Pub Date : 2024-08-14DOI: 10.1177/15234223241276147
Marilyn Y. Byrd
{"title":"Advancing Theory in Human Resource Development","authors":"Marilyn Y. Byrd","doi":"10.1177/15234223241276147","DOIUrl":"https://doi.org/10.1177/15234223241276147","url":null,"abstract":"","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"7 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2024-08-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142227464","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-26DOI: 10.1177/15234223241268253
Sage A. Mauldin
ProblemThe career development and professional growth of LGBTQ+ faculty members in higher education is an under researched topic in the field of human resource development (HRD); particularly as it relates to ways that exclusionary diversity policies and practices can hinder well-being and perpetuate marginalization of this group. While current diversity policies and practices in higher education acknowledge and address race and ethnicity, gender identity and sexuality have tended to receive far less attention. This issue is particularly problematic within the HRD career development paradigm. The reinforcement of cisheteronormativity leads to feelings of marginalization and exclusion among LGBTQ+ faculty members, highlighting systemic barriers that hinder their professional growth.SolutionThe purpose of this study was to explore six LGBTQ+ faculty members’ perceptions of diversity policies and practices at their respective institutions, investigating how the language and implementation contributes to a sense of marginalization and exclusion. The role of critical human resource development (CHRD) in challenging the social injustices emanating from exclusionary diversity policies and practices are discussed. Implications for positive career development outcomes from implementing and enforcing inclusive diversity policies and practices are highlighted.StakeholdersThe stakeholders are higher education institutions (HEIs), human resource development (HRD) practitioners who may work with them, and diversity, equity, and inclusion (DEI) executives.
{"title":"LGBTQ+ Faculty Members' Perceptions of Diversity Policies and Practices in Higher Education","authors":"Sage A. Mauldin","doi":"10.1177/15234223241268253","DOIUrl":"https://doi.org/10.1177/15234223241268253","url":null,"abstract":"ProblemThe career development and professional growth of LGBTQ+ faculty members in higher education is an under researched topic in the field of human resource development (HRD); particularly as it relates to ways that exclusionary diversity policies and practices can hinder well-being and perpetuate marginalization of this group. While current diversity policies and practices in higher education acknowledge and address race and ethnicity, gender identity and sexuality have tended to receive far less attention. This issue is particularly problematic within the HRD career development paradigm. The reinforcement of cisheteronormativity leads to feelings of marginalization and exclusion among LGBTQ+ faculty members, highlighting systemic barriers that hinder their professional growth.SolutionThe purpose of this study was to explore six LGBTQ+ faculty members’ perceptions of diversity policies and practices at their respective institutions, investigating how the language and implementation contributes to a sense of marginalization and exclusion. The role of critical human resource development (CHRD) in challenging the social injustices emanating from exclusionary diversity policies and practices are discussed. Implications for positive career development outcomes from implementing and enforcing inclusive diversity policies and practices are highlighted.StakeholdersThe stakeholders are higher education institutions (HEIs), human resource development (HRD) practitioners who may work with them, and diversity, equity, and inclusion (DEI) executives.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"70 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2024-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141779798","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-25DOI: 10.1177/15234223241267922
Brian Harney, Claire Gubbins
ProblemHRD and HRM can sometimes operate in silos or at cross-purposes. The increasingly FRAGILE world order confronting business (i.e., Fragmenting boundaries; Resurgent populism; Accelerated digitalisation; Growing inequality; Inverted populations; Loss of Trust; and the Ecological crisis) mandates greater collaborative engagement across HRD and HRM.SolutionFollowing a detailed review of the skills-based implications of the FRAGILE world order, the article unpacks the nascent skills-based agenda, detailing the transition from traditional job to task-based understanding, and outlining some examples of what it can look like in practice. Ultimately, to effectively navigate the FRAGILE world order organizations must have a clear understanding of both their current skill demands and deficiencies, and equally skills required of the future.StakeholdersThis conceptual article will be of interest to HRD and HRM professionals, but equally hold broader insights for organizations and policy makers engaged in navigating the FRAGILE world order through a skills-based agenda.
