Bridging the industry–education skills gap for human resource development

2020 ◽  
Vol 52 (2) ◽  
pp. 93-103 ◽  
Author(s):  
Nana Arthur-Mensah
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Positive Impact ◽  
Resource Development ◽  
Employee Morale ◽  
Skills Gap ◽  
Content Type ◽  
Study Approach ◽  
The Usa

Purpose The purpose of this study is to describe one advanced manufacturing company’s efforts to build a channel of skilled workforce by developing an apprenticeship programme with high schools. Design/methodology/approach Using a qualitative case study approach, the authors interviewed the members of the organisation to gain insights into opportunities and challenges they faced in addressing their skills needs. Findings The analysis showed that the collaboration and commitment of stakeholders were essential to the success of the programme. Furthermore, flexibility in employer’s expectations to allow for career progression was critical to motivating students to continue in the programme. A positive impact of the programme on overall employee morale and organisational culture was revealed. Research limitations/implications Although the findings may be relevant to other similar organisations, they may have limitations in their applicability to other contexts. Practical implications The study holds promise for the field of human resource development, as practitioners and scholars can benefit from the renewed interest in youth apprenticeship to identify how their activities within and outside of the organisation can build and retain the human capacity needed for organisational performance and competitiveness. Originality/value Employer–education partnerships have been touted as a solution to the skills gaps in industries. However, there is very little literature on employer-initiated apprenticeships focused on youth in the USA. Industry–education apprenticeship programmes offers employers an opportunity to address the skills problem in ways that meet their need.

Transcribe and Tally: jugaad in action

2013 ◽  
Vol 3 (3) ◽  
pp. 1-8
Author(s):  
Ashish Malik
Keyword(s):  
Change Management ◽  
Learning Outcomes ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Content Type ◽  
Development Management ◽  
Organisational Capabilities ◽  
Indigenous Innovation

Title – Transcribe and Tally: jugaad in action. Subject area – Human resource development/management and change management, leadership, entrepreneurial development and indigenous innovation. Study level/applicability – The case is suitable for final year undergraduate human resource development/management, change management, indigenous innovation, or specialist HRM Master's program (strategic HRM/HRD) students. Case overview – The case study highlights the challenges of managing change and growth in India's dynamic business process outsourcing sector. The choice of a small organisation brings to the fore the impact of the strategic decisions owners of capital place on managers as they address issues of sustained growth to support short-term expectations of shareholders. The case highlights India's indigenous approach to frugal innovation or jugaad (finding a creative and improvised work around); how a group of managers consistently reinvented the business model and human resource management practices to stay afloat and meet shareholder expectations. Expected learning outcomes – Depending on the teaching programme and the emphasis of this case in the class, one or more of the following learning outcomes (LO) can be achieved from this case study. These LO have been developed using Bloom's taxonomy and they progressively move from simple to complex LO. Following the case analysis, students should be able to: discuss the key challenges faced by Transcribe and Tally (T&T); identify and analyse the various influences of internal and external factors on training provision; understand the importance of an external network of service provision and identify the key training and organisational capabilities; analyse the dynamic interactions between the various factors and training provision; analyse the relationship between T&T's competitive strategy and its strategic choices (make versus buy) towards investing in training; evaluate the role of training in developing organisational capabilities; and strategize a way forward for Roy Thakur. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

scholarly journals Training and development at BPOLAND

2012 ◽  
Vol 2 (8) ◽  
pp. 1-13 ◽  
Author(s):  
Malik Ashish ◽  
Fitzgerald Martin
Keyword(s):  
Learning Outcomes ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Subject Area ◽  
Content Type ◽  
Development Management ◽  
Organisational Capabilities ◽  
And Training

Subject area Human resource development/management and change management. Study level/applicability The case is suitable for final year undergraduate human resource development/management or specialist HRM Master's programs (strategic HRM/HRD). Case overview The case study highlights the challenges of managing change and growth in India's dynamic business process outsourcing sector. The choice of a large and complex organisation brings to the fore the complexity of decision making and how various factors shape the development of critical organisational capabilities and training provision. Expected learning outcomes Depending on the level of the class and the emphasis, one or more of the following learning outcomes can be achieved from this case study. Following thecase analysis, students should be able to: discuss the key challenges faced by BPOLAND; identify and analyse the various influences of internal and external factors on training provision; understand the importance of forging partnerships with key functional groups for shaping training and organisational capabilities; analyse the dynamic interactions between the various factors and training provision; analyse the relationship between BPOLAND's competitive strategy and its training choices (make versus buy); evaluate the role of training in developing organisational capabilities; and strategise a way forward for the person responsible for learning and development. Supplementary materials Teaching notes are available; please contact your librarian for access.

