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HRD: the shapes and things to come

33 citations0/0 files storedJournal of Workplace Learning

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Human Resource Development and Performance Evaluation Competency Development and Evaluation Organizational Learning and Leadership

Abstract

Purpose To redefine contemporary HRD through a discussion of its conceptual development from “training and development” to a holistic “orchestra”. Design/methodology/approach HRD is often defined as being merely the training and development aspect of human resource management and this form of definition is commonly associated with “hard” forms of HRD which focus on the practical and strategic or “structured” elements of organisational functioning. However, it is change, and especially the rate at which change occurs, that largely influences the HRD hybrid that any organisation adopts. This paper systematically considers the professional discussions in a number of countries to trace HRD through four key phases: the “Duet”, the “Trio”, the “Quartet”, and concluding with the “Orchestra” and a holistic definition of HRD. Findings HRD is a combination of structured and unstructured learning and performance‐based activities which develop individual and organisational competency, capability and capacity to cope with and successfully manage change. The future of HRD now lies squarely in the need for the profession to consider and embrace the inextricably interrelated paradigms of movement (where people have developed from); change (and especially the rate of change); dynamism (provided from leadership); harmony and unity (resulting from cohesive partnerships) – the “Orchestra”. Originality/value There has been limited critical review and development of Human Resource Development (HRD) theory in the past two decades. This paper presents a sequential discussion of the chronological development of HRD and concludes that contemporary HRD involves a holistic approach involving both hard and soft elements – an “Orchestra”.

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References

2014Foundations of Human Resource Development 2001Competencies and workplace learning: some reflections on the rhetoric and the reality 2015Strategic Human Resource Development 1995Internal marketing: a review and some interdisciplinary research challenges 2001Understanding organisational culture and the implications for corporate marketing 1996Human resource development : perspectives, strategies and practice 2002Human resource development and workplace learning: emerging theoretical perspectives and organisational practices 2000Contemporary HRD research: a triarchy of theoretical perspectives and their prescriptions for HRD

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