{"title":"Human Resource Development (HRD) Meets Human Resource Management (HRM): A Skills Based Agenda for a FRAGILE World Order","authors":"Brian Harney, Claire Gubbins","doi":"10.1177/15234223241267922","DOIUrl":"https://doi.org/10.1177/15234223241267922","url":null,"abstract":"ProblemHRD and HRM can sometimes operate in silos or at cross-purposes. The increasingly FRAGILE world order confronting business (i.e., Fragmenting boundaries; Resurgent populism; Accelerated digitalisation; Growing inequality; Inverted populations; Loss of Trust; and the Ecological crisis) mandates greater collaborative engagement across HRD and HRM.SolutionFollowing a detailed review of the skills-based implications of the FRAGILE world order, the article unpacks the nascent skills-based agenda, detailing the transition from traditional job to task-based understanding, and outlining some examples of what it can look like in practice. Ultimately, to effectively navigate the FRAGILE world order organizations must have a clear understanding of both their current skill demands and deficiencies, and equally skills required of the future.StakeholdersThis conceptual article will be of interest to HRD and HRM professionals, but equally hold broader insights for organizations and policy makers engaged in navigating the FRAGILE world order through a skills-based agenda.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"21 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2024-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141779799","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-24DOI: 10.1177/15234223241267894
Taylor Cavallo, Ana Carolina Rodriguez
The ProblemMiscarriage is an under-discussed topic in organizations. Many organizations in the United States do not offer organizational support for individuals who experience miscarriage. Not having organizational support may make an individual’s experience of healing more challenging, impacting their professional and career development.The SolutionOrganizations can combat some of the challenges around pregnancy loss by implementing training & development and awareness development initiatives to educate around this topic and provide support for individuals who may be impacted.StakeholdersStakeholders in this issue include HRD practitioners, managers and organizations that are committed to leveraging training & development initiatives to support employees and alleviating the organizational challenges surrounding the multiple journeys of working parenthood, including miscarriage.
{"title":"Organizational Support After Early Pregnancy Loss: The Importance of Training and Awareness Development","authors":"Taylor Cavallo, Ana Carolina Rodriguez","doi":"10.1177/15234223241267894","DOIUrl":"https://doi.org/10.1177/15234223241267894","url":null,"abstract":"The ProblemMiscarriage is an under-discussed topic in organizations. Many organizations in the United States do not offer organizational support for individuals who experience miscarriage. Not having organizational support may make an individual’s experience of healing more challenging, impacting their professional and career development.The SolutionOrganizations can combat some of the challenges around pregnancy loss by implementing training & development and awareness development initiatives to educate around this topic and provide support for individuals who may be impacted.StakeholdersStakeholders in this issue include HRD practitioners, managers and organizations that are committed to leveraging training & development initiatives to support employees and alleviating the organizational challenges surrounding the multiple journeys of working parenthood, including miscarriage.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"42 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2024-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141779800","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-11DOI: 10.1177/15234223241254775
Julie G. Brown
ProblemEmployee onboarding is one of the most important phases of an employee’s life cycle. Human resources (HR) is vital in setting employees up for success, particularly during this employment stage. Some organizations lose employees before they have had a chance to learn about and acclimate to the organization. An ineffective onboarding program may contribute to high turnover costs and low employee retention.SolutionThis article discusses emerging trends in the role of artificial intelligence (AI) in human resource development (HRD) and how AI is being used to develop more effective and efficient processes and programs. Recommendations for practitioners will include how AI may create an informative and engaging onboarding program that may increase employee retention.StakeholdersOrganizational development (OD) and learning and development (LD) professionals who want a more effective employee onboarding program that will provide the knowledge employees need while creating an engaging learning experience.
