Calls for a critical HRD began appearing in the 2000’s at HRD conferences and in the literature (e.g., Elliott & Turnbull, 2002; Fenwick, 2004). A critical HRD (CHRD) challenges the dominant notion that advancing training and development, career development, and organization development should solely benefit the bottom line and organization. Contrarily, worker wellbeing should not be an afterthought in the work of HRD since we are the field best positioned to advocate for workers, organization health, and workplace justice. Critical HRD questions the performative, shareholder orientation of traditional HRD and critiques its view of workers as commodities, omissions of discussions of power, and failure to provide alternative conceptions of the field that are more inclusive and concerned with social responsibility and sustainability (Bierema 2009; Bierema & D’Abundo, 2004; Fenwick & Bierema, 2008). The purpose of this guest editorial is to connect this issue’s critically framed articles concerned with critical action research, LGBT careers, and transgender issues to the larger spectrum of CHRD. These articles offer important critiques and fresh perspectives on challenges impacting the margins of both organizations and HRD. Each has answered the call for more research and theory on practices and groups the field has overlooked or perhaps avoided (Gedro, 2013; Schmidt, Githens, Rocco, & Kormanick, 2012).
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