How well is HRD meeting the needs of those it is intending to serve? From diffusion to confusion

Abstract

Human Resource Development (HRD) is broadly concerned with individual and organisational learning and development. However, it is unclear how well HRD is meeting the needs of those it intends to serve and how key stakeholders (i.e. HRD professionals, managers, employees) perceive this function in organisations. Underpinned by stakeholder theory, this study explored the perception of the HRD function from the perspectives of employees, managers, and HRD professionals in UK public and private sector organisations. Qualitative semi-structured interviews with 30 participants across six organisations provided insights into the perceived role of HRD professionals. Employees and managers acknowledged HRD as a central focus for learning and development, but the HRD function is not perceived as strategic. HRD professionals, on the other hand, claimed that they have a strategic influence and add value through the employee life cycle. The differing views are centred on the perceived value, positioning, and responsiveness of the HRD role. Thus, a framework is developed to illustrate the tensions between HRD professionals and other critical stakeholders. Previous studies have provided extensive evidence of HRD's role and function. This study provides insights from the internal stakeholders on how HRD professionals and the HRD function meet their needs.