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The role of HRD in CSR and sustainability: a content analysis of corporate responsibility reports

EUROPEAN JOURNAL OF TRAINING AND development 2020年第6-7期44卷 549-573页

作者： Jang, Soebin Ardichvili, Alexandre Augsburg Univ Dept Business Adm Minneapolis MN 55454 USA Univ Minnesota Dept Org Leadership Policy & Dev St Paul MN 55108 USA

Purpose This study aims to examine the role of human resource development (HRD) in corporate social responsibility (CSR) and sustainability initiatives of multinational companies (MNCs). Design/methodology/approach The authors analyze contents of corporate responsibility (CR) reports disclosed by 23 MNCs from Europe, Asia and North America to examine HRD's contribution to CSR and sustainability, with particular attention to long-term human development and organization development. Findings The analysis of CR reports indicates that HRD is perceived as playing a role in the following areas: diversity, equity and inclusion;community engagement;work-life balance;employee long-term growth and development;performance management;business ethics and ethical culture;and raising CSR awareness. In all areas, HRD was identified as playing a significant role in supporting companies' CSR agendas. Originality/value This study extends research on the intersection of HR, CSR and sustainability and provides evidence of HRD's important contributions to CSR and sustainability.

关键词： Corporate social responsibility learning and development Sustainability Human resource development Organization development Corporate responsibility reporting

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How HR needs to change to get to the big table

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Strategic HR Review 2021年第1期20卷 7-10页

作者： Sanjay Verma LrnEd & a Global HR Leader Gurgaon India

Purpose This paper provides an overview of the challenges that HR departments and TA practitioners are facing and provide actionable takeaways to address these issues and improve company practices. Design/methodology/approach The insights provided in this paper come from the author's 30 years of experience in the industry and references from companies in the USA and India that have met with the author to shared their issues when recruiting quality candidates. Findings HR is bound to move from a tactical and complacent role to a high impact position. The HR and TA teams that have a deep understanding of complex people’s behavior and aspirations will get to the pilot seat in the industry, and their development will be nothing short of smooth. Originality/value This piece compiles 30 years of talent management insights collected from some of the biggest companies in India to give a cohesive idea of the aspects that need changed to ensure the quality of recruitment and satisfaction of employees.

关键词： Human resource management Talent management Organization development Coaching Talent learning and development

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Nurturing an organization’s high achievers through strategic talent development: An asymmetric approach to talent management investment

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Strategic Direction 2020年第3期36卷 28-30页

Purpose: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach: This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings: This viewpoint paper concentrates on ways of supporting an organization's top talent to make the optimum contribution using a strategic talent development approach. Investing additional resources and attention in these individuals can take the form of much more regular personalized feedback, additional skills training, deploying self-monitoring analytics tools, clarifying their role's position in the corporate narrative, and encouraging experimental collaborations. Implementing these steps represents a deliberate effort to tightly align the organization's talent management philosophy with its corporate strategy. Originality/value: The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. © 2020, Emerald Publishing Limited.

关键词： Crucial organizational roles learning and development Optimized talent management Organizational strategy Pareto principle Strategic talent development

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5 key ways freelancers help companies stay nimble

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Strategic HR Review 2021年第2期20卷 38-41页

作者： Michael Solomon Rishon Blumberg 10x Management New York New York USA

Purpose Why building out a fleet of freelance talent could be the reason some companies survive to see 2021, while their competitors do not. Design/methodology/approach Authors drew upon their experience as cofounders of 10x Management and their experience in the talent management field. Findings If you are not so sure if freelance talent could be game changing for your company, consider that experimentation is a key element of staying nimble. Companies tend to layoff staff, pause raises and scale back the office lease as initial reactions to reduce costs and stay lean. But the ones that do it the best go the extra mile. It is not just about cutting costs – rather, it is about doubling down on new (and old) ways to achieve peak performance in the face of uncertainty. Using freelancers can do just that. Research limitations/implications There are five number of ways in which freelance workers benefit a company, including speed, adaptability, cost, low commitment and remote expertise. Originality/value The findings will help companies stay nimble in the midst of crises such as the current pandemic.

