Human Resource Development and Management

5.

Human Resource Development

5.1.

Foundations of Learning and Development

5.1.1.

Learning Theories in HRD

5.1.1.1.

Adult Learning Theory

5.1.1.2.

Experiential Learning Theory

5.1.1.3.

Social Learning Theory

5.1.1.4.

Cognitive Learning Theory

5.1.1.5.

Constructivist Learning Theory

5.1.2.

Motivation Theories in Learning

5.1.2.1.

Maslow's Hierarchy of Needs

5.1.2.2.

Herzberg's Two-Factor Theory

5.1.2.3.

Expectancy Theory

5.1.2.4.

Goal-Setting Theory

5.1.3.

Learning Organization Concepts

5.1.3.1.

Characteristics of Learning Organizations

5.1.3.2.

Building Learning Culture

5.1.3.3.

Knowledge Management

5.1.3.4.

Continuous Learning

5.2.

Training and Development Systems

5.2.1.

Systematic Training Design

5.2.2.

ADDIE Model Implementation

5.2.2.1.

5.2.2.1.1.

Organizational Analysis

5.2.2.1.2.

5.2.2.1.3.

Person Analysis

5.2.2.2.

5.2.2.2.1.

Learning Objectives

5.2.2.2.2.

Training Content Structure

5.2.2.2.3.

Instructional Strategies

5.2.2.3.

Development Phase

5.2.2.3.1.

Material Creation

5.2.2.3.2.

Resource Development

5.2.2.3.3.

5.2.2.4.

Implementation Phase

5.2.2.4.1.

Training Delivery

5.2.2.4.2.

Facilitation Skills

5.2.2.4.3.

Learning Environment

5.2.2.5.

Evaluation Phase

5.2.2.5.1.

Formative Evaluation

5.2.2.5.2.

Summative Evaluation

5.2.2.5.3.

Continuous Improvement

5.2.3.

Training Needs Assessment

5.2.3.1.

Strategic Needs Analysis

5.2.3.2.

Performance Gap Analysis

5.2.3.3.

Competency Assessment

5.2.3.4.

Individual Development Needs

5.2.4.

Training Delivery Methods

5.2.4.1.

Traditional Training Methods

5.2.4.1.1.

Instructor-Led Training

5.2.4.1.2.

On-the-Job Training

5.2.4.1.3.

Apprenticeships

5.2.4.1.4.

5.2.4.2.

Technology-Enhanced Learning

5.2.4.2.1.

E-Learning Platforms

5.2.4.2.2.

Mobile Learning

5.2.4.2.3.

Virtual Reality Training

5.2.4.2.4.

Augmented Reality Applications

5.2.4.3.

Blended Learning Approaches

5.2.4.3.1.

5.2.4.3.2.

Flipped Classroom

5.2.4.3.3.

5.2.4.4.

Experiential Learning Methods

5.2.4.4.1.

5.2.4.4.2.

5.2.4.4.3.

5.2.4.4.4.

Action Learning

5.2.5.

Training Evaluation and ROI

5.2.5.1.

Kirkpatrick's Four-Level Model

5.2.5.1.1.

5.2.5.1.2.

5.2.5.1.3.

5.2.5.1.4.

5.2.5.2.

Phillips ROI Model

5.2.5.3.

Cost-Benefit Analysis

5.2.5.4.

Training Metrics and Analytics

5.3.

Career Development and Management

5.3.1.

Career Development Framework

5.3.1.1.

Career Planning Process

5.3.1.2.

Career Pathing Models

5.3.1.3.

Career Ladders and Lattices

5.3.1.4.

Dual Career Tracks

5.3.2.

Individual Career Management

5.3.2.1.

Self-Assessment Tools

5.3.2.2.

Career Exploration

5.3.2.3.

Goal Setting and Planning

5.3.2.4.

Skill Development Planning

5.3.3.

Organizational Career Programs

5.3.3.1.

Individual Development Plans

5.3.3.2.

High-Potential Programs

5.3.3.3.

Fast-Track Programs

5.3.3.4.

Cross-Functional Assignments

5.3.4.

Mentoring and Coaching

5.3.4.1.

Formal Mentoring Programs

5.3.4.2.

Informal Mentoring Relationships

5.3.4.3.

Coaching Models and Techniques

5.3.4.4.

5.3.4.5.

Executive Coaching

5.4.

Leadership and Management Development

5.4.1.

Leadership Development Strategy

5.4.2.

Leadership Competency Models

5.4.3.

Identifying Leadership Potential

5.4.3.1.

Assessment Centers

5.4.3.2.

360-Degree Feedback

5.4.3.3.

Psychometric Testing

5.4.3.4.

Performance Reviews

5.4.4.

Leadership Development Programs

5.4.4.1.

Executive Education

5.4.4.2.

Leadership Academies

5.4.4.3.

Action Learning Projects

5.4.4.4.

Stretch Assignments

5.4.5.

Succession Planning and Management

5.4.5.1.

Succession Planning Process

5.4.5.2.

Talent Pools Development

5.4.5.3.

Succession Readiness Assessment

5.4.5.4.

Emergency Succession Planning

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6. Employee and Labor Relations