Human Resource Development Before, During, and After Military Leave

2021 ◽  
pp. 152342232098292
Author(s):  
Kenneth M. Sweet ◽  
Stephanie L. Black
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Military Service ◽  
Military Training ◽  
Resource Development ◽  
Active Service ◽  
Civilian Employment ◽  
Dual Careers ◽  
Military Reservists ◽  
Hrd Professionals

The Problem Many organizations are ill-equipped to mitigate the talent management challenges associated with extended leave for military reservists. Today, reservists take more long-term leave from civilian employment than at any point in modern history, due to more frequent and longer periods of active service resulting from persistent conflict. Yet, there is a lack of research on managing the dual careers of military reservists, and limited guidance is available for human resource development (HRD) professionals. The Solution We propose that opportunity exists in the effective career management of reservists, who receive extensive military training. This article draws on inclusivity research to provide a model for managing the HRD aspects of extended military leave. Rather than focusing on the compliance aspects of military leave, we believe organizations can increase the performance, commitment, and career progression of reservists to better capitalize on the skills and competencies gained through military service. The Stakeholders This article offers practitioners of HRD and HRM insights into building inclusive organizations for military reservists. Implications may also be of interest to scholars of military psychology, military reservists, and military-connected employees.

Military Veterans’ Transferrable Skills

2016 ◽  
Vol 19 (1) ◽  
pp. 6-13 ◽  
Author(s):  
Valerie E. Davis ◽  
Sarah E. Minnis
Keyword(s):  
Human Resource Development ◽  
Military Service ◽  
Military Veterans ◽  
Armed Forces ◽  
Skills Training ◽  
Contributing Factors ◽  
Civilian Workforce ◽  
Retention Initiatives ◽  
Civilian Employment ◽  
Hrd Professionals

The Problem Military veterans face a number of employment challenges as they transition from military service to civilian employment. Although the American workforce has become much more diverse, there continues to be a lack of understanding and misperceptions about veterans’ skillsets and military experiences which inhibits successful employment after military service. Veterans are a source of talent for civilian employers as they bring distinctive capabilities and valuable skills developed through real-world, high-pressure experience, but some human resource development (HRD) practitioners may not be aware of the vast array of skills, training, and knowledge that veterans bring to the civilian workforce in addition to supervisory and management skills acquired during their time in the armed forces. Given the civilian public’s general lack of knowledge about military experience, HRD practitioners, in particular, may be less able to effectively evaluate and integrate veterans’ military experiences, skills, and capabilities in the civilian employment sector. These misunderstandings are contributing factors impacting veterans’ ability to transfer their skills from military to business cultures. The Solution It is imperative that HRD practitioners understand the potentially strong contributions and societal misperceptions regarding the business value of military veterans’ skills and experiences. This article will explore distinctive capabilities of veterans that make them assets in the civilian workforce as well as some potential concerns and highlight HRD’s role in recognizing and facilitating the development of veteran hiring and retention initiatives in civilian employment. Educating HRD professionals about how to integrate military veterans’ skills, knowledge, and abilities in business cultures and mitigate concerns is vital to promote veterans’ contributions to civilian organizations and is necessary for effective hiring and talent development. The Stakeholders Veterans, HRD professionals, scholars, practitioners, and policy makers interested in the HRD field, private sector, federal, nonfederal public sector, and U.S. Office of Personnel Management.

People, Technology and Human Resource Development (HRD) Philosophy

2012 ◽  
pp. 759-770 ◽  
Author(s):  
Claretha Hughes ◽  
Matthew W. Gosney
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Industrial Revolution ◽  
Resource Development ◽  
Corporate America ◽  
Hrd Professionals ◽  
Relationship Of ◽  
The Relationship

Technology and people are present in all organizations. How they are managed and developed is essential to the competitive advantage of organizations. Understanding the dynamics of this relationship is an area that needs to be better understood within the Human Resource Development (HRD) field. This chapter will explore the extent that HRD philosophy addresses the relationship of people and technology. Comparing people and technology has been a debate since the industrial revolution occurred in America (Swanson, 1982; Swanson, & Torraco, 1994). Man and machine are as essential to organizational prosperity as air and water is to living; yet, it is not often researched and published in HRD literature (Githens, Dirani, Gitonga, and Teng, 2008). Could this be why HRD professionals do not have a seat at the proverbial table in corporate America? Are HRD professionals and researchers denying that there is a relationship between people and technology in organizations? Are HRD professionals and researchers limited by their beliefs concerning the comparison of people to technology?

