of the negative application of HRD performance tools.
What do you believe is the future of performance-oriented HRD?Why?
How can HRD lead change in each of the performance variables?
Performance models are often seen as useful to management but not as tools to benefit employees. What is your position on this?
Do performance models enhance or diminish the value of learning in organizations?
What are the implications of multilevel, multiattribute performance models for HRD practice?
Which performance model do you think best represents performance constructs of concern to HRD? Why?
How would an employee, an employee’s manager, and a corporate CEO each view the preceding issue?
How can HRD operate from a learning paradigm and play a core strategic role in organizations?
How can HRD operate from a performance paradigm and ensure that human development is honored and supported?
Do you see the learning and performance paradigms as competing paradigms, or do you see them as mutually reinforcing?
Which paradigm do you feel most comfortable with and would adopt as your belief system?
How do you see the three component theories working together for HRD? Explain with an example.
What aspect of systems theory interests you the most? Why?
What aspect of economic theory interests you the most? Why?
What aspect of psychological theory interests you the most? Why?

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