Human resource development (HRD) for societal development (SD): an overview

Throughout history, capitalism increasingly focused on human capital’s productivity enhancement through human labor’s misemployment, technological advancement, and the allocation of various resources, and rarely through workforce’s further development by providing training and learning opportunities (Kaurin, 2009). However, since the 21st century is characterized by on-going turbulence, there seems to be a consensus that a nation’s or an organization’s education and training system is increasingly becoming a key factor of competitive economic superiority (Ashton & Green, 1996). A nation’s workforce skills constitute hidden assets, critical elements for attaining the social, political, and economic goals of modern societies (Paprock, 2006). In that event, countries around the globe, both developed and developing, start to realize that economic growth and development is equated with societal development and their human capital’s skills formation; thus, nations are trying to enhance their labor force’s productivity and efficiency, while advancing their population’s living standards as well (Wilson, 2012: 178; Thurow, 1996)

Human Resources (HR) as a strategic business partner: value creation and risk reduction capacity

The competitive forces firms face today, and will continue to face in the future, demand organizational excellence through which HR departments could make a real contribution to the business through their value-added and risk reduction capacity, while been accepted as equal strategic business partners in organizations. The article discusses HR department’s capability of being seen as an integrated value-driven business function, while it also demonstrates its risk reduction capacity, both critical outcomes of HR’s strategic positioning within the business agenda

The impact of economic crisis in Greece: key facts and an overview of the banking sector

Nowadays, the global economic crisis (GEC) highly influences organizations through its macroeconomic causes and effects, which account for a significant impact on firms’ human resources (HR) practices and labor relations (IR) as well. Of greatest concern is the extent to which the actual impacts of the crisis may be hoarding future problems for organization’s operations. Owing to the dynamic nature of contemporary business, its complexity, along with the increasing need for expertise, strategic HR interventions are highly required in an attempt of creating mature and resilient, in HR terms, organizations which will be able to assure their competitiveness, survival, change and growth. However, most organizations (banks) failed to adequately finance their daily operations, accompanied by their failure to finance national economies as well. In that event, the straightaway effects of GEC have resulted into a collapse of most financial systems and in major shortages at financial institutions around the globe. The purpose of this paper is to highlight the impact of GEC through demonstrating key facts related to the current economic crisis in Greece, and more precisely for Greek banking organizations

Strategic human resource development (SHRD) in lean times: assessing its maturity in Greek banks at the time of the economic crisis

Purpose: This study explores SHRD's maturity in Greek banks within the context of the economic crisis. It aims to explore and advance our understanding of how SHRD is perceived within diverse institutions through the respective lens of different HRD stakeholders, while also portraying the factors inhibiting or facilitating its adoption, and accordingly contributing to its maturity in some organisations during lean economic times. Methodology: The study draws upon qualitative research data from two case study banking organisations in Greece, reporting on 76 semi-structured interviews with key stakeholders (HR staff, Bank Managers, employees). Interview questions were focused on a pre and post-crisis assessment, supplemented by the analysis of various organisational documents. A modified SHRD model was also employed so as to assess and evaluate SHRD’s maturity within organisations. Findings: Research evidence highlights the complexity attached with stakeholders' perception of SHRD, and the level of its maturity respectively. This entanglement is further explained through a variety of factors inhibiting or expediting its strategic adoption in some organisations, and further contributed to its maturity, at the time of the economic crisis. Research Limitations: The analysis is limited by non-including other key stakeholders (e.g. top management, T&D third parties, unions etc.), along with its sole focus within the Greek territory; thus, future research may consist of a comparison amongst bank institutions from different countries, along with including interviews with representatives from other potential groups of interest. Practical Implications: Familiarise organisational stakeholders with SHRD's necessity and complexity during hard economic times. Make HR executives aware of the level of maturity of their HRD practices so as to proceed to all necessary amendments in order to increase their strategic embeddedness. Originality/Value: The research’s value derives from its critical mindset, thus extending existing SHRD theory and models through its multi-constituent research perspective. Likewise, it enhances existing knowledge on SHRD maturity both within a different industrial and cultural context and within the context of an economic crisis

Strategic human resource development (SHRD) maturity at the time of the economic crisis: a case study in Greek banking organisations through a multi-constituent research approach

