Strategic Responses by European Companies to the Diversity Challenge: an Online Comparison

Diversity management is a rethinking and reframing of equality management. It has particular significance in Europe with its increasingly diverse populations, homogenous leaders and aging workforce. Corporate websites are often the first point of call for prospective recruits, partners and investors, and they often contain ‘diversity statements’. This study investigates the web-based promotion of ‘diversity’ by 241 leading companies in eight European countries. This paper focuses particularly on the drivers and stages of diversity management and finds large differences across Europe. It identifies drivers for diversity management as better performance, enhancing corporate reputation and meeting stakeholder needs. The authors also found six stages of diversity management implementation and discuss their implications for human resource management.     

Making the case for ongoing and interactive organizational ethics training

This essay discusses the importance of ongoing and interactive ethics training within the scope of human resource development (HRD) practice. Furthermore, the essay adds to the discourse that relates HRD practice and theory involving ethics training.     

HRD in 2020: a hop-on,hop-off city tour

This article reports on the outcome of a Future Search Conference in the UK to consider human resource development (HRD) in 2020 and beyond. We firstly consider themes from the past into the present. This includes the persistence of solutions in HRD that are systematic, predictable, how apprenticeships in the UK have had to accommodate government policies to ameliorate youth unemployment and the long-standing difficulty for HRD of failing to demonstrate a return on investment (ROI) on activities. We then present four scenarios based on key questions for the future relating to value of HRD and whether this will be a future for HRD. Reponses to the questions form scenario logics which we present against the theme of city tour. Each scenario is explained against the presented logic with positive, negative, ambiguous and uncertain implications for HRD. We suggest that each scenario carries a glimpse of what might be.     

Work and occupational profile of Eastern African immigrants in the United States: a historical overview

This paper discusses the trends and patterns of emigration from Eastern Africa, otherwise known as the Horn of Africa. In particular, the paper focuses on the countries that collectively account for most African immigrants to the United States (US), namely Eritrea, Ethiopia, Sudan, and Somalia. Using a review of literature, the paper provides some explanation of the history of immigration from East Africa to the US, and an examination and discussion of the root causes, the trends, and patterns resulting in refugees and immigration to the country. An explanation of the causes for this is offered by drawing connections to the work and occupational profiles of these immigrants, once they are in the US, within a historical context. This historical perspective analysis paves the way for more research on immigration and HRD.     

Landscape of human resource development research in Korea: results from author co-citation network analysis

The present study examined major trends and issues of Human Resource Development (HRD) research in Korean context applying the author co-citation analysis (ACA) to three primary HRD-related journals in South Korea. Following the analyses of author co-citation frequency, correlation matrix, dendrogram, and the multi-dimensional scaling (MDS) map, the results were found as follows: (1) co-citation network identified seven topical clusters (i.e., human competency improvement for young men and e-learning designers, system approach for training effectiveness, competency for executives and HRD-ers, HRD evaluations, HRD solutions, mentoring in career development, leadership, and the role of professionals), (2) competency appeared as a keyword in multiple clusters, (3) unlike HRD in North America or Europe, learning (informal, organizational, self-directed, and lifelong learning) with a variety of HRD solutions comprised the dominant research stream, and (4) research activities for critical issues, such as diversity, development of workforce minority, and international HRD were largely missing.     

Déjà Vu,All Over Again

In response to Swanson's intergalactic HRD, McLean offers counter arguments to support intergalactic HRD. He explores the concept using dialectics: geocentrism vs. ethnocentrism, continuous improvement vs. status quo, situational context vs. absolutism, micro vs. meso vs. macro views, weight of scholarly support, ambiguity vs. specificity, and identify (field, discipline, subject or amorphous body of knowledge). McLean concludes that there is an ongoing need to continue to explore subfacets of HRD and to continue to explore how culture influences our understanding of HRD.     

