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Lichia Yiu and Raymond Saner, DiplomacyDialogue, CSEND, Geneva
(published in “Foreign Ministries: Managing Diplomatic Networks and Optimising Value”,
Edited by Kishan S. Rana and Jovan Kurbalija, 2007, Geneva/Malta: DiploFoundation)
This book chapter provides an overview of the non-formal management education and in-service training and identifies various assessment tools used in Western Europe and Northern America.
The chapter ends with an examination of options of safeguarding the value of non-formal management education and management development programmes in the spirit and context of life-long learning.
Raymond Saner, Centre for Socio-Eco-Nomic Development, Geneva, 2005.
This article sets out to provide an overview of the field of national competitiveness studies and its relation to high quality human resources and correspondingly to high quality education and training.
Attrition rates have been high in several of the key sectors of the Indian Economy leading to discussions about which could be the best retention strategies to counter high labour turnover. Measurements are scarce of HR functions in Indian . This article contributes to the measurement of Indian HR function by reporting on the findings of a survey of attrition in Indian companies and by discussing the possible strategies chosen by Indian companies to counter costly labour turnover. The authors question the causal link assumed by a large number of Indian companies that higher attrition can be contained through the payment of higher compensation packages. Paying higher salaries to retain staff increases operational costs without that this measure can guarantee lower attrition or ensure positive performance levels. The authors instead suggest that Indian companies should.
This book chapter introduces a quality assurance dimension, which is not sufficiently addressed by the Standards of Excellence for Public Administration and Education. The authors describe the benefits of applying the ISO 10015 Standard for Training. This standard ensures efficient organisation of the learning process but also shows that successful training requires stakeholder involvement in the training of proper governance processes and a close alignment between leadership competence and the country' development strategy.
Comments to McKinsey Survey of Training (July 2010) by Professor Lichia Yiu
"ISO 10015 - a Strategic Management Tool for Human Resource Development".
Raymond Saner
Saner, R., & Yiu, L. 2005. Does it pay to train? ISO 10015 assures the quality and return on investment of training. ISO Management Systems, March - April 2005, Pp.9-13, Lichia Yiu & Raymond Saner
Quality Management in training: generic or sector specific?, Raymond Saner ISO Management Systems, July – August 2002, Pp. 53-62. Raymond Saner et.al.
Reinforcing Relations between Training and Performance, Raymond Saner and Lichia Yiu
