Assessing global leadership competencies: the critical role of assessment centre methodology

The purpose of this conceptual paper is to examine the use of assessment centre (AC) methodology for addressing the ever-increasing demand for effective talent management of global leaders. Research is reviewed on the most commonly used questionnaire tools for assessing global leadership competencies, which lack the AC’s ability to provide behavioural evidence of leadership competency. A literature search is conducted to identify the extent to which scholarly research to date has examined the use of ACs to measure global leadership competencies. Based on the findings from the review of the literature, the authors recommend further exploration of a leadership AC approach as a ‘best practice’ talent management tool for measuring global leadership competencies. A framework is provided for designing ACs to evaluate and provide developmental feedback on the competencies identified as critical for successful leadership performance in an organization’s global environment.     

Delivering instruction and training to the US and the non-US audiences: an interview with Dr. Hardy MacKenzie

The interview was conducted to identify best practices and methods of delivering training programmes for the US and the non-US audiences. Topics for discussion involved understanding the importance of preparing instructional content, identifying approaches and techniques for capturing and sustaining the attention of participants. The interview was conducted by the first author and concluded with Dr. MacKenzie providing suggestions for trainers who design and deliver training for the US and the non-US audiences. These recommendations are important for domestic and global HRD practitioners as they offer best practices in terms of the cultural adjustments trainers, facilitators, and instructional designers must adopt for enhancing individual learning and enhancing training effectiveness.     

Behaviorally anchored competencies: evaluation tool for training via distance

The purpose of the study was to evaluate and measure perceived learning in a training program delivered via distance education. The program was entitled: Course Design for the Digital Age: Instructional Design and Materials Conversion. The study documents the growth in distance education core competencies of professionals in Costa Rica using a competency-based behaviorally anchored instrument. The study uses both qualitative and quantitative methods of data collection and analysis. The resulting scores provide outcome assessment measures useful for researchers and practitioners for documenting the results of self-assessment and comparing observable behaviors of competence.     

The mediating role of leadership and people management practices on HRD and organizational performance

Drawing upon prior research, we identify strategic value and transaction effectiveness as two significant HRD contributions and examine their dyadic effect on leadership and people management practices, and influence on firm performance. Results of path analysis on 138 participants supported the dyadic effect hypothesis. More significantly, we found leadership and people management practices as a significant predictor on the relationship between strategic value and organizational performance, which suggests that organizational performance is affected by the combined effect of leadership and people management practices. A key implication of this research is that where organizations had effective leadership and people management practices, both types of HRD contributions – strategic value and transaction effectiveness – significantly enhanced firm performance.     

Context of Acceptability of Topical Microbicides: Sexual Relationships

Domains central to the effects of sexual relationships on the acceptability of a vaginal protection method were explored in 14 focus groups and 38 in-depth interviews with women and men recruited from a health department's sexually transmitted infections (STI) and family planning clinics. Findings indicate that acceptability depended on a couple's relationship type, classified as serious, casual, or "new." Potential barriers to communication about product use may be overcome through direct or indirect covert use, depending on relationship type. More men than women thought women should always tell their partners if they use microbicides, regardless of relationship type. Results indicate the importance of the relationship context in understanding the likely acceptability of using microbicides, and perhaps any method of STI/HIV protection .     

Revitalizing the MBA for the New Millennium: A Collaborative Action Research Approach

Business schools are facing increased competition due to information technology innovations and customer dissatisfaction. In response, business schools are turning to a variety of solutions, such as team teaching, integrated curricula, and distance learning. This article presents the results of a collaborative action research project initiated by one business school faced with the need to revitalize its MBA program. The faculty engaged in this project learned much about the challenges of teaching an integrative course and the constancy of change. We share our conclusions and recommendations about an integrated curriculum, distance learning, adult learning, team teaching, revisions in program duration and structure, as well as advice on the necessary administrative support and compensation for business schools contemplating such changes. This revised version was published online in July 2006 with corrections to the Cover Date.     

National Human Resource Development in practice: an interview with M.V. Subbiah

Theory and research in National Human Resource Development (NHRD) to date has relied extensively on literature reviews or on the analysis of secondary sources of data. To address this perceived gap, I elected to interview an NHRD practitioner to advance the scholarly conversation using the case example of India. This article is an interview with the chairperson of the National Skill Development Corporation (NSDC), India. The NSDC is the first private–public–government partnership or coalition, organized to support workforce education and development issues. Given the urgent demand for a skilled workforce, the Government of India has targeted skill development of 500 million people in the next decade (NSDC website). In terms of the state of the art in NHRD practice, the goals of the organization (NSDC) and the perspectives shared by the chairperson offer valuable insights in the implementation of one of the many evolving NHRD strategies in India. Interestingly, the chairperson of the NSDC, in a previous life, was the head of the Murugappa Group, one of the biggest industrial groups of companies in India. Thus, this interview offers unique perspectives of a successful chief executive officer turned NHRD practitioner on the challenges and opportunities facing India. Further, the interview highlights the contribution of NSDC and similar industry–government partnerships and suggests potential implications for other developing countries.     

Mobilizing organizational alignment through strategic human resource development

This study examines the pivotal role of strategic human resource development (SHRD) in mobilizing organizational alignment. Using case study methodology, I trace the implementation of core competency development as a companywide SHRD initiative. The rationale for introducing core competency development as an organization-wide strategy was to enhance talent acquisition, development and retention. The operating environment (global market, industry space) and firm-specific factors (e.g. demographics and new leadership) accelerated the adoption of SHRD. Internal stakeholder orientation towards SHRD and the role of human resource development (HRD) in facilitating the implementation were also identified as critical factors. Organizational alignment emerged as an implicit consequence, while patterns of misalignment created barriers towards achieving the full benefits of SHRD. Furthermore, HRD displayed a high level of resourcefulness to become a strategic asset in the organization. I argue that the relevance and power of HRD lie in its ability to engage and respond to stakeholder expectations and involvement in organization change efforts.