In 1970 Len Nadler published his now-classic book Developing Human Resources, in which he coined the term "human resource development" (HRD). The term HRD provided a conceptual umbrella under which the field began to unify, using the three-fold notion of training, education, and development. HRD provided purpose and direction for the continued growth of the field: organized learning to provide the possibility of performance change. It further idententified a core discipline from which a field of study could develop: adult learning in the workplace. McLagans HRD studies in 1983 and 1989 reflected a shift taking place in HRD work. In 1983 the assumptions in the competency models focused on change in technology. In 1987 Patricia McLagan proposed the following narrative definition of HRD:

HRD is the integrated use of training and development, career development, and organization development to improve individual effectiveness

In 1989 there were signs of an emerging concern for economic impact. The field began to move from focusing to what is performed to what is produced. One of the forces in 1989 was an increased use of systems approaches in HRD. Another shift in the field that took place was that the focus on individual learning was shifting to organizational learning as the primary activity and goal of the field. Patricia McLagan's role and competency study Models for HRD Practice described in 1989 a broadened scope of various roles in the competency models. The definition of HRD expanded beyond training and organization development. The move was toward HRD responsiveness and relevance.

Arriving at the final countdown to the 21st century HRD remains an important force for the future. In her article on HRD competencies and future trends in HRD Pat McLagan (1996) identified nine important roles for HRD practioners to perform. As HRD practitioners create rather than just respond, they will seek leverage and ways to help managers, teams, and individuals take charge of their own human resource practices. According to McLagan "HRD may be the only function in a clear position to represent human ethics and morality". It is in the following roles that the present HRD professionals are challenged to create new ways to address the human resource issues:

1. HR strategic advisor

In this role the issues and trends concerning an organization's external and internal people are brought to the attention of the strategic decision makers

2. HR systems designer and developer

This role involves designing and preparing HR systems for implementation so that HR systems and actions are mutually reinforcing and have maximum impact on organizational performance, development and endurance.

3. Organization change consultant

This role means facilitating the development and implementation of strategies for transforming organizations.

4. Organization design consultant

This role involves identifying the work required to fulfill organizational strategies. It also involves organizing the work so that it makes efficient and effective use of resources.

5. Learning program specialist

In this role learning needs are identified to design and develop structured learning programs and materials in a variety of media formats for self-study and workshop or electronic delivery.

6. Instructor/facilitator

This is an increasingly difficult role. In it information is presented, structural learning experiences are lead and group discussions and group processes facilitated.

7. Individual development and career consultant

This role involves helping people assess their competencies, values and goals so they can identify, plan, and implement development actions.

8. Performance consultant

This role means assisting a group or individuals to add value in the workplace. It's a caoching and consulting role in which HRD people perform both analytical and systems-design work.

9. Researcher

This role involves assessing HRD practices and programs and their impact empirically. It also means communicating results so that the organization and its people accelerate their change and development.

References

The following references/sources were used:

Gradous, Deane B. (1989) Systems theory applied to Human Resource Development. Theory-to-Practice Monograph. Alexandria VA, ASTD 191 p.
McLagan, Pat (1996) Great ideas revisited. Training & development, January 1996 pp.60-65
Nadler, L. & Z. Nadler (1989) Developing Human Resources: Concepts & a model. 3rd ed. San Francisco, Jossey-Bass 328 p.

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08 feb 2001