{"title":"The Impact of Artificial Intelligence in Employee Onboarding Programs","authors":"Julie G. Brown","doi":"10.1177/15234223241254775","DOIUrl":"https://doi.org/10.1177/15234223241254775","url":null,"abstract":"ProblemEmployee onboarding is one of the most important phases of an employee’s life cycle. Human resources (HR) is vital in setting employees up for success, particularly during this employment stage. Some organizations lose employees before they have had a chance to learn about and acclimate to the organization. An ineffective onboarding program may contribute to high turnover costs and low employee retention.SolutionThis article discusses emerging trends in the role of artificial intelligence (AI) in human resource development (HRD) and how AI is being used to develop more effective and efficient processes and programs. Recommendations for practitioners will include how AI may create an informative and engaging onboarding program that may increase employee retention.StakeholdersOrganizational development (OD) and learning and development (LD) professionals who want a more effective employee onboarding program that will provide the knowledge employees need while creating an engaging learning experience.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"1 3 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2024-05-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140933019","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-10DOI: 10.1177/15234223241252761
Sheri S. Williams, Jeri M. Heileman
ProblemIn the rapidly changing future of work, advances in human resources are needed to develop individual leadership expertise and further the collective aims of the organization. This article explores the challenges and opportunities in the transition to leadership for new and early-career leaders across interdisciplinary and interorganizational contexts.SolutionTwo high-impact strategies are proposed to facilitate the leadership transition, namely, strategic onboarding and intentional networking. These methods expand conventional approaches in leadership development. When new leaders are primed with onboarding and networking structures, they are better prepared to partner with internal and external stakeholders in a culture of shared leadership for equitable and thriving organizations and their communities.StakeholdersThe article may be of interest to a diversity of human resource development scholars and practitioners who seek to further their understandings and practices in the training, mentoring, and career development of new leaders for workforce performance and organizational integrity.
{"title":"Insights on the Transition to Leadership: The Power of Onboarding and Networking","authors":"Sheri S. Williams, Jeri M. Heileman","doi":"10.1177/15234223241252761","DOIUrl":"https://doi.org/10.1177/15234223241252761","url":null,"abstract":"ProblemIn the rapidly changing future of work, advances in human resources are needed to develop individual leadership expertise and further the collective aims of the organization. This article explores the challenges and opportunities in the transition to leadership for new and early-career leaders across interdisciplinary and interorganizational contexts.SolutionTwo high-impact strategies are proposed to facilitate the leadership transition, namely, strategic onboarding and intentional networking. These methods expand conventional approaches in leadership development. When new leaders are primed with onboarding and networking structures, they are better prepared to partner with internal and external stakeholders in a culture of shared leadership for equitable and thriving organizations and their communities.StakeholdersThe article may be of interest to a diversity of human resource development scholars and practitioners who seek to further their understandings and practices in the training, mentoring, and career development of new leaders for workforce performance and organizational integrity.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"17 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2024-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140933179","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-15DOI: 10.1177/15234223231222525
Marilyn Y. Byrd
{"title":"Celebrating 25 Years: Then and Now","authors":"Marilyn Y. Byrd","doi":"10.1177/15234223231222525","DOIUrl":"https://doi.org/10.1177/15234223231222525","url":null,"abstract":"","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"76 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139000583","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-09DOI: 10.1177/15234223231212675
Carey Scheide Miller, Joan Giblin
Problem Higher staff turnover rates occurred at a university when flexible work schedules were selectively discontinued in some divisions after the COVID-19 pandemic workplace disruption. Solution Staff surveys and focus groups identified a strong positive connection between flexible work, job satisfaction, and supervisor support. Alongside collaborators, leadership workshop cohorts were developed for staff supervisors. Pre- and post-workshop surveys, interviews, and a split-test survey of non-managerial staff gauged if job satisfaction and belonging were influenced by the workshops and how flexible work was factored. Job satisfaction and communication improved for participants and their staff. Furthermore, their staff reported higher feelings of belonging. Stakeholders The intended audience for this article is HRD scholars, practitioners, and employers interested in improving job satisfaction and belonging for their employees.
