离职后(返岗)培训需求与人力资源开发

IF 3.1 Q1 INDUSTRIAL RELATIONS & LABOR Advances in Developing Human Resources Pub Date : 2021-05-01 DOI:10.1177/1523422320982935
Denise R. Philpot, Mariya Gavrilova Aguilar
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引用次数: 2

摘要

员工休假受到各种法律的影响,这些法律规定了雇主的义务和员工的责任。虽然员工休假过程是由组织的人力资源管理(HRM)功能管理的,但在大多数情况下,这些法律和内部组织政策和程序并没有解决与员工重返工作岗位和随后融入工作场所相关的培训需求。培训和发展是人力资源开发(HRD)的一个组成部分,因此人力资源开发应该在很大程度上参与员工重返工作的过渡。此外,主管/经理应检查他们在评估员工的培训需求和促进休假后成功重返工作岗位方面的作用。人力资源开发文献可以受益于一个综合模型。解决方案这篇文章回顾了人力资源管理(HRM)政策与员工休假相关的一个重要职场现象,以及人力资源管理实践与解决重返工作岗位后的培训需求相关的一个重要职场现象,并强调员工导向和融入劳动力队伍。作为人力资源开发的一个重要组成部分,组织发展(OD)也可以用来为休假员工创造一个支持性的组织文化。我们综合现有的离职后研究,并依靠人力资源开发文献提出解决方案,强调员工培训和发展干预。对从业者的建议包括如何在员工休假前和返回后改善工作场所环境,如何加强培训计划的存在,以及如何正确培训管理人员与员工合作并评估他们休假后的培训需求。希望改善休假政策和记录实践的利益相关者人力资源开发从业者,因为他们涉及到休假员工重返工作岗位后的绩效和培训需求,以及努力确保回归员工拥有必要的知识和技能以恢复以前的能力和生产力水平的经理,将对本研究感兴趣。
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Post-Leave (Return to Work) Training Needs and Human Resource Development
The Problem Employee leave is impacted by a variety of laws that address employer obligations and employee responsibilities. While the employee leave process is managed by an organization’s Human Resource Management (HRM) function, in most cases these laws and internal organizational policies and procedures do not address the training needs related to the employee’s return to work and subsequent integration into the workplace. Training, and Development is a component of Human Resource Development (HRD) and thus HRD should be largely involved in the employee’s transition back to work. In addition, supervisors/managers should examine their role in to evaluating the training needs of the employee and facilitating a successful post-leave return to work. The HRD literature can benefit from an integrated model of. The Solution This article reviews an important workplace phenomenon existing at the intersection of Human Resource Management (HRM) policies related to employee leave and HRD practices related to addressing training needs upon return to work and emphasizing employee orientation and integration back into the workforce. As a major component of HRD, Organization Development (OD) can also be employed to create a supportive organizational culture for employees on leave. We synthesize existing research on post-leave and rely on the HRD literature to propose solutions that highlight employee training and development interventions. Recommendations for practitioners include how to improve the workplace environment for employees prior to their leave as well as upon return, how to enhance the existence of orientation programs, and how to properly train managers to work well with employees and assess their training needs upon return from leave. The Stakeholders HRD practitioners that are looking to improve leave policies and documented practices as they pertain to the performance and training needs of leave-taking employees upon returning to work as well as managers that strive to ensure returning employees have the knowledge and skills necessary to regain previous levels of competence and productivity will be interested in this research.
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来源期刊
Advances in Developing Human Resources
Advances in Developing Human Resources INDUSTRIAL RELATIONS & LABOR-
CiteScore
6.40
自引率
6.50%
发文量
18
期刊介绍: Advances in Developing Human Resources is a bi-monthly journal whose single issues explore and examine discrete topics. These single issues (or "back issues," once the subsequent issue is published) are available individually or in quantities for use in a classroom or training environment. Balancing practice, theory, and readability, each issue is devoted to important and timely topics related to the development of human resources. The content of the journal spans the realms of performance, learning, and integrity within an organizational context. Readable and relevant to practitioners, each issue is grounded in sound research and theory and edited by a top scholar in the field.
期刊最新文献
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