Advances in Developing Human Resources

The career development and professional growth of LGBTQ+ faculty members in higher education is an under researched topic in the field of human resource development (HRD); particularly as it relates to ways that exclusionary diversity policies and practices can hinder well-being and perpetuate marginalization of this group. While current diversity policies and practices in higher education acknowledge and address race and ethnicity, gender identity and sexuality have tended to receive far less attention. This issue is particularly problematic within the HRD career development paradigm. The reinforcement of cisheteronormativity leads to feelings of marginalization and exclusion among LGBTQ+ faculty members, highlighting systemic barriers that hinder their professional growth.

The purpose of this study was to explore six LGBTQ+ faculty members’ perceptions of diversity policies and practices at their respective institutions, investigating how the language and implementation of them contribute to a sense of marginalization and exclusion. The role of critical human resource development (CHRD) in challenging the social injustices emanating from exclusionary diversity policies and practices is discussed. Implications for positive career development outcomes from implementing and enforcing inclusive diversity policies and practices are highlighted.

The stakeholders are higher education institutions (HEIs), human resource development (HRD) practitioners who may work with them, and diversity, equity, and inclusion (DEI) executives.

HRD and HRM can sometimes operate in silos or at cross-purposes. The increasingly FRAGILE world order confronting business (i.e., Fragmenting boundaries; Resurgent populism; Accelerated digitalisation; Growing inequality; Inverted populations; Loss of Trust; and the Ecological crisis) mandates greater collaborative engagement across HRD and HRM.

Following a detailed review of the skills-based implications of the FRAGILE world order, the article unpacks the nascent skills-based agenda, detailing the transition from traditional job to task-based understanding, and outlining some examples of what it can look like in practice. Ultimately, to effectively navigate the FRAGILE world order organizations must have a clear understanding of both their current skill demands and deficiencies, and equally skills required of the future.

This conceptual article will be of interest to HRD and HRM professionals, but equally hold broader insights for organizations and policy makers engaged in navigating the FRAGILE world order through a skills-based agenda.

Miscarriage is an under-discussed topic in organizations. Many organizations in the United States do not offer organizational support for individuals who experience miscarriage. Not having organizational support may make an individual’s experience of healing more challenging, impacting their professional and career development.

Organizations can combat some of the challenges around pregnancy loss by implementing training & development and awareness development initiatives to educate around this topic and provide support for individuals who may be impacted.

Stakeholders in this issue include HRD practitioners, managers and organizations that are committed to leveraging training & development initiatives to support employees and alleviating the organizational challenges surrounding the multiple journeys of working parenthood, including miscarriage.