关键词： Recruitment Talent management Productivity Talent learning and development

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Study shows significant influence of HRD to shape and inspire CSR and sustainability initiatives

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Human Resource Management International Digest 2021年第2期29卷 37-39页

Purpose The authors wrote their study in response to the pressures businesses face today to behave responsibly. More than 90% of the largest 250 MNCs in the world, they said, disclose information about various aspects of their CSR and sustainability. Meanwhile, HRD practices play a significant role in the design and effectiveness of these initiatives. Design/methodology/approach The authors conducted an analysis of the contents of CR reports to detect themes. They used a list of the top 100 CSR companies in the 2016 Global CSR Rep Trak 100. Overall, 55 reports were included from 23 large MNCs in 17 industries and 10 countries across Europe, Asia and North America. Household names included BMW, Campbell Soup, Dell, FedEx, Nike, Visa, Sony, Honda, Samsung, LEGO, Air Canada, Hilton Worldwide, and Fujifilm. Findings Initial analysis showed that seven areas of HRD work were the most important in supporting CSR and sustainability agendas. They were (1) Diversity, equity and inclusion. (2) Community engagement. (3) Work-life balance. (4) Employee long-term growth and development. (5) Performance management. (6) Business ethics and ethical culture and (7) Raising CSR awareness. Originality/value The study addressed two fundamental questions: First, what is the role of HRD in CSR and sustainability as portrayed in CR reports? Second, what areas of HRD work are highlighted in CR reports as important in the context of CSR and sustainability?

关键词： Human resource development Corporate social responsibility learning and development Sustainability Organization development

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Mental health: working from home and the use of technology

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Strategic HR Review 2021年第4期20卷 114-118页

作者： Mark Newey Department of Psychotherapy Headucate.Me Saffron Walden UK

Purpose The purpose of this paper is to discuss why mental health education in the workplace is vital. The paper aims to give HR managers and directors an understanding of mental health education and advice on how to imbed a culture of mental health well-being into the workplace. Design/methodology/approach The feature identifies the issues faced in the UK’s workplace with mental health issues, such as stress, anxiety and depression. The research identifies much desktop research, as well as authors 20+ plus years’ experience of work, in the field as a qualified psychotherapist. The paper also addresses latest research that suggests employees are happier to turn to technology rather than human contact to address their mental health concerns. The feature was drafted during the Covid-19 pandemic when mental health issues were recorded at an all-time high. Findings Mental Health has become a major issue within the workplace, and much work has taken place to rid stigma of mental health issues. It is essential that industry embed mental health education into their organisations to create healthy futures for all. Employees want their organisations to offer support, preferably in an online, always available, service. Originality/value Although there’s much discussion and awareness of mental health issues, mental health education is rarely understood.

关键词： Culture Wellness Employee engagement learning and development

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Wandering Through The Wilderness: Navigational Tools For Liminality

Wandering Through The Wilderness: Navigational Tools For Lim...

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作者： Erica A. Montemayor University of Pennsylvania

学位级别：硕士

Liminality is the state of being betwixt and between and is often characterized by ambiguity, discomfort and uncertainty (Turner, 2011). This concept is discussed and conceptualized as it relates to learning and development in experiential education. The aim is to examine the role of liminality in the context of a wilderness expedition with specific focus upon how liminality generates learning and identify tools to engage within the liminal space. Application of this examination and conceptualization is revealed in the perspectives of selected educators in the field, student reflections and the analysis of the literature discussed.

