000 06797cam a2200925 i 4500
001 ocn881387103
003 OCoLC
005 20171030093354.0
006 m o d
007 cr |||||||||||
008 140320s2014 nju ob 001 0 eng
010 _a 2014011509
020 _a9781118910986
_q(epub)
020 _a1118910982
_q(epub)
020 _a9781118910887
_q(pdf)
020 _a1118910885
_q(pdf)
020 _a111875350X
020 _a9781118753507
020 _z9781118753507
_q(hardback)
020 _z9781118911143
020 _z1118911148
020 _a9781306908290
020 _a1306908299
029 1 _aCHBIS
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035 _a(OCoLC)881387103
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_z(OCoLC)961696027
_z(OCoLC)962729866
037 _a707C4653-B12D-4A75-90CE-6491A1676C13
_bOverDrive, Inc.
_nhttp://www.overdrive.com
040 _aDLC
_beng
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042 _apcc
049 _aMAIN
050 0 0 _aHF5549.5.M3
072 7 _aBUS
_x082000
_2bisacsh
072 7 _aBUS
_x041000
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072 7 _aBUS
_x042000
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072 7 _aBUS
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082 0 0 _a658.3/01
_223
084 _aBUS019000
_2bisacsh
100 1 _aPease, Gene,
_d1950-
245 1 0 _aDeveloping human capital : using analytics to plan and optimize your learning and development investments /
_cGene Pease, Barbara (Bonnie) Beresford, Lew Walker.
_h[electronic resource]
264 1 _aHoboken, New Jersey :
_bJohn Wiley & Sons,
_c[2014]
300 _a1 online resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
490 1 _aWiley & SAS business series
504 _aIncludes bibliographical references and index.
505 0 _aTitle; Copyright; Foreword; Preface; Acknowledgments; Introduction; Chapter 1: The New Workforce; Defining the Generations; Projected Gaps as the Generations Shift; Chasing Down Retirement; Changing the Way We Work; Technology; Economy; Globalization; Demographics; Are Virtual Workplaces Here to Stay?; What Can Learning Leaders Do?; Summary; Notes; Chapter 2: The Need for a Strategy; Measurement as an Intentional Process; Continuum of Analytics; Continuum of Learning and Development Analytics; Summary; Notes; Case Study: A Measurement Strategy in Action: Pfizer
505 8 _aChapter 3: Establishing a Measurement FrameworkMeasurement Frameworks; A Practical Measurement Framework for Learning; Summary; Notes; Case Study: Improving Collectors' Skills: AT Chapter 4: Planning for Success; Purpose and Political Will; Skills and Capabilities; Tools and Technology; Data; Taking Inventory: What It Takes; Developing the Plan: Measurement Blueprints; Summary; Note; Case Study: A Culture of Measurement: Chrysler Academy; Chapter 5: Curriculum Alignment; Goal: To Close the Skill Gaps; The Performance Map; How We Learn from High Performers; Quantifying the Gap
505 8 _aAligning and Prioritizing the CurriculumBeyond Curricula; Summary; Case Study: Performance Analytics for an Aligned Curriculum: VW Credit, Inc.; Chapter 6: Measurement Alignment; Alignment Wanted; Maps-An Old Idea, a New Application; What Is a Measurement Map?; What Does a Measurement Map Look Like?; Building a Measurement Map; Defining the Data; Summary; Case Study: Showing Learning's Alignment with the Business: VW Credit, Inc.; Chapter 7: Improving on the Basics; The Basics; Improving Level 1; Improving Level 2; Improving the Analysis; Summary; Notes
505 8 _aCase Study: Leadership Program at a Fortune 500 Financial CompanyChapter 8: Hard Evidence Using Advanced Analytics; The Quest for Isolated Impact; Causation: What Really Drives Performance?; Isolating the Impact: Improving Levels 4 and 5; A Gentle Guide to the Statistics of Causation; Statistical Modeling and Significance; Isolation and the Analytics Continuum; Summary; Note; Case Study: Achieving Business Impact at a Major Utility Company; Case Study: Hard Evidence Using Advanced Analytics: Valuing Training at Defense Acquisition University; Note
505 8 _aChapter 9: Optimization through Predictive AnalyticsPredictive Analytics; How to Optimize Investments; Getting the Data for Optimization; Predictive Analytics-A Learning Game Changer; Pioneers of Predictive Analytics in Human Resources; Conclusion; Notes; Case Study: Optimizing Performance Management: VF Corporation; Chapter 10: In Conclusion-Get Started; Note; Appendix A: Talent Development Reporting Principles (TDRp): Managing Learning like a Business to Deliver Greater Impact, Effectiveness, and Efficiency; Appendix B: What It Takes; Appendix C: Measurement Plan: Blueprints for Measurement
520 _aDon't squander your most valuable resource! Collectively, your workers are your company's most important and most valuable asset. To make the most of this asset, nothing beats quantitative performance and investment measurement. Learning and Development is an 80 billion-dollar industry, and every valuable employee represents a sizable investment on the part of your company. To keep your business moving forward, effective management of human capital is crucial. It generates plenty of data, and deep analysis of this data helps you provide feedback and make adjustments to capitalize on the combin.
588 0 _aPrint version record and CIP data provided by publisher.
650 0 _aManpower planning.
650 0 _aHuman capital
_xManagement.
650 0 _aEmployees
_xTraining of.
650 0 _aPersonnel management.
650 7 _aBUSINESS & ECONOMICS
_xDecision-Making & Problem Solving.
_2bisacsh
650 7 _aEmployees
_xTraining of.
_2fast
_0(OCoLC)fst00909221
650 7 _aHuman capital
_xManagement.
_2fast
_0(OCoLC)fst00962888
650 7 _aManpower planning.
_2fast
_0(OCoLC)fst01007883
650 7 _aPersonnel management.
_2fast
_0(OCoLC)fst01058797
655 4 _aElectronic books.
655 0 _aElectronic books.
700 1 _aBeresford, Bonnie,
_d1957-
700 1 _aWalker, Lew,
_d1957-
776 0 8 _iPrint version:
_aPease, Gene, 1950-
_tDeveloping human capital.
_dHoboken, New Jersey : John Wiley & Sons, [2014]
_z9781118753507
_w(DLC) 2014007689
830 0 _aWiley and SAS business series.
856 4 0 _uhttp://onlinelibrary.wiley.com/book/10.1002/9781118911143
_zWiley Online Library
942 _2ddc
_cBK
999 _c207514
_d207514