ABSTRACT
This chapter is concerned with what is termed ‘strategic human resource development’ (SHRD). This might be assumed to be an unproblematic term which refers to HRD policy and practice at the strategic level. But, that is not necessarily the case as we shall see as the chapter develops. For example, what exactly is the ‘strategic level’ and, conversely, what is not? These are not straightforward questions. So, the chapter will proceed from a different assumption, which is that the meaning of ‘strategic’ is more complex than commonly assumed. That assumption will also inform an exploration of attaching the term to the concept of HRD and the implications of doing so for HRD practice. The purposes of the chapter can be summarized as follows:
To examine and critique the meaning of the term ‘strategic’
To explore the implications of this critique for understanding the term ‘strategic HRD’
To explore applications of ‘strategic HRD’ in the policy and practice of organization based HRD.
Achieving these purposes will be met by first examining the key concepts. ‘Strategic’ is often confused with ‘strategy’ but they can be argued to be distinct and so, having established some understanding of terms the chapter will look at this distinction through some examples of HRD strategies. The penultimate section will extend this by exploring the links between strategic HRD and the HRD function. A section with a conclusion and summarizing points will close the chapter.