My 3-year term as Editor-in-Chief (EIC) is concluding by the end of August 2024 and as the last issue of the year is an anticipated Special Issue on Transformation of HRD, this is my last editorial as the EIC. Hence, I have structured this editorial as a collection of reflections from all of us constituting our editorial team that is transitioning. While each of us has derived slightly distinct takeaways from being associated with HRDI these past 3 years in different roles, our introspections converge on the theme of learning and growth, i.e. we have all grown from our work together for HRDI immensely.
Reflections from Rajashi
In the last 3 years, we have produced 3 volumes (Vol. 25, 26, and 27) which includes 15 issues of HRDI. Due to the relentless efforts of our prior editors and our team’s effort to sustain that momentum, we have achieved an impact factor of 6.3! Just looking back at that tremendous body of work by our authors and reviewers, we are humbled by the scope of the impact we have made through HRDI. Across these issues, we have been committed to offer a platform to our authors to speak to the issues currently shaping the field of HRD globally and hence, have strived to remain relevant as a journal that can bridge the divide between theory and practice. This relevance has impacted our own ways of being as we have wrestled with reframing how to function as professors, editors, colleagues, and friends amidst the upheaval brought about by the pandemic and the several political, economic, and technological disruptions in the world lately. Personally, as a first-generation immigrant woman, I have found the responsibility to co-lead HRDI and by association the field of international HRD to be extremely gratifying and fulfilling. This opportunity has enabled me to feel validated in learning how the different topics in HRD can be interpreted in varied ways depending on the contextual cultural nuance across the globe and how one’s intersection of identities interacts with different cultural contexts. This knowledge has empowered me to utilise HRDI as the forum to question the dominant singular narrative often shaped by western thinking about the topics in HRD and explore multiple realities that can be shaped by one’s different backgrounds. In that quest, I have experienced my fellow editorial team members as equally if not more curious and receptive to undertake the difficult work needed to challenge the status-quo and look beyond what we think we know. This experience of working with the team to uphold the values of social justice and critical perspectives in the way that HRD is studied and practiced across the globe has been a generative experience to say the least. I would be forever grateful for their careful and diligent efforts needed to support our authors and reviewers and inspiring me to collaboratively bring out the best in each other and in HRD scholarship and practice worldwide. As I step down from the EIC role and transition to serving on HRDI’s managing board, I am excited for the future to come and for my continued association with a journal that is so profoundly impactful. I am thrilled to welcome the new editorial team that includes Dr. Stefanos Nachmias as the new EIC, Dr. Dae Seok Chai as the new Associate Editor, Peer Reviewed section, and Dr. Michael Mustafa as our new Associate Editor for the Perspectives section.
Reflections from Stefanos
Over the course of the last 3 years, I have witnessed the remarkable growth of the HRDI journal as a beacon for innovative research – research with profound impact. This impact has manifested in meaningful outcomes for people, organisations, and society at large. The journal has become a crucible where rigorous research is not only promoted but celebrated, providing an invaluable platform for early-career researchers to immerse themselves in the field and for seasoned scholars across the globe to collaborate collectively.
The community that has formed around this journal is exceptional. Its ultimate goal is to engage with the wider academic and professional spheres, fostering a unique environment that allows for close collaboration with colleagues worldwide. This global engagement is critical, as it unites us in our shared objective: the advancement of HRDI research. Throughout these years, I have seen the journal carve out a significant space for addressing contemporary issues such as social inclusion, equality, and international HRD. It has adeptly captured and responded to the broader uncertainties that have emerged from the pandemic, providing a timely and relevant platform for discourse. The journal has been instrumental in examining individual and organisational challenges exacerbated by the pandemic and other societal shifts, questioning, and exploring these issues with depth and rigour.
Moreover, this journal has served as a crucial forum where I have had the privilege of working on various projects with multiple authors. This collaborative effort has been instrumental in creating new knowledge and offering practical solutions to complex problems. The HRDI journal has not only facilitated these academic pursuits but has also been a place where pushing boundaries and challenging existing paradigms have been encouraged and valued by the editorial team. I strongly believe that the growth of the HRDI journal is a testament to its commitment to excellence and its role as a dynamic force in the academic community. It has continually evolved to meet the needs of researchers and practitioners alike, ensuring that it remains at the forefront of significant developments in the field. As a member of this vibrant community, I have been inspired by the collective drive to advance knowledge, promote inclusivity, and address the pressing issues of our time. This is why I believe that the HRDI journal has grown into a vital platform that nurtures innovative research, fosters global collaboration, and addresses contemporary challenges with a critical and impactful approach. It is a place where new ideas are born, where knowledge is expanded, and where the boundaries of what is possible are continually pushed.
On a personal level, I am proud to be part of a team that is dedicated to these ideals and to contributing to the ongoing success and influence of the HRDI journal. It has been one of the most interesting and rewarding professional journeys in my academic career. I had the privilege to work closely with great colleagues – colleagues who were willing to support, share, and unconditionally offer their professional advice for the common good. This has been an essential part of my experience and ability to fulfil the duties of my role. It is not often that all the dots connect seamlessly. This is the case with my HRDI experience, hence I am thankful and privileged to have been able to support the existing Editor-in-Chief and the wider team. Three years full of experience, 3 years full of deep and meaningful conversations, 3 years that I will cherish for the rest if my life.
