Employee wellbeing, resilience and mental health
The wellbeing topic and its two readings are kept here so both topics stay live. Would you like a wellbeing counterpart page to match this one, or is this enough?
15 Matching Annotations
- Last 7 days
-
rmit.instructure.com rmit.instructure.com
-
-
As you read, note the talent management issues each article raises, and mark every place where the authors treat development, rather than recruitment alone, as the answer. If you lean toward the wellbeing topic, read the abstracts and conclusions only and carry on to the decision below.
You gave the two readings without questions, so this prompt is ours. Keep it, replace it, or would you like set questions like the ones on pages 1.2 and 1.3?
-
-
rmit.instructure.com rmit.instructure.com
-
Australian Society for Training and Development (ASTD).
The legacy page calls ASTD the Australian Society for Training and Development, but it is the American Society for Training and Development and the Davis et al. source is American. Shall we correct it?
-
-
rmit.instructure.com rmit.instructure.com
-
Hyland et al. 2005, p. 4
These quotations are retained, but Hyland et al. (2005) has never had a full reference anywhere in the course. Can you supply it?
-
Benefits of HRD
Your note asked to move 1.6 to 1.5. We have kept Benefits of HRD here because it carries the benefits strand of MLO1.3 and the three-step process Assessment 2 builds on, which makes the week run to 1.8. Does that work, or did you intend to drop this page?
-
-
rmit.instructure.com rmit.instructure.com
-
RMIT Library.
The reading is retained on the legacy RMIT link. We could not confirm the volume and issue number for the reading list; do you have them?
-
Week 1 discussion: Principles and processes in your organisation
New discussion board so learners can compare how the same principles look across different industries. Happy to keep it, or would you rather remove it?
-
How and why are talent management and skills gaps, or employee wellbeing, resilience and mental health, a concern to SHRD today? How can this impact on performance in your organisation, or the Health Care organisation?
We have rewritten the activity questions: the legacy pair asked about discrimination and bullying “in 2024”, which no longer matches the assessment topics. Keep this version, or restore the original?
-
-
rmit.instructure.com rmit.instructure.com
-
After reading Garavan et al. (2016), think about how strategic HRD, rather than operational training, addresses the challenge your organisation faces in your chosen topic: talent management and skills gaps, or employee wellbeing, resilience and mental health. Draft a response in preparation for Assessment 1. What is the role of SHRD in building the capabilities, or the wellbeing and resilience, that the organisation will need next, not just now? Please refer to your own personal experiences as well. Note your thoughts in preparation for Assessment 1.
The two SHRD questions were framed around diversity and inclusion, which no longer matches the assessment topics, so we have reframed them to the learner’s chosen topic. Do they still ask what you want asked?
-
-
rmit.instructure.com rmit.instructure.com
-
wo articles
These two readings are on DOI links for now. RMIT Library permalinks for Garavan (2023) and Poell et al. (2024) are the last two we need from you.
-
The internal context of an organisation, including strategic orientation, organisation culture and leadership, can have an influence on HRD. Think about your own organisation and how the internal context affects the HRD practices there.
The legacy task also asked learners to place their organisation on the Mitsakis maturity scale, which leaves with that reading. Would you like an equivalent step built from the new articles?
-
Both pieces are editorials by the journals’ editors rather than research studies, so read them for the argument: where do the authors say HRD is now, where must it go next, and what would that mean for the way your organisation develops people?
Both new readings are editorials rather than empirical studies, which suits the “main arguments” question well. Are you comfortable with that, or would you like one research article alongside them?
-
-
rmit.instructure.com rmit.instructure.com
-
Difference Between HRM and HRDLinks to an external site.The short article this page asks you to read first, useful to revisit once you have written your own descriptions and want to check your wording against it.
This legacy short article is retained, but we have not been able to confirm its original source. Is this the article you intend, or would you like a replacement?
-
Short of time? The conversation with Dr Garavan runs from 2:00 to 23:34. As you listen, note one thing a strategic HRD function does that an operational one does not; you will use it on page 1.2.
The full episode runs 69 minutes, so we have made the Garavan segment the core listen and left the rest optional. Should the whole episode be required instead?
-
- Apr 2026
-
glassmanlab.seas.harvard.edu glassmanlab.seas.harvard.edu
-
Cai et al. [117] interviewed 21 pathologists who used a deep neural network to aid in thediagnosis of prostate cancer. The interviews showed that pathologists needed to learn moreabout the network’s strengths and limitations to use it effectively. They also wanted to knowthe design objective of the network and the kind of data on which it was trained.
-