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Finding new roles for existing staff within your organization

Finding new roles for existing staff within your organization Purpose – Considers why being able to find new roles for employees within the organization is of growing importance. Design/methodology/approach – Explains the need for organizations to identify what skills they will need in future and understand the individual strengths of the people they already employ. Argues that “growing your own timber” is a more effective proposition than buying in new resource. Findings – Emphasizes the need to deal constructively with blockers – employees in key positions who the organization feels are not now optimal for that role. Practical implications – Highlights the need for individual workers to understand that their personal and professional growth is a prerequisite for their ongoing professional capability. Social implications – Looks at the impact on individual employees, and on organizations, of the social change towards greater flexibility in the workforce. Originality/value – Argues that organizational development, talent management, learning development and people engagement will be key to the strategies for enabling organizations to find new roles for existing staff. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

Finding new roles for existing staff within your organization

Human Resource Management International Digest , Volume 19 (5): 3 – Jul 19, 2011

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0967-0734
DOI
10.1108/09670731111153249
Publisher site
See Article on Publisher Site

Abstract

Purpose – Considers why being able to find new roles for employees within the organization is of growing importance. Design/methodology/approach – Explains the need for organizations to identify what skills they will need in future and understand the individual strengths of the people they already employ. Argues that “growing your own timber” is a more effective proposition than buying in new resource. Findings – Emphasizes the need to deal constructively with blockers – employees in key positions who the organization feels are not now optimal for that role. Practical implications – Highlights the need for individual workers to understand that their personal and professional growth is a prerequisite for their ongoing professional capability. Social implications – Looks at the impact on individual employees, and on organizations, of the social change towards greater flexibility in the workforce. Originality/value – Argues that organizational development, talent management, learning development and people engagement will be key to the strategies for enabling organizations to find new roles for existing staff.

Journal

Human Resource Management International DigestEmerald Publishing

Published: Jul 19, 2011

Keywords: Recruitment; Retention; Talent management; Performance; Employees; Human resource development

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