Purpose: This paper examines SHRD's maturity within the context of the economic crisis, and through the respective lens of different key HRD stakeholders. It aims to critically address existing SHRD models' limitations (e.g. assessed within "static" business environments, lack of employees' "line of sight", performative or humanitarian focus etc.) so as to explore and advance our understanding on how SHRD is perceived and applied within diverse institutions through a multi-constituent research perspective. Additionally, it assesses and evaluates the key characteristics which constitute the criteria of a SHRD mature organisation within two Greek banks at the time of the economic crisis. Design/Methodology/Approach: The study draws upon qualitative research data from two case study banking organisations in Greece (two largest private-owned banking corporations), by reporting on 76 semi-structured interviews with key stakeholders (HR staff, Bank Managers, Employees). A pre and post-crisis assessment was followed, supplemented by document analysis. Lastly, SHRD's maturity, within the targeted organisations, was evaluated through the employment of a modified SHRD model, with its respective strategic characteristics. Findings: Research evidence highlights the complexity attached with stakeholders' perception of SHRD, and the level of its maturity (pre and post-crisis) respectively. Precisely, SHRD maturity is presented mixed for both time periods, with most strategic characteristics to be partially employed by both organisations either before or after the crisis. However, an interesting point was highlighted with both organisations' HRD practices to be presented agile enough in regard to the ongoing business uncertainty. Yet, having assessed all strategic characteristics, for both organisations and for both time periods, research data outlines SHRD's setback within both organisations. Originality/Value: This paper provides both theoretical and practical considerations over the maturity of SHRD during recessionary times. Its value initially derives from its critical mindset, thus extending existing SHRD theory and models through its multi-constituent research perspective, and by seeing SHRD as a discursive action (moving away from a performative and/or humanitarian focus). Alike, it enhances existing knowledge on SHRD maturity both within a different industrial and cultural context, while it also adds to SHRD theory and practice by testing a modified SHRD model under the circumstances of an economic crisis

Human Resource Management (HRM), Economic Crisis (EC) and Business Life Cycle (BLC): a literature review and discussion

Today’s turbulent business environments require from firms to continuously re-shape their HR practices and strategies in order to sustain competitiveness within the market. Among numerous factors affecting a firm’s viability and effectiveness, the recent EC, along with firm's BLC, will also present distinctive opportunities and obstacles that will impact upon business’s units and operations. Identifying a firm’s life stage will help organizations to acknowledge their competencies and constricts so to successufully manage future challenges. The present paper examines the different BLC stages, their obstacles and the competitve strategies which organizations can implement on each phase. Based on Hoy’s (2006) BLC model, the stages are analyzed in accordance with business’ HR implementations and strategies. Additional reference is concentrated on the organizational life cycle in the banking industry. Therefore, the paper presents an extensive overview of the relevant literature on business life cycles models, followed by and analysis of a specific BLC model suggested by Hoy (2006)

From "brain-drain" to "brain-retain": can human resource development (HRD) turn human capital outflow to retention?

Purpose: The paper aims to address the causes and challenges of the "brain-drain" phenomenon by examining whether a "brain-retain" can be attained through greater human resource development interventions being offered from organisations. It seeks to highlight the reasons that led many high-skilled Greek individuals to migrate to a different country to look for a job. Thus, the hypothesis being formed suggests that greater HRD initiatives (innovative and strategic in nature as well) could significantly correlate with individuals' intention to remain within an organisation; eventually, for "brain-retain" to eliminate "brain-drain". To serve its purpose, the research aims to depict "work immigrants" perceptions of the phenomenon under investigation so to offer useful recommendations to both HRD practitioners and academics. Design/Methodology/Approach: Individuals who left Greece to look for new career opportunities in a different country have been identified as the target audience of this research. Since it was difficult to directly (face-to-face) approach them, as all were spread across Europe (some even beyond Europe an boarders), several internet social and professional networks offered the best solution in accessing research participants. The snowball technique was also utilised (recommendations from initial participants). For instance, Facebook was one amongst them so to access various "Greek community" groups. Additionally, several professional groups within Linkedin offered additional research participants. So far, 207 people have successfully completed the survey questionnaire, with the large majority of them being allocated in UK and a few more countries. Findings: Research evidence highlights "brain-drain" as an intriguing and important issue both within the organisational and national contexts. The causes of human capital's emigration are identified (crisis and low wages amongst the most important ones, along with limited career advancement opportunities), along with highlighting the respective industries in which greater workforce mobility was noticed. A striking observation emerged from most participants' responses highlighting that better/clearer training, developmental and career advancement opportunities (amongst other reasons) can positively associate with their intention to remain within their Greek organisation rather than going abroad. To this extent, the research could make a strong argument that strategic HRD interventions could offer a way in handling such a widespread social phenomenon. Originality/Value: The research could offer both theoretical and practical considerations. The study, based upon its final findings, will extend existing research both within the "brain-drain" and HRD literature by "brain-retain" state. Since the Greek economy (and employment relations respectively) has dominated the headlines of most global media over the last 5-6 years, that became the research’s focus. Research findings are subject to limited generalisation though due to their sole focus on Greek individuals who emigrated because of the "brain-drain" phenomenon. Yet, concurrently, it can be equally argued that these can constitute the starting point of future research within different national contexts; thus, to offer a comparison amongst people and nations over the phenomenon under investigation

