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	<title>human resources &#8211; Australian Journal of Adult Learning</title>
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	<link>https://ajal.net.au</link>
	<description>Critical thinking and research in the field of adult learning</description>
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		<title>Organisational learning about depression in the workplace: a community of practice of silence and avoidance</title>
		<link>https://ajal.net.au/organisational-learning-about-depression-in-the-workplace-a-community-of-practice-of-silence-and-avoidance/</link>
		
		<dc:creator><![CDATA[Ajal]]></dc:creator>
		<pubDate>Mon, 06 May 2013 06:39:05 +0000</pubDate>
				<category><![CDATA[Research report]]></category>
		<category><![CDATA[Uncategorized]]></category>
		<category><![CDATA[Australian workforce]]></category>
		<category><![CDATA[depression]]></category>
		<category><![CDATA[human resources]]></category>
		<category><![CDATA[work-based education]]></category>
		<guid isPermaLink="false">http://www.ajal.net.au/?p=1652</guid>

					<description><![CDATA[Author/s: Lisa Davies Edition: Volume 46, Number 1, April 2006 Summary: The economic and social impact of depression on the Australian workforce (Hickie 2002; Hawthorne, Cheok, Goldney and Fisher 2003) is only recently being acknowledged. In 2004 I undertook semi-structured interviews with people with human resource responsibilities in the deregulated sector of information technology in &#8230; <p class="link-more"><a href="https://ajal.net.au/organisational-learning-about-depression-in-the-workplace-a-community-of-practice-of-silence-and-avoidance/" class="more-link">Continue reading<span class="screen-reader-text"> "Organisational learning about depression in the workplace: a community of practice of silence and avoidance"</span></a></p>]]></description>
		
		
		
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		<title>Succession planning: does it matter in the context of corporate leadership?</title>
		<link>https://ajal.net.au/succession-planning-does-it-matter-in-the-context-of-corporate-leadership/</link>
		
		<dc:creator><![CDATA[Ajal]]></dc:creator>
		<pubDate>Mon, 08 Apr 2013 06:31:56 +0000</pubDate>
				<category><![CDATA[Refereed article]]></category>
		<category><![CDATA[human resources]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[senior appointments]]></category>
		<guid isPermaLink="false">http://www.ajal.net.au/?p=1351</guid>

					<description><![CDATA[Author/s: Patricia Richards Edition: Volume 48, Number 3, November 2008 Summary: Corporations invest heavily in human resource management infrastructures intended amongst other things to provide for the future leadership needs of the corporation. Adopting well-known succession planning techniques, human resource managers routinely engage in corporate leadership identification and development processes, often directly involving the chief &#8230; <p class="link-more"><a href="https://ajal.net.au/succession-planning-does-it-matter-in-the-context-of-corporate-leadership/" class="more-link">Continue reading<span class="screen-reader-text"> "Succession planning: does it matter in the context of corporate leadership?"</span></a></p>]]></description>
		
		
		
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