Trends and challenges of developing human capital in India

With the population touching 1.2 billion, half of which is around 25 years of age, India is set to be among one of the top countries for human capital in the next two decades. While the country has been making rapid progress economically, human capital additions may remain marginal and may not keep up with the pace of economic growth unless accompanied by planned development of manpower. The Indian corporate sector was the first to start a dedicated HR function 30 years ago and the nation was the first to have a Ministry of HRD 20 years ago. Despite the early start, the last two to three decades have provided a mixed bag of experiences and expectations. Conservative HRD policies have not helped India's skill base to develop at the same rate as economic progress. An inadequate research base and the low quality of people entering the HR profession have prevented corporate HRD from becoming more productive than it is now. A lot of attention is directed towards recruitment, retention and compensation strategies rather than to talent multiplication. At the same time, innovative leaders and chief executive officers (CEOs) who have taken up the mantle of HR have made a mark. The future of human capital formation will be bright at the national level if the government makes more intense efforts to build human capital and becomes more innovative and expansive. At the corporate level, the credibility of HR is still suspect as it has not been able to match its steps with those of India's more innovative leaders. Preparation of a new breed of HR professionals combined with education of CEOs in what good HR can do may go a long way in helping Indian HR develop a strong footing.     

Customer service competencies: a global look

The purpose of the study was to identify competencies needed by those providing service to today's customers. A total of 460 service providers were interviewed from thirty-two different organizations in North America and twenty-six organizations in Asia and Europe. Based on 2.825 critical incidents, five major factors were identified to create the SERVE model: See the ‘big picture’ and how customer service fits into it; Establish an authentic human connection with each customer; Render timely, accurate and thorough service; Value and respond to unique customer needs; and Extend a hand to repair and strengthen relationships with customers who are upset or angry. Similarities and differences among the different geographic regions and among the different respondent types were noted. Implications for HRD practice and future research were discussed.     

A conversation with Edgard Cornacchione: understanding the HRD field in Brazil through his lens and perspectives

This article contains a conversation with Edgard B. Cornacchione Jr, Full Professor and Chairman of the Department of Accounting and Actuarial Sciences, College of Economics, Business and Accountancy (FEA) at University of Sao Paulo (USP), Brazil. He is a pioneer scholar in HRD in Brazil, holding a PhD in the field from University of Illinois at Urbana-Champaign (UIUC) and another PhD in Accounting from USP. This interview explores Edgard's career in HRD practice, research, teaching and outreach and service, in addition to experiences in other related fields, such as Accounting and Business Education. It also considers current insights and perspectives of how HRD has been practised and studied in Brazil. He has been teaching at USP since 1992. To an international audience, who still might not be so familiar with his work and path, this interview has the potential to enhance both the understanding of his experiences and the status of the field in Brazil.     

Better know a Human Resource Development (HRD) scholar: a conversation with Robert (Bob) G. Hamlin

This article contains a conversation with Robert (Bob) G. Hamlin and is part of aseries that focuses on different human resource development (HRD) scholars. Theaim is to better understand the people behind the names we see in print and at HRD scholarly conferences. Bob is professor emeritus and chair of HRD at the University of Wolverhampton Business School, UK and a management and organization development consultant at Oaken Consultancy. Bob has spoken at many HRD conferences in Europe and the United States and was one of the founding members of the University Forum for HRD. The conversation explores Bob's career in HRD practice, research, teaching and management. Among the topics covered are the significance of practical experience and the influence it can then have on research, the power of evidence-based practice, and the need for HRD research to be seen as relevant and having utility within the world of practice.     

The emergent ‘coaching industry’: a wake-up call for HRD professionals

Recent years have seen the rapid growth of an emergent ‘coaching industry’ in many countries with some scholars calling for the development of a ‘coaching profession’ replete with its own clear identity, clear boundaries and unique body of knowledge. Yet, at the same time, coaching has also been conceived as a necessary area of expertise and skill set among contemporary HRD professionals. Therefore, this article reports the results of a comparative study of the different conceptualizations and definitions of ‘coaching’ and contemporary HRD as reported in the literature. Results suggest that the intended purposes and processes associated with both fields of practice are virtually the same. The challenge and dilemma posed by these results are described from both a coaching and HRD perspective, and are discussed in terms of seeing the findings of this comparative study as a wake-up call for HRD professionals.     

