HRD policymaking in companies: An interpretation of the differences

Abstract

Abstract This exploratory study examines HRD policymaking processes in companies. HRD representatives of companies in three economic sectors with more than five hundred employees were asked to complete a questionnaire. Variables include the HRD policymaking process, strategic choices about the specific field content of HRD programs and participating employees, starting points for HRD processes, and characteristics of the company and the HRD department. Significant differences in the HRD policymaking process and resulting strategic choices were found between groups of companies. These findings stress the importance of further investigation of effective and specific types of HRD policymaking processes within companies. This is important in order to align HRD programs to the company's situation and thus provide employees with the right competencies at the right time to enhance their performance and that of their department and the whole company.

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