Post 9/11 Veterans With Service-Connected Disabilities and their Transition to the Civilian Workforce

2016 ◽  
Vol 19 (1) ◽  
pp. 66-77 ◽  
Author(s):  
Lisa Stern
Keyword(s):  
Literature Review ◽  
Human Resource Development ◽  
Military Service ◽  
Career Transition ◽  
Identity Conflict ◽  
Three Solutions ◽  
Civilian Workforce ◽  
Civilian Employment ◽  
Hrd Professionals ◽  
The Impact

The problem More than five million U.S. veterans are expected to return to our communities and the civilian workforce by the year 2020. The vast majority of Americans have little understanding of military service or the impact service may have on civilian employment outcomes. Connection to the labor force provides the swiftest means for a successful transition back home, yet almost half of post 9/11 veterans indicate finding a job is their biggest challenge. An exploratory literature review was conducted to examine if and how the career transition of post 9/11 veterans with service-connected disabilities is presented in the human resource development (HRD) literature. The solution Based on the results of this exploratory literature review, three solutions are proposed: (a) examine what is working at work for veterans with disabilities in an effort to change the research conversation from problems to solutions, (b) understand and begin to deconstruct the veteran–civilian career identity conflict, and (c) explore the lived experiences of veterans with service-connected disabilities and their employers. The Stakeholders HRD researchers, HRD scholarly practitioners, and HRD professionals with an interest in the complexity of career transition and return-to-work issues facing veterans and people with disabilities.

Theoretical Traditions and Coaching Genres

2014 ◽  
Vol 16 (2) ◽  
pp. 139-160 ◽  
Author(s):  
Elaine Cox ◽  
Tatiana Bachkirova ◽  
David Clutterbuck
Keyword(s):  
Structural Analysis ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Theoretical Base ◽  
Line Managers ◽  
Interdisciplinary Nature ◽  
Hrd Professionals ◽  
Coaching Approach ◽  
Theoretical Foundations

The Problem The interdisciplinary nature of the theoretical base of coaching creates practical approaches that are strongly influenced by organization-friendly theories, and fields such as counseling, psychotherapy, and philosophy. This eclectic use of theory creates uncertainty and sometimes leads to criticisms of coaching as being atheoretical and underdeveloped empirically. So, it is a difficult task for human resource development (HRD) professionals and particularly buyers of coaching to judge the relevance of numerous traditions of coaching and evaluate them for their HRD agenda. The Solution We highlight the theoretical foundations of coaching and develop a structural analysis of coaching engagement to indicate the potential interplay between organizational and individual agendas and to help HRD professionals become better informed about the value of coaching in the context of wider HRD paradigms. The Stakeholders HRD professionals, external coaches, internal coaches, and line managers who use a coaching approach, peer coaches, and leaders will benefit from the content of this article.

Embracing the sobering reality of technological influences on jobs, employment and human resource development

2018 ◽  
Vol 42 (7/8) ◽  
pp. 400-416 ◽  
Author(s):  
Szufang Chuang ◽  
Carroll Marion Graham
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Design Methodology ◽  
Resource Development ◽  
Comprehensive Review ◽  
Content Type ◽  
Technological Unemployment ◽  
Human Skills ◽  
Hrd Professionals ◽  
Work Structure

PurposeThis paper aims to provide a sobering and unique view of technological unemployment and job changes by identifying endangered jobs and skills, as well as the essential up-skills critical to employees’ performance, which cannot be replaced by technology.Design/methodology/approachA systematic literature review, used because it is replicable, transparent, and scientific, was implemented to examine the current and future technological influences on employment, job outlook, work structure, and human resource development (HRD).FindingsThe study concludes that HRD professionals should promptly reexamine their social responsibility relative to the technological influence on workers by focusing developmental efforts on employees’ human skills while assisting workers’ transition to a skill-polarized workplace. HRD professionals should play a major role in facilitating employees’ coexistence with robots in the workplace.Originality/valueWhile recognizing the valuable contributions of previous researchers with similar concerns, this comprehensive review provides an amalgamated and updated view, which reveals the escalating and combined challenges of a skill-polarized workplace, a tendency of technological unemployment for those positioned in middle-skill jobs, and an increased demand for employees with a higher level of human skills.

Not Your Parents’ Organization? Human Resource Development Practices for Sustainable Flex Work Environments

2021 ◽  
Vol 23 (2) ◽  
pp. 153-170
Author(s):  
Ethan P. Waples ◽  
Meagan E. Brock Baskin
Keyword(s):  
Organizational Climate ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Decision Makers ◽  
Flexible Work ◽  
Work Arrangements ◽  
Short And Long Term ◽  
Hrd Professionals

The Problem. Everything we know and understand about flexible work arrangements (FWAs) revolves around extant research exploring the effects and effectiveness of FWAs based on samples in which organizations and/or employees freely adopted their use. In a post COVID-19 world, organizations implemented FWAs and employees who may not have been prepared for or desired such arrangements. This has resulted in implementing FWAs in situations where the job, culture, or person does not “support” FWAs. The Solution. We suggest the economic uncertainty of the ongoing COVID-19 pandemic should shift Human Resource Development (HRD) attention to managing the organizational climate of work and work expectations, specifically with regard to FWAs. We discuss how HRD practitioners can help, specifically by preparing managers for enhanced communication and feedback, as well as through supporting employee development via proactive job crafting, to better prepare managers and workers to accept and flourish in FWAs both short and long term. The Stakeholders. The stakeholders for this article include decision-makers in organizations interested in driving success through long-term initiatives rooted in developing human capital. In addition, this article should resonate with HRD professionals interested in working with managers and employees to systematically build sustainable FWA systems.