{"title":"Improving Job Satisfaction and Belonging Through Flexible Work and Leadership Cohorts","authors":"Carey Scheide Miller, Joan Giblin","doi":"10.1177/15234223231212675","DOIUrl":"https://doi.org/10.1177/15234223231212675","url":null,"abstract":"Problem Higher staff turnover rates occurred at a university when flexible work schedules were selectively discontinued in some divisions after the COVID-19 pandemic workplace disruption. Solution Staff surveys and focus groups identified a strong positive connection between flexible work, job satisfaction, and supervisor support. Alongside collaborators, leadership workshop cohorts were developed for staff supervisors. Pre- and post-workshop surveys, interviews, and a split-test survey of non-managerial staff gauged if job satisfaction and belonging were influenced by the workshops and how flexible work was factored. Job satisfaction and communication improved for participants and their staff. Furthermore, their staff reported higher feelings of belonging. Stakeholders The intended audience for this article is HRD scholars, practitioners, and employers interested in improving job satisfaction and belonging for their employees.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":" 30","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135240835","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-07DOI: 10.1177/15234223231213993
Clinton A. Patterson
Problem Mentorship directly and indirectly impacts an organization. Therefore, human resource development and higher education professionals often become responsible for mentoring program design, implementation, and assessment. Solution Mentoring literature for HRD and higher education contexts describes the complexity and benefits for individuals and organizations. Workplace themes associated with HRD are present in higher education mentoring ecosystems. This practitioner contribution reviews relevant mentoring research and evidence-based practices, prior to a descriptive and thematic analysis of current mentoring program design frameworks, two rooted in HRD and two associated with higher education. An aspirational goal for higher education professionals engaging in applied HRD efforts and HRD academic programs and their participants to span the institutional silos and learn more about each other. Stakeholders Mentorship practitioners and scholars, regardless of workplace affinity, will be able to easily identify actionable ways to incorporate evidence-based practices and recommendations into their mentoring ecosystem, program, and organization.
{"title":"Mentoring Programs: Characteristics Within HRD and Higher Education Contexts","authors":"Clinton A. Patterson","doi":"10.1177/15234223231213993","DOIUrl":"https://doi.org/10.1177/15234223231213993","url":null,"abstract":"Problem Mentorship directly and indirectly impacts an organization. Therefore, human resource development and higher education professionals often become responsible for mentoring program design, implementation, and assessment. Solution Mentoring literature for HRD and higher education contexts describes the complexity and benefits for individuals and organizations. Workplace themes associated with HRD are present in higher education mentoring ecosystems. This practitioner contribution reviews relevant mentoring research and evidence-based practices, prior to a descriptive and thematic analysis of current mentoring program design frameworks, two rooted in HRD and two associated with higher education. An aspirational goal for higher education professionals engaging in applied HRD efforts and HRD academic programs and their participants to span the institutional silos and learn more about each other. Stakeholders Mentorship practitioners and scholars, regardless of workplace affinity, will be able to easily identify actionable ways to incorporate evidence-based practices and recommendations into their mentoring ecosystem, program, and organization.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"158 3","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135476269","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-03DOI: 10.1177/15234223231212444
Latosha R. Henderson
The Problem Organizations struggle to find effective ways to identify needs and consequently develop the leadership skills of leaders. At the same time, veterans are entering the civilian workforce with significant, valuable non-technical leadership skills that are rarely studied as leadership attributes. As a result, there is scant research on the contribution of leadership attributes from military leadership. The Solution This article will introduce the Be-Know-Do framework used in the U.S. Army’s leadership development program. The premise of the model is that when the attributes and competencies of the leader are developed, organizational results will be produced through the people they lead. The Stakeholders Human resource development (HRD) scholars and practitioners, human resource management (HRM) practitioners, professionals, and trainers
{"title":"Developing Attributes of the Leader: From Military Service to the Civilian Workforce","authors":"Latosha R. Henderson","doi":"10.1177/15234223231212444","DOIUrl":"https://doi.org/10.1177/15234223231212444","url":null,"abstract":"The Problem Organizations struggle to find effective ways to identify needs and consequently develop the leadership skills of leaders. At the same time, veterans are entering the civilian workforce with significant, valuable non-technical leadership skills that are rarely studied as leadership attributes. As a result, there is scant research on the contribution of leadership attributes from military leadership. The Solution This article will introduce the Be-Know-Do framework used in the U.S. Army’s leadership development program. The premise of the model is that when the attributes and competencies of the leader are developed, organizational results will be produced through the people they lead. The Stakeholders Human resource development (HRD) scholars and practitioners, human resource management (HRM) practitioners, professionals, and trainers","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"2 4","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135873945","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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