ABSTRACT
This chapter examines some key elements that must be understood if competition though people is to be translated into training practice. It discusses the changing perspectives on strategy, especially the emergence of resource-based strategy. The chapter considers the strategic human resources and defined the new human resources. This is not only about developing competitive advantage through people but also reinforcing it though appropriate policies on encouragement, involvement and commitment. The chapter focuses on the key element of the framework in which the new human resources must operate. This concerned the renewed interest in the psychological contract and its impact on thinking on careers. Corporate or organizational training and development, at its simplest, creates a framework in which employees can acquire relevant knowledge and skills. The changing organizational context has, however, given rise to key dilemmas for those responsible for the creation of this framework and its management.