Ethics, corporate social responsibility and the role of human resource development: the academic experts’ view

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amin Alizadeh ◽  
Deepu Kurian ◽  
Shaoping Qiu ◽  
Khalil M. Dirani
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Human Resource Development ◽  
Human Resource ◽  
Sampling Technique ◽  
Resource Development ◽  
Structured Interview ◽  
Academic Programs ◽  
Content Type ◽  
Corporate Social

Purpose The purpose of this study is to get the perspectives of human resource development (HRD) scholars about connections among HRD, corporate social responsibility sand ethics. The authors also sought to discover if HRD academic programs need to have ethics-related courses for their graduate students. Design/methodology/approach In this paper, the authors reviewed the literature and interviewed ten HRD scholars who substantially contributed to the field of HRD and have influential publications related to ethics or corporate social responsibility to find out the relationship between HRD, ethics and corporate social responsibility. A semi-structured interview method was adopted to collect data and purposeful sampling technique was used for analyzing data into identified themes. Findings The results from the interviews were categorized into seven different themes. While some scholars argued that ethics-related discussion needs to be integrated within every course, most scholars stated that ethics can be a required standalone course for HRD graduate programs. Originality/value Despite ongoing consideration of the ethical nature of HRD, little research has been conducted on how ethics and corporate social responsibility are represented in the field of study and practice. To the best of the authors’ knowledge, this study is the first empirical paper in HRD that collected and analyzed experts’ perspectives in this topic.

National human resource development in China: government–industry–university relations and roles

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bo Fang ◽  
Panpan Zhang ◽  
Sehoon Kim
Keyword(s):  
Literature Review ◽  
Human Resource Development ◽  
Human Resource ◽  
Triple Helix ◽  
Critical Role ◽  
Resource Development ◽  
Content Type ◽  
Triple Helix Model ◽  
National Human ◽  
The Government

Purpose The purpose of this paper is to explore recent national human resource development (NHRD) practices in China through a literature review focusing on programs and activities that represent the roles and interactions among the government, industry and universities. Design/methodology/approach To effectively consolidate previous work and conceptualize the recent development of the NHRD practices in China, a semi-narrative literature review was used to explore and analyze NHRD-related functions and activities. Findings Findings from the literature review showed that although the central government still plays a predominant role in China, universities and corporations are increasingly playing a critical role in developing an innovative and skilled workforce. At the regional level, NHRD initiatives in China have been increasingly undertaken by universities, industry and government–industry–university collaborations. The authors also found a disparity between developed and underdeveloped regions in terms of NHRD in China. Research limitations/implications This study used the triple helix model as a framework that provides an insightful lens for researchers to examine how various social entities interact with each other and jointly contribute to NHRD. Further case studies are needed to generate evidence-based knowledge to the NHRD literature. Practical implications A more systematic NHRD leadership structure at both the national and local level is desired to unleash the potential of bottom-up development and active government–industry–university collaboration. To counter regional divergence in NHRD in China, intra- and cross-regional collaborations are helpful in improving resources distribution and workforce development. Originality/value Based on open system theory, this study focused on programs and activities that represent the roles and interactions among the government, industry and university in Chinese NHRD through the lens of the triple helix model. In addition, this study offers a conceptual model of Chinese NHRD to help scholars and practitioners understand the transitional efforts in NHRD.

scholarly journals The contribution of human resource development managers to organisational branding in the hotel industry in India and South East Asia (ISEA): a dynamic capabilities perspective

2020 ◽  
Vol 43 (1) ◽  
pp. 131-153
Author(s):  
Adebayo Serge Francois Koukpaki ◽  
Kweku Adams ◽  
Adegboyega Oyedijo
Keyword(s):  
East Asia ◽  
Human Resource Development ◽  
Human Resource ◽  
Dynamic Capabilities ◽  
Hotel Industry ◽  
Resource Development ◽  
South East Asia ◽  
Quality Service ◽  
Content Type ◽  
Dynamic Capabilities Perspective

PurposeThis research explores the significant contribution of human resource development (HRD) managers in building organisational brands in the hotel industry through the lenses of dynamic capabilities for sustaining competitiveness.Design/methodology/approachUsing a qualitative case study design, this study deployed a semi-structured interview research method. It used a purposive sample of 20 HRD managers across twenty different hotels in India and South East Asia (ISEA) to explore their contribution to organisational brands. The data was analysed using thematic analysis.FindingsThe findings show the significance of HRD in building organisational brands. From a dynamic capabilities perspective, it was found that HRD has an impact on fostering brand awareness culture; HRD functional branding enhances the creation and sustaining of quality service culture; functional branding of HRD helps differentiate the brand and quality service, for product development and innovation by linking talent development and growth of key competencies and capabilities; brand training and behavioural training directly influence the right behaviour knowledge and effective communication that is translated into the enhancement of guest experience; and finally, organisational branding through branding culture and employer branding creates organisational wealth.Originality/valueThe authors propose a new conceptual framework for the branding of the Heroes to reclaim the HRD's splendour in the realm of other functions in the hotel industry in ISEA contexts. While the authors do not claim an external generalisability, we believe that an analytical application of this framework could be relevant in similar environments. The study also claims that HRD practitioners could use parallel literature repertoires from brand management discourse to value their strategic contributions in building and maintaining their reputational position at the board level. Practical implications and further research are discussed.

Sign in / Sign up

Export Citation Format

Share Document