Making the most of a workforce on the move

Abstract

Purpose

Considers the training and development challenges surrounding people who have elected to seek work in a country other than their own.

Design/methodology/approach

Draws on case‐study research conducted in New Zealand, together with relevant literature and focus‐group findings.

Findings

Argues that more should be done to recognize the prior learning of workers who have voluntarily moved from their previous job and seek to integrate into a new environment.

Practical implications

Suggests that HR specialists need to get better at recognizing and evaluating the training needs and skills of voluntarily displaced people.

Social implications

Argues that the extent to which people feel “in place” with their work environment has profound implications for engagement and well‐being; gaining full recognition for prior learning may be especially important to voluntarily displaced workers.

Originality/value

Helps HR specialists and managers to think differently about dealing with displaced workers.

Citation

Short, T. (2010), "Making the most of a workforce on the move", Human Resource Management International Digest, Vol. 18 No. 2, pp. 3-5. https://doi.org/10.1108/09670731011028384