Redefining,relooking, redesigning,and reincorporating HRD in the post Covid 19 context and thereafter

ABSTRACT

The COVID-19 pandemic has brought several challenges to the way organizations were functioning globally. Considering the case of India, this is a time of complete work transformation for the entire workforce across all sectors of work. As the work from home scenario has never been a part of the functioning of Indian organizations, whether public or private, there are serious concerns of managing the same particularly in time of this crisis. Thus, the present article provides an insight into the response of Indian organizations in combating the repercussions that the COVID-19 pandemic has drawn with it as well as the challenges being faced. In line with the same, we propose the adoption of a 4-R Crisis-Normalcy Model of HRD that can be used by the HRD professionals to redefine, relook, redesign, and reincorporate the HRD interventions in the COVID-19 context. This model not only provides the basis for managing the COVID-19 pandemic aligned to organizational functioning but is a way forward to dealing with any type of crisis situation that may affect an organization.     

HISTORY OF TECHNOLOGY,MANUFACTURING, AND THE INDUSTRIAL REVOLUTION: AN ALTERNATE PERSPECTIVE ON SCHMENNER'S HYPOTHESES

Two simultaneous developments took place during the so‐called Industrial Revolution (1760–1830): the industrialization of Britain and other countries in Europe and the deindustrialization of a number of non‐European countries, including India. I identify international relations as a major driver of the three components—demand, innovations, and capital formation—of the Industrial Revolution. I also offer an alternate perspective on hypotheses proposed by Schmenner in the preceding article in this issue.     

From a sapling to the forest: the saga of the development of HRD in India

This is an account of the growth and development of HRD function in India. What started in the mid-1970s as a conceptualization of an integrated HRD system to change the performance appraisal systems in a large engineering company, resulted in the establishment of HRD departments in many firms. Further dissemination and perseverance resulted in the establishment of a centre for HRD, and subsequently the birth of a professional body and, later, an academic institution. The authors describe the growth in eight stages and conclude the path for future is in moving towards national HR policies and other social sectors.     

Better know an HRD scholar: a conversation with Monica Lee

This article contains a conversation with Monica Lee, and is part of a series that focuses on different HRD scholars – the aim being to better understand the people behind the names we see in print. Monica is a Life Member of Lancaster University, was a founding member of the University Forum of HRD, and was the founding editor of Human Resource Development International. The conversation explores Monica's background, how she got into HRD, how she overcame dyslexia and recovered from her cerebral hemorrhage, how the University Forum was created, and how HRDI came about. The conversation also considers the consequences of placing boundaries around HRD, about how we are guided by our subconscious, and about the impact on HRD of future changes to organizations and structures.     

Inter-organizational network structures in Russia: organizational changes from institutional and social embeddedness perspectives

Theory posits that organizations are embedded socially within their environment. The level of embeddedness depends highly on the environmental uncertainty a company and its network partners face. The latest research on transition economies indicates that the institutional framework in these countries is highly relevant for inter-organizational structures (i.e. formalization, standardization, frequency, intensity and reciprocity). As Russia constitutes a good example of high environmental uncertainty, a closer look at organizational changes in general and inter-organizational network structures in particular is taken. This paper extends the theoretical and empirical scope of social and economic theories on inter-organizational structures by formulating a conceptual framework that unites economic rationalism with socially embedded arguments. Contributing to emerging international HRD literature, the objective is to understand better the institutional influences on network structures and thus on organizational change. Moreover, it will be demonstrated how far organizational changes and human resource development is associated with institutional influences on network structures.     

Can there be a domain-specific knowledge base in HRD? Reflections on the Lille symposium

A conversation recently began amongst senior human resource development scholars from around the world that focused on the prospects for theory development in human resource development (HRD). The opening event in the form of a panel discussion was held at the European HRD conference in Lille, France, in May 2008. This article summarizes and discusses contributions made by the panel participants.