Driving impact while managing resources are what most organizations strive to balance in their leadership-development efforts. Evaluation provides a practical framework for gathering and making sense of information to better manage resources while assessing the success of leadership-development efforts. This second edition of Evaluating the Impact of Leadership Development is a practical guide for human-resource professionals, consultants, managers, employees, and volunteers who have leadership-development or evaluation responsibilities in their organizations and want to enhance their practice and demonstrate the value of their work.

Implement Evaluation the CCL Way Evaluating the Impact of Leadership Development is a step-by-step guidebook for creating and implementing evaluation of leadership development systems. Approaching issues from an evaluative perspective enables leadership development professionals to consider multiple perspectives and draw lessons as a natural part of the way work is done. Advance praise for Evaluating the Impact of Leadership Development "This refreshingly practical guide to evaluating leadership activities will provide the confidence and the evidence to reinvigorate the international community's support for effective leadership to address the major global issues of today." -John Davidson, senior public sector specialist, The World Bank "An extremely well-written book! It will help evaluation practitioners demonstrate to their stakeholders where and how evaluation adds unique values to leadership development initiatives." -Huilan Yang, evaluation manager and project leader, W. K. Kellogg Foundation "Hannum and Martineau have nailed this topic! In their mission to educate and assist others in evaluating leadership development, they have provided a valuable guide that is rich with practical tools and examples that enable anyone to think systematically about how to effectively demonstrate the value of their leadership development programs and approaches." -Leslie W. Joyce, vice president and chief learning officer, The Home Depot

Your training: Do they love it or live it? How do training professionals show the impact their programs are making? Positive feedback only goes so far in confirming success. And entertainment value, while important, isn't the truest measure of your effectiveness. To find out whether your participants are applying what they’ve learned on the job, you need a good evaluation strategy—one that connects evaluation to performance, program design, and bottom-line value. Each chapter of Evaluation Basics focuses on a critical aspect of developing and implementing an evaluation plan for a face-to-face or virtual training program. You’ll not only learn about the methods and instruments you can use to determine the value of your program, but you’ll also get help effectively communicating results. Part of ATD’s Training Basics series, the second edition of Evaluation Basics offers practical examples, worksheets, and new case studies to further your understanding.

With the increase in the number of organizational leadership development programs, there is a pressing need for evaluation to answer important questions, improve practice, and inform decisions. The Handbook is a comprehensive resource filled with examples, tools, and the most innovative models and approaches designed to evaluate leadership development in a variety of settings. It will help you answer the most common questions about leadership development efforts, including: What difference does leadership development make? What development and support strategies work best to enhance leadership? Is the time and money spent on leadership development worthwhile? What outcomes can be expected from leadership development? How can leadership development efforts be sustained?

Improve Principal Evaluation And Create Highly Effective Leaders! Behind every high-quality principal is an airtight system of leadership evaluation that consistently rewards excellence and remedies deficits. While teacher evaluation methods have improved, instructional leadership evaluation has often stood still—and student learning and achievement have paid the price. This book offers clear solutions to these and related problems. Application of its ideas will ensure high quality leadership in the principal’s office year after year. Content includes: Extensive data, presented in a user-friendly manner Clear connections to the ISLLC Standards for School Leaders A suite of interactive tools, including sample self-assessments, mid-year and final evaluation forms, and professional growth plans

Reshaping the Landscape of School Leadership Development: A Global Perspective traces developments in this arena as they evolved since 1980. The book is comprised of chapters authored by the leading scholars in the fields of educational leadership and school leadership development from the United States, Canada, Europe, Asia, and Australia. The vol

In the face of rapid changes and challenges to the business environment, learning and talent are key to the success of businesses. This is an area in which the Chief Learning Officer (the CLO) is vital and has evolved into a Chief Talent Officer role in organizations. The Chief Talent Officer is now responsible for working to drive value, focusing on issues such as talent, organization design and development, culture, business alignment, managing resources, innovation, technology, utilization, customer service, and ROI. Chief Talent Officer discusses the critical, value-adding role of the next generation CLO, and the strategies that can be used to fulfill this role. With a wealth of perspectives from some of the world’s best talent executives, this book illuminates the role from the CLO’s perspective. This revised and refreshed edition of the text includes the latest illustrative examples, explanations, and data. The reader is shown the role of the CLO from diverse, multinational points of view, and taken through the varying aspects of business strategy in a range of international environments. This book is a vital tool for managers and students, providing techniques and methods for the training, talent, and HR communities alike. It will help its readers to demonstrate and understand the potential value that can be added to any organization when it is managed and organized well, and equipped with appropriate leadership.

The Food and Agriculture Organization of the United Nations (FAO) has been involved in the Emerging Pandemic Threats Programme (EPT-2), funded by the United States Agency for International Development (USAID) since 2014. The programme sets out to minimize the impact of existing global pandemic threats and to detect, respond to and improve the prevention of emerging threats. Implementation of this programme at FAO has been carried out through 20 projects with efforts concentrated in 36 countries in Africa and Asia. It builds upon lessons learned in the first phase of the programme, in which FAO was involved in improving livestock disease surveillance, enhancing capacity of veterinary epidemiologists and laboratories and improving response to the avian influenza. EPT-2 focuses more in-depth on preventative measures to zoonotic novel pathogens thereby reducing the risk of emergence of such diseases. This evaluation aims to trace the contribution of FAO’s interventions to the programme and assess its outcomes at the global, regional, and national levels. EPT-2 has largely achieved its objectives and outputs in terms of technical capacity development and disease strategy, but less so in terms of enabling policy, value chains, and production. In line with FAO’s 2011 One Health Action Plan (FAO, 2011), EPT-2’s technical focus has strengthened traditional partnerships between FAO and technical livestock departments and ministries and built stronger collaborations with health and environment ministries. The next phase of the EPT-2 programme could take advantage of renewed national, regional, and global interest in ensuring that the COVID-19 experience is not repeated. FAO needs to fully utilize its convening power, partnerships, trusted status, and experience of emerging pandemic threats to engage political and business leaders on the need to consolidate and scale up EPT-2-induced gains to improve pandemic preparedness.