Mapping human resource development: Visualizing the past, bridging the gaps, and moving toward the future

2020 ◽  
Author(s):  
Melika Shirmohammadi ◽  
Amir Hedayati Mehdiabadi ◽  
Mina Beigi ◽  
Gary N. McLean
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
The Past ◽  
The Future

scholarly journals What HRD Is Doing—What HRD Should be Doing: The Case for Transforming HRD

2019 ◽  
Vol 19 (1) ◽  
pp. 39-65 ◽  
Author(s):  
Richard J. Torraco ◽  
Henriette Lundgren
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Recent Literature ◽  
Resource Development ◽  
Learning And Development ◽  
Comprehensive Review ◽  
The Future ◽  
New Perspective

Human resource development (HRD) is no longer expected to be the primary agency for promoting learning and development among employees. Today, HRD is diffused and integrated into a broad range of leadership and supervisory roles. As more responsibility for learning and development is assumed by others, what is the role of HRD? Although HRD has largely adapted to sharing more of its traditional responsibility for learning and development, the field has also encountered challenges and criticisms. We juxtapose recent adaptations and advances in HRD with perspectives on the dilemmas, challenges, and criticisms of HRD as seen by those outside the field of HRD. Grounded in a comprehensive review of recent literature, the authors seek to provide a balanced perspective on HRD’s strengths and weaknesses and to conceptualize a new perspective on HRD and its transformation for the future.

Organisational Manoeuvres to Manage Human Resource Development Strategically: A Review of Strategic HRD Factors

2021 ◽  
Vol 14 (1) ◽  
pp. 1-15
Author(s):  
Arhan Sthapit
Keyword(s):  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Previous Literature ◽  
Changing Environment ◽  
The Past ◽  
Push Forward ◽  
Strategic Factors ◽  
The One

In managing the rapidly changing environment context, human resources and talents are probably the only organisational resource that managers can resort to, in their pursuit of sustainably steering the organisation through the turbulent course, including the one of the COVID-19 pandemic now. Managers should push forward organisational manoeuvres to manage their human resource development (HRD) function by embodying strategic factors in a commensurate manner. It requires them to strategize the way they train and develop their human resources and talents; that is, the process of strategic HRD. Therefore, this paper reviewed the past literature to identify the strategic HRD factors, which are the organisational manoeuvres essential to manage HRD strategically. Based on the critical deliberations on the previous literature, it infers that there are seven key strategic factors that strategize HRD in an organisation. It helps build an agile, resilient organisation that can sustain in both normal and crisis times.

The Future of HRD: It's Going to Get Tougher

1986 ◽  
Vol 15 (4) ◽  
pp. 465-472
Author(s):  
Robert L. Craig
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Structural Changes ◽  
National Policy ◽  
Resource Development ◽  
Senior Management ◽  
Top Management ◽  
Policy Makers ◽  
The Future ◽  
To Come

Human resource development will become increasingly complex in years to come, not only in terms of techniques, but, more importantly, in how top management perceives the training function and how it is accommodated within the organization. This article highlights significant trends in these organizational dimensions of human resource development, including: the serious attention given to training by senior management and national policy makers; accounting and measurement imperatives placed on training; and structural changes in the sources of training such as the rise of decentralization and the reliance on external providers.

Human Resource Development Review’s 20th Anniversary of Publication: Main Topics and Influence

2021 ◽  
pp. 153448432110691
Author(s):  
Sunyoung Park
Keyword(s):  
Literature Review ◽  
Human Resource Development ◽  
Employee Engagement ◽  
Human Resource ◽  
Resource Development ◽  
Topic Analysis ◽  
The Past ◽  
Citation Frequency ◽  
Depth Analysis ◽  
20Th Anniversary

To celebrate Human Resource Development Review’s (HRDR’s) 20th anniversary of publication, I was asked by the HRDR Editor-in-Chief to conduct a topic analysis of HRDR articles over the past two decades. The purpose of this study, therefore, is to identify major topics from all HRDR articles published from 2002–2021 by reviewing keywords and citation frequency. After identifying 394 articles (excluding editorials), the main topics and the most influential articles were identified. Literature review articles followed by employee engagement were the most frequently cited over the past 20 years. In the future, there is a need to conduct more in-depth analysis to better understand the relevant topics and influence of HRDR articles using accurate categories and advanced techniques.

scholarly journals Human Resource Development and Expanding STEM Career Learning Opportunities: Exploration, Internships, and Externships

2018 ◽  
Vol 21 (1) ◽  
pp. 35-48
Author(s):  
Paul J. Ainslie ◽  
Shelley L. Huffman
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Learning Opportunities ◽  
Skilled Workers ◽  
Global Marketplace ◽  
The Past ◽  
Science Technology ◽  
And Mathematics ◽  
Education Business

The Problem American businesses are facing unprecedented opportunities in the global marketplace but are struggling to hire skilled workers in STEM (science, technology, engineering, and mathematics)-related jobs to address these opportunities. The past decade has resulted in an increase of STEM jobs; human resource development (HRD) practitioners have an important responsibility in the recruitment and retention of STEM employees. The Solution This article focuses on STEM careers and education pathways. HRD practitioners can play an important role in fostering career exploration and development for those aspiring to or currently in a STEM field by leading unique coalition initiatives to engage schools and others in talent solutions. In particular, programs in Indiana are highlighted for both their novel engagement methods and providing workplace learning experiences that HRD practitioners can replicate. The Stakeholders Human resource leaders, HRD practitioners, leaders in the education-business ecosystem.

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