HRD: the shapes and things to come

Article

Simmonds, David and Pedersen, Cec. 2006. "HRD: the shapes and things to come." Journal of Workplace Learning: employee counselling today. 18 (2), pp. 122-134. https://doi.org/10.1108/13665620610647827
Article Title

HRD: the shapes and things to come

ERA Journal ID35902
Article CategoryArticle
AuthorsSimmonds, David (Author) and Pedersen, Cec (Author)
Journal TitleJournal of Workplace Learning: employee counselling today
Journal Citation18 (2), pp. 122-134
Number of Pages13
Year2006
Place of PublicationBingley, W Yorks, United Kingdom
ISSN1366-5626
1758-7859
Digital Object Identifier (DOI)https://doi.org/10.1108/13665620610647827
Web Address (URL)http://www.emeraldinsight.com/1366-5626.htm
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'.

Keywordshuman resource management; change management
ANZSRC Field of Research 2020520104. Industrial and organisational psychology (incl. human factors)
390308. Technical, further and workplace education
350503. Human resources management
Public Notes

File reproduced in accordance with the copyright policy of the publisher/author.

Byline AffiliationsUniversity of Westminster, United Kingdom
Department of Management and Organisational Behaviour
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