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Human resource development to facilitate experiential learning: the case of Y ahoo J apan
Author(s) -
Matsuo Makoto
Publication year - 2015
Publication title -
international journal of training and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.558
H-Index - 26
eISSN - 1468-2419
pISSN - 1360-3736
DOI - 10.1111/ijtd.12056
Subject(s) - coaching , experiential learning , viewpoints , psychology , human resources , knowledge management , reflection (computer programming) , management , computer science , pedagogy , art , economics , visual arts , psychotherapist , programming language
Although work experiences are recognized as important mechanisms for developing leaders in organizations, existing research has focused primarily on work assignments rather than on human resource development ( HRD ) systems that promote experiential learning of managers. The primary goal of this study was to develop an HRD model for facilitating experiential learning by examining the case of Y ahoo J apan, which has transformed its HRD system based on experiential learning theory. The results indicate that Y ahoo J apan has promoted experiential learning at the individual level by introducing new HRD systems consisting of four elements: reflection support (one‐on‐one meeting and coaching training), assignment support ( HRD meeting and job rotation), assessment support (360‐degree appraisal and one‐on‐one meeting assessment) and visionary support (a vision and values). Although these elements are closely associated with each other, reflection support plays a key role in the HRD system. The proposed model is discussed from theoretical and practical viewpoints.