The changing role of the human resource development professional
Over the last decade the role of the training professional has changed as the concept of HRD has emerged and evolved. The HRD practitioner may still be involved in training delivery, but is increasingly likely to be operating as an internal consultant devoting much of his or her time to a range of activities, from advising on training needs at an individual level to facilitating strategic level change. The increased emphasis on knowledge is bringing about changes in the organization of work and the nature of the employer-employee relationship (Stewart and Tansley, 2002). It may not be possible any longer to use existing typologies, such as Pettigrew et al. (1982), to articulate the role of HRD in this rapidly changing business environment. As discussed earlier, there are several implications for the HRD function. As Stewart and Tansley (2002: 32) state, HRD practitioners:
In the twenty-first century, HRD practitioners will need to develop competencies that reflect this emphasis on learning – rather than on training, as was the case for their predecessors.