"Brain-drain" in an era of business and socio-economic uncertainty: the role of diversity training in managing social integration at the workplace. The case of Greece and Portugal

Purpose: This study examines the extent to which diversity training is being used in workplaces in the UK to better integrate migrant workers. The paper also aims at assessing the perceived challenges and benefits that diversity training may produce for individuals in an era of economic and social uncertainty and insecurity. The underlying reasons that made many highly-skilled individuals to emigrate would also be highlighted. Most importantly though, the paper aims at initiating a discussion as to what extent diversity training could facilitate their social integration at the workplace. Thus, to better serve its purpose, the study explores Greek and Portuguese migrant workers' perceptions of the phenomenon under investigation. Design/Methodology/Approach: Individuals who left Greece and Portugal for UK were identified as the target audience of this research. Due to time and access constraints, web-based social and professional networks proved to offer the best solution in accessing our sample population. The snowball technique was also utilised (recommendations from existing participants). For instance, Facebook was one amongst them by accessing various Greek and Portuguese community groups. Additionally, several professional sub-groups within Linkedin resulted to higher participation. Further to that, specific levels of integration were suggested (e.g. participants' intention to stay in the organisation, social support from British colleagues, type of diversity training programmes, psychological & work-related distress etc.) so to better evaluate the extent to which diversity training could facilitate their social integration at the workplace. So far, 56 people have successfully completed the survey questionnaire, yet with a response rate to be quite low compared to the members within the respective groups. Findings: Research evidence describes "brain-drain" as an intriguing and important issue both within the organisational and national contexts. The findings of this study indicate that crisis, low wages, and limited career advancement opportunities are amongst the most important reasons reported by respondents. On one hand, research participants reported an overall mediocre or inexistent diversity training programmes implemented within their workplaces. As a result, their social integration was difficult, with some participants indicating high levels of marginalisation within the workplace. In contrary, there were others suggesting that diversity training have offered them the social support being required to effectively integrate within the organisational and work settings. A large majority of our research participants outlined the importance of diversity training as a means of social integration at work. To this extent, the research could make a strong argument that diversity training can be viewed as a means to better integrate migrant workers at the workplace. Originality/Value: The research is expected to offer both theoretical and practical recommendations. The paper offers an association between the "social integration" paradigm and the institutional perspective by suggesting that the two elements of social integration at work (e.g. social connectedness & work context) can facilitate migrant workers’ social integration at work, while concurrently to eliminate its negative aspects. A brain-mobility process has dominated the headlines of most global media over the last 9-10 years, since the global financial crisis commenced. Final research findings and suggestions could constitute the starting point of future research within different national contexts; thus, to offer a comparison amongst people and nations over the phenomenon under investigation

The impact of the economic crisis upon human resource development (HRD): evidence from two Greek banks

This study investigates the nature and changes of Human Resource Development (HRD) in two Greek banks under the challenging context of the economic crisis. It examines the latter’s impact upon HRD as it was perceived from different stakeholders and through a pre and ongoing-crisis assessment approach. The study draws upon qualitative research data from two case study banking organizations in Greece, reporting on 76 semi-structured interviews with key stakeholders (HR staff, Bank Managers, employees) undertaken in 2014, six years after the fall of Lehman Brothers. The study contributes to academic knowledge as being the first empirical research offering a unique perspective through examining changes of HRD within a specific industry and national context (Greek banks) against a backdrop of an economic downturn. Its findings also raise important questions for HRD professionals, in both academia and practice, in relation to claims and aspirations which prevail in respect of HRD and organizational change and business transformation

Work life balance (WLB) and flexibility in paid work (FPW) for "generation Y": a discussion

For many years, the provision of WLB/FPW was offered as an incentive from HR departments to their workforce. However, in the last decade, certain demographic trends and changes in the needs and the nature of the workforce upgraded the WLB/FPW concept to a more significant factor of business growth and competitiveness. The aim of this paper is to demonstrate the need for WLB/FPW in the equation of recruitment and retention of “generation Y” employees as a vital factor of the staffing policies and strategies in the forthcoming years