Using a portfolio-based process to develop agility among employees
The fast-paced and changeable nature of contemporary society results in organizations that increasingly need to train their employees to become more energetic, flexible, and adaptable: the so called “agile” employees. This study used personal development portfolios including frequent feedback interviews (with mentors and peers) over 2.5 years to assist 32 employees working in an organization undergoing change to become more agile. A portfolio implies setting agility goals, recording and assessing progress in one's agility. Data were collected on employees' agility, and were related to their portfolio. Results showed that the portfolio use significantly increased employees' agility and significantly enhanced the agreement between self-rated and other-rated agility. Findings favor the use of development portfolios by organizations in improving agility among their employees. Therefore, this study gives tools for the practice of Human Resources Development (HRD).
|Keywords||coaching, competencies/competency, HRD theory, workforce development|
|Journal||Human Resource Development Quarterly|
Doeze Jager-van Vliet, S.B, Born, M.Ph, & van der Molen, H.T. (2018). Using a portfolio-based process to develop agility among employees. Human Resource Development Quarterly, in press. Retrieved from http://hdl.handle.net/1765/112472