Section Onebeen created, often by human resource executives who were
downsized during the 1980s and early 1990s. Although many
firms have been willing to outsource a wide range of their
human resource activities, virtually all of them have retained
the critical and sensitive functions of performance
management, employee relations, and labor relations.^18
INVESTMENTS IN TRAINING AND DEVELOPMENT.....
Specific investment approaches will be examined in this section,
beginning with new approaches, which result in enhanced
“employability” of employees.
Investments in Employability
While there have been dramatic declines in the prevalence of
employment security policies, some companies are now
investing in their human resources by providing developmental
experiences that make employees much more employable
should the employment relationship end. These developmental
investments might include the provision for growth
opportunities, a learning environment, training, and retraining.
Having a workforce that is characterized by its employability is
probably a necessary prerequisite for corporate survival.
General Electric’s experiences provide an example of the new