Advances in Developing Human Resources is a bi-monthly journal whose single issues explore and examine discrete topics. These single issues (or "back issues," once the subsequent issue is published) are available individually or in quantities for use in a classroom or training environment. Balancing practice, theory, and readability, each issue is devoted to important and timely topics related to the development of human resources. The content of the journal spans the realms of performance, learning, and integrity within an organizational context. Readable and relevant to practitioners, each issue is grounded in sound research and theory and edited by a top scholar in the field.

Advances in Developing Human Resources is a bi-monthly journal that focuses on exploring and examining specific topics. Each issue is dedicated to important and timely subjects related to the development of human resources, balancing practice, theory, and readability. The content of the journal spans areas such as performance, learning, and integrity within an organizational context. Each article is grounded in sound research and theory, edited by a leading scholar in the field, ensuring relevance and readability for practitioners. These individual issues (or 'back issues' once the subsequent issue is published) are available for purchase individually or in bulk for use in classroom or training settings.

《Advances in Developing Human Resources》是一本双月刊，专注于探讨和研究特定主题。每一期的内容都围绕与人力资源发展相关的重要和及时的话题展开，兼顾实践、理论和可读性。期刊的内容涵盖了组织环境中的绩效、学习和诚信等领域。每一期的文章都基于扎实的研究和理论，由该领域的顶尖学者编辑，确保对从业者的可读性和相关性。这些单独的期刊（或称为“过往期刊”，一旦发布后续期刊）可以单独购买或以数量形式用于课堂或培训环境。

Advances in Developing Human Resources

The Problem. The Covid-19 pandemic brought unprecedented crisis to a world already undergoing digital transformation. Millions of people began working virtually to prevent the spread of disease and to maintain business continuity, suddenly participating in virtual human resource development (VHRD) and alternative work strategies that helped organizations adapt to current challenges and prepare for future disruption. The purpose of this article is to analyze VHRD’s role in the crisis and the transition to a new era marked by further disruption and change. The Recommendation. This article provides a primer for understanding the environmental perspective of VHRD, analyzes reskilling and upskilling trends during the pandemic and for early stages of the fourth industrial revolution, and addresses learning, adaptation, cultural, workplace, and economic implications. We argue that many of the changes to the workplace were already underway, but the pandemic has accelerated transformation. For this reason, organizations must anticipate more digital transformation, strategize VHRD, and leverage learning assets to prepare for the future. The Stakeholders. This article is of interest to those helping their organizations to not only recover from crisis, but to thrive in a new era of work that is being fundamentally transformed by technology. The audience includes organizational leaders, HRD professionals, workers, scholars, as well as school personnel seeking to prepare learners for future career conditions.

Elisabeth E. Bennett

Rochell R. McWhorter

Virtual HRD’s Role in Crisis and the Post Covid-19 Professional Lifeworld: Accelerating Skills for Digital Transformation

The Problem Virtual communities of practice (VCoPs) share many features of digital learning networks (DLNs). Their work is ecosystemically connected, and they operate on overlapping continuums. This makes understanding how they function and decisions about which term to use difficult. The Solution This article outlines points of convergence and divergence between VCoPs and DLNs. It explains how the term, complexly coevolving, clarifies their brackish connections, and the proposed term, glocal peer-learning practice networks (GPPNs), is needed to describe their intersecting existence. The Stakeholders Organizations and networks that seek to quickly and comprehensively describe the scale and scope of their work. Researchers who seek to unify terminology for better evaluation and advancement of the field across societal sectors. Practitioners and funders who aim to develop or strengthen work against issues of global concern using combined features of VCoPs and DLNs.

