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Unpublished Paper
Design, Implementation, and Evaluation of HR Leadership Development Programs
CAHRS Working Paper Series
  • Karina Li Ming Kuok, Cornell University
  • Bradford S. Bell, Cornell University
Publication Date
1-1-2005
Abstract

Given today’s new market reality and rapid changes in the business world, companies need to select and develop high potential talent who can maneuver in a hypercompetitive market and ultimately fill its top-tier jobs. Organizations can utilize the Human Resource Leadership Development Program (HRLDP) as a tool to attract, develop and retain high potentials to fill the future HR leadership pipeline. However, an HRLDP can be controversial and tricky to implement and maintain. The goal of this report is to provide useful guidelines for those interested in designing, managing and/or evaluating the effectiveness of such programs. If carefully designed and managed well, the HRLDP can provide an effective way for organizations to train and develop the HR leadership of tomorrow.

Comments

Suggested Citation
Kuok, K. L. M. & Bell, B. S. (2005). Design, implementation, and evaluation of HR leadership development programs (CAHRS Working Paper #05-02). Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies.
http://digitalcommons.ilr.cornell.edu/cahrswp/2

Citation Information
Karina Li Ming Kuok and Bradford S. Bell. "Design, Implementation, and Evaluation of HR Leadership Development Programs" (2005)
Available at: http://works.bepress.com/bradford_bell/5/