Engaging Employees at Work: Insights From India

2017 ◽  
Vol 20 (1) ◽  
pp. 3-10 ◽  
Author(s):  
Manish Gupta
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Employee Performance ◽  
Resource Development ◽  
Clear Understanding ◽  
Nomological Network ◽  
Research Gaps ◽  
Employment Conditions ◽  
Antecedents And Consequences ◽  
Hrd Professionals

The Problem The engagement literature suffers not only from inconsistent construct conceptualizations but also from the paucity of research in India, a country whose employment conditions differ substantially from those of the Western nations. Therefore, there is a need to have clarity on the contribution of the engagement construct to the field of human resource development (HRD) and examine the significance of engaging employees in India. The Solution To address the aforementioned research gaps, the objectives of this issue are to derive a clear understanding of the engagement construct and to gain fresh insights into the antecedents and consequences of engagement at work, particularly in the context of India. The Stakeholders This issue is expected to benefit researchers, HRD professionals, and organizations by identifying the strongest engagement predictor of employee performance, suggesting several ways of engaging workforce in India, and providing fresh insights into the nomological network of engagement at work.

Workplace Technology and the Creation of Boundaries

2014 ◽  
Vol 16 (3) ◽  
pp. 281-295 ◽  
Author(s):  
Kristopher J. Thomas
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Work Life ◽  
Work Life Balance ◽  
Life Balance ◽  
Personal Lives ◽  
Opportunities For Learning ◽  
Hrd Professionals ◽  
Technology Policies

The Problem Significant advances in technology and the increasing ways in which employees use it in their work and personal lives have led to an environment in which employees can work nearly anytime and anywhere. Although virtual human resource development (VHRD) brings with it useful efficiencies and increased opportunities for learning, the prospect of 24/7 learning can have a deleterious impact on work–life balance for employees. The Solution The aim of this article is to first explain how work–life balance and workplace technology interact to affect the lives of employees. The article models boundaries between these areas and recommends that attention to work–life balance become part of practice when human resource development (HRD) professionals design virtual learning or help develop workplace technologies and policies. The Stakeholders Stakeholders include HRD professionals, scholars who study work–life balance, and organizational leaders who implement workplace technology policies and practices.

Influencing People and Technology Using Human Resource Development (HRD) Philosophy

2019 ◽  
pp. 854-866
Author(s):  
Claretha Hughes ◽  
Matthew W. Gosney ◽  
Cynthia M. Sims
Keyword(s):  
Middle Class ◽  
Human Resource Development ◽  
Human Resource ◽  
Skill Development ◽  
Resource Development ◽  
Job Market ◽  
Globalized Economy ◽  
Hrd Professionals ◽  
Productivity Gains ◽  
Job Prospects

Historically, American workers are continuing to be displaced by the productivity gains of technology and the competition for cheap laborers in a globalized economy. Human resource development (HRD) professionals are seeking ways to address rapid, continuous changes in technology and some, unfounded, fears and concerns regarding the influence of globalization on middle-class workers. Globalization efforts do not need to equal unemployment for American middle-class workers. Globalization can add opportunities for American middle-class workers to increase their job prospects by learning new skills, including how to leverage technological innovations for their advantage within the global job market. HRD professionals have an opportunity to assist workers with their skill development and improvement.

Workplace Success Strategies for Employees With Autism Spectrum Disorder: A New Frontier for Human Resource Development

2020 ◽  
Vol 19 (2) ◽  
pp. 122-151 ◽  
Author(s):  
Karen R. Johnson ◽  
Demetria Ennis-Cole ◽  
Matthew Bonhamgregory
Keyword(s):  
Autism Spectrum Disorder ◽  
Human Resource Development ◽  
Human Resource ◽  
Workforce Development ◽  
Resource Development ◽  
Autism Spectrum ◽  
Spectrum Disorder ◽  
Work Outcomes ◽  
Adults With Autism ◽  
Hrd Professionals

The increased prevalence of young adults with Autism Spectrum Disorder (ASD) translates into a dire need to find ways to facilitate successful employment opportunities. Employment options are limited because of impaired communication and social skills that are vital for the workplace. There are a growing number of studies published on the need for employment, and primarily social psychologists, medical, and rehabilitation professionals have conducted this research; this necessitates multidisciplinary research that involves workforce development experts. Our study identified ways that human resource development (HRD) professionals can foster skill development and promote a work environment that supports the success of employees with ASD. Through a narrative literature review, key themes were identified as critical employment strategies that fall within the scope of HRD. As agents of change, HRD professionals can play a role in the multifaceted and multidisciplinary approach needed to facilitate improved work outcomes of employees with ASD.

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