Kari F. Eller

Brackish Connections: (Digital) Learning Networks, (Virtual) Communities of Practice, and the Rich Learning-To-Action Pathways of Their Combined and Intersecting Existence

咸水连接：（数字）学习网络、（虚拟）实践社区及其结合与交叉存在的丰富学习行动路径

Marilyn Y. Byrd

Valuing Difference With Radical Imagination

用激进的想象力评估差异

Problem Human resource development (HRD) scholars and practitioners have long sought ways to develop employees to meet the needs of globalized workplaces. However, given that many employers expect employees to possess global skills before they begin working, it is incumbent upon HRD educators in higher education contexts to develop and implement innovative programs to enrich global competence, which includes the knowledge, skills, experience, and mindset required for global work. Solution This mixed methods study describes and explores the efficacy of an innovative co-curricular program, the Global Competence Enrichment Program, designed to enhance the global competence of American and international graduate students enrolled at a higher education institution in the United States through a mutual intercultural learning process. Stakeholders Stakeholders include HRD scholars and practitioners as well as organizational leaders interested in designing and implementing HRD programs around global competence enrichment.

Maria Cseh

Oliver S. Crocco

Laura Engel

Joseph Follman

Preparing a Globally Competent Workforce: A Mixed Methods Study of an Innovative Co-Curricular University Program

培养具有全球竞争力的人才：一项关于创新大学课外课程的混合方法研究

The Problem To create resilient organizations, Human Resource Development (HRD) must foster the conditions (both internal and external to the employee) that enable learning and development in the face of adversity. Yet the experience of adversity produces intense negative emotions that threaten learning and development. Resilience building programs typically focus on building resources internal to the worker (e.g., self-efficacy, optimism) as a means of buffering against the negative effects of future stressors, but considerably less focus is placed on supporting others in their attempts to cope. Additionally, the role of leadership in promoting follower resilience has received limited attention. The Solution This article begins by summarizing the role of emotion and emotion regulation in recent literature on employee resilience. Toward that goal, a literature search was conducted for reviews and theoretical models of employee resilience published in peer-reviewed journals over the past 10 years. Next, emerging scholarship on interpersonal emotion management (IEM) is introduced, with a focus on its application in work and leadership contexts. The argument is made that leaders are in a unique position to promote resilience in their followers, through the promotion of positive emotional states and through the mitigation of the negative emotional states that accompany adversity. As such, developing IEM skills in both resilience training and leadership development programs should increase employee resilience. The Stakeholders Leaders, scholars, and HRD professionals interested in promoting employee resilience and developing effective leaders will benefit from this application of interpersonal emotion management concepts to the topic of employee resilience.

Erin M. Richard

Developing Employee Resilience: The Role of Leader-Facilitated Emotion Management

发展员工韧性：领导者促进情绪管理的作用

Advancing Theory in Human Resource Development

推进人力资源开发理论

Problem 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. Solution 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 contributes 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 are discussed. Implications for positive career development outcomes from implementing and enforcing inclusive diversity policies and practices are highlighted. Stakeholders The stakeholders are higher education institutions (HEIs), human resource development (HRD) practitioners who may work with them, and diversity, equity, and inclusion (DEI) executives.

Abbreviation	Adv. Dev. Hum. Resour.
Journal Impact	3.25
Quartiles(Global)	INDUSTRIAL RELATIONS & LABOR(Q1)

ISSN	1523-4223, 1552-3055
h-index	57

Publication Information	Publisher: SAGE Publications Inc.，Publishing cycle: ，Journal Type: journal，Open Access Journals: No
Basic data	Year of publication: 1999，Proportion of original research papers: 94.12%，Self Citation Rate:16.10%， Gold OA Rate: 1.82%

Advances in Developing Human Resources

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Virtual HRD’s Role in Crisis and the Post Covid-19 Professional Lifeworld: Accelerating Skills for Digital Transformation

Brackish Connections: (Digital) Learning Networks, (Virtual) Communities of Practice, and the Rich Learning-To-Action Pathways of Their Combined and Intersecting Existence

Valuing Difference With Radical Imagination

Preparing a Globally Competent Workforce: A Mixed Methods Study of an Innovative Co-Curricular University Program

Developing Employee Resilience: The Role of Leader-Facilitated Emotion Management

Brackish Connections: (Digital) Learning Networks, (Virtual) Communities of Practice, and the Rich Learning-To-Action Pathways of Their Combined and Intersecting Existence

Valuing Difference With Radical Imagination

Preparing a Globally Competent Workforce: A Mixed Methods Study of an Innovative Co-Curricular University Program

Advancing Theory in Human Resource Development

LGBTQ+ Faculty Members' Perceptions of Diversity Policies and Practices in Higher Education