Looking forward, the HRDI journal is poised to continue its trajectory of growth and influence. We are entering an exciting phase where the journal will not only build on its established foundations but also expand into new and emerging areas of research. The challenges and opportunities presented by the rapidly changing global landscape mean that our work is more important than ever. As we embrace new technologies, methodologies, and interdisciplinary approaches, the HRDI journal will remain at the cutting edge, driving forward the frontiers of knowledge.
In conclusion, my journey with the HRDI journal has been a testament to the power of collective effort and shared vision. It is a privilege to contribute to a publication that is making a tangible difference in the world. Together with my colleagues, I am committed to ensuring that the HRDI journal continues to shine as a beacon of excellence, fostering innovation, and driving positive change. Here’s to the next chapter of growth, discovery, and impact.
Reflections from Dave
Coming into role as an editorial team in the aftermath of the COVID-19 pandemic allowed us to hold some thought-provoking discussions on the direction of HRD to meet the changes in work patterns and workplaces (how, when and where work was being performed). We were eager to ensure that HRDI became a leading voice in examining the impact on employees and organisations of changes brought about by hybrid working, cost-of-living crisis, wars in the Ukraine and Middle East, and the significant growth of artificial intelligence. To this end, our goal was to inform, provoke and debate changes in practice, and look to see how theory and research could better advance and challenge approaches to individual, group and organisational learning and performance.
We were mindful too of the changes taking place in how HRDI readers engage with the journal and the needs of HRDI authors when publishing in the journal. Many discussions were had on how to maximise social media impact – with special thanks to Alene Montgomery (nee O’Malley) in this regard – recognising the need to attract readers from beyond narrow disciplinary boundaries. Under regular review was HRDI’s impact factor and citescore alongside its continued listing on journal quality indices such as Australian Business Dean’s Council list in Australia; Chartered Association of Business Schools list in the UK and South Africa’s Department of Higher Education Accredited Journal List (DHET) amongst others. It was recognised that HRDI presence on such lists was necessary to meet the work objectives of researchers, but also to maintain the perceived status and credibility of the discipline within universities and higher education institutions.
It has been a privilege and honour to serve as Associate Editor (Perspectives) of HRDI. I especially enjoyed serving alongside Rajashi, Stefanos, Ague, and Alene – a truly great team. Thanks to both authors and readers for their support they have provided us as an editorial team and for their continued engagement with the journal.
Reflections from Ague
I reflect on my journey as managing editor of HRDI and am struck by the insight I was able to gain in this role for the breadth of research within the global human resource development space. Particularly, as one of my primary responsibilities is processing new submissions for the peer-reviewed publication process, the role afforded me a unique perspective on the current trends and gaps in our field. Although biased towards my own areas of specialisation, I was struck by the lack of in-depth exploration of developmental supports such as mentoring. Topics that were tangentially related often centred on the impact or influence of leaders, mangers, and team/peers on 1) individuals’ work outcomes, followed by 2) their well-being. This gap reinforces the need for such research, as work is inherently interpersonal and built upon relationships: relationships with co-workers, supervisors, and clients.
Similarly, there is a noticeable scarcity of critical frameworks that address the experiences of marginalised employee populations. This issue is particularly salient as the United States’s, where I am currently based, political landscape has recently ignited ongoing debates that are actively shaping policy, while posing a serious risk to our autonomy and ability to remain objective as researchers. This has prompted me to reflect on our focus as scholars: are we prioritising the majority while inadvertently neglecting the minority? Given the diverse political, historical, cultural, societal, and racial/ethnic backgrounds of the global workforce we aim to support, it is imperative to consider which voices are being left out of future discussions. Moreover, the area of professional identity development also remains underexplored. This highlights the need for further exploration on how individuals evolve within organisations, the barriers to their sense of belonging, and the resulting impact on their performance.
Additionally, my role underscored the distinct differences in what is deemed relevant in various global contexts compared to the United States. Having had little experience with international human resource development before my position as managing editor, I leveraged my position to gain valuable insights and, subsequently, better position my research within a global perspective. As globalisation continues to influence the workforce and demographic shift, there is an emerging synergy on these topics. Future research will undoubtedly delve into the rise of artificial intelligence and its dual impact on work processes and the workforce itself. The ongoing transformation necessitates a broadened focus, encompassing not only technological advancements but also the human aspects of these changes. As we navigate this evolving landscape, it is crucial to ensure that our scholarly attention remains inclusive, addressing both the existing gaps and the emerging trends in human resource development.
Reflections from Alene
Serving as the social media editor for Human Resource Development International (HRDI) journal has been an invaluable experience in my journey as a PhD student. This role has provided me with a unique platform to engage with cutting-edge research and the opportunity to amplify the work of distinguished scholars in the field. Curating and disseminating high-quality content have honed my skills in academic communication, broadened my understanding of contemporary HRD issues, and expanded my professional network. Interacting with my fellow editors and other leading experts has been particularly enriching, offering insights into their research methodologies and the latest trends in HRD. This exposure has not only enhanced my own research capabilities but has also inspired me to contribute meaningfully to the scholarly community. This experience has underscored to me the importance of teamwork and collaboration in advancing both individual and collective academic pursuits.