关键词： Liminality learning and development experiential education

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The benefits of executive coaching: voices from the C-suite

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Strategic HR Review 2020年第1期19卷 22-27页

作者： Clinton Longenecker Mike McCartney College of Business and Innovation The University of Toledo Toledo Ohio USA McCartney Coaching Toledo Ohio USA

Purpose The purpose of this paper is to provide readers with research findings based on qualitative data that describe the benefits of executive coaching from a sample of 70 senior business executives, all of whom have a personal executive coach. In addition, the paper provides readers with specific questions concerning their organizations’ approach to executive leadership development and the application of these potential benefits to their enterprise. Design/methodology/approach The findings of this study are based on personal interviews with 30 executives and ten four-person focus groups in which both sets of participants were asked to describe personal and organizational benefits associated with their experiences in using executive coaches. Findings Interviews and focus group findings converged around a number of benefits associated with effective executive coaching. These benefits included improved executive focus, better alignment of key leadership behaviors, candid and ongoing feedback, accountability for appropriate leader behaviors, improved emotional intelligence and ego control and personal support and encouragement, among others. Research limitations/implications This qualitative study provides empirical evidence of the benefits of executive coaching from the perspective of senior business leaders. These findings provide researchers with specific criteria that can be tested and measured on a larger scale. The primary limitation of the study is the small sample size of only 70 executives. Practical implications The findings of this research provide a compelling set of benefit trends that individual executives, boards of directors and organizations need to consider in the development of their senior leaders. Specific questions are included to guide practitioner’s thinking concerning executive coaching and its role in their organizations. Social implications These findings make a compelling case that senior leaders can become more e

关键词： Human resource management Talent management Coaching learning and development

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Solving the delayed retirement puzzle … and creating win-win opportunities

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Strategic HR Review 2020年第3期19卷 123-130页

作者： Patti Phillips Jack J. Phillips ROI Institute Birmingham Alabama USA

Purpose The population across the industrialized world is aging to the extent never experienced before in history, living 10 years longer on average than the previous generation and nearly two decades longer than two generations ago. Design/methodology/approach To date, this rapidly growing segment of the population is not always addressed in inclusion and diversity plans and has often been overlooked as a source of competitive advantage, rather seen as a cost and a burden in some organizations. Findings Leaders in industrial nations agree that to continue strong economic growth, it is vital to support people to live healthier lives and stay in the workforce for longer. By doing so, we can not only improve well-being and enable people to remain active and economically productive but also reduce dependency, bringing down the burdens on health, pensions and social systems. Originality/value When this challenge is addressed, important motivational and productivity benefits will result from the seasoned talent segment staying a little longer with the organization. They will stay longer because they want to, not because they cannot afford to retire.

关键词： learning and development Engagement Talent management Strategy Knowledge

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How to be functionally fluent during a crisis?

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Strategic HR Review 2020年第5期19卷 221-225页

作者： Vickram Sahai University of Petroleum and Energy Studies Dehradun India

Purpose This paper aims to provide leaders with language that can support them during crisis communication using the functional fluency model with positive 30 word descriptors or adjectives to improve their effectiveness with the right words. Design/methodology/approach The functional fluency model has nine modes of communication. Five of them aid in effective communication, while four bring about ineffective communication. Each of the modes have six word descriptors or adjectives to best describe a specific mode. Hence, out of total 54 adjectives, 30 are associated with positive ways of communication. Based on these 30 word descriptors, indicative sentences are framed for positive communication. Findings Leaders can effectively use word descriptors from the “fabulous five” modes of structuring, nurturing, accounting, cooperative and spontaneous to word their responses. Moreover, they can be mindful of the word descriptors related to the negative modes. Research limitations/implications The sentences framed against the word descriptors/adjectives are indicative. However, versions can be framed suited to a particular situation. Practical implications The word descriptors of the functional fluency model supports practitioners of crisis communication and leaders to be functionally fluent in a crisis. Originality/value Effective communication can be a struggle during a crisis. It is here that the functional fluency model with its 30 adjectives associated with positive modes can help leaders with appropriate expressions.

关键词： learning and development Transactional Leadership Strategy

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