This book aims to examine human resource development (HRD) strategy in practice. Focusing on strategy development as a learning process, connecting learning and adult development with organizational development and change and talent development, this book provides professionals and practitioners with processes and tools that will help them meet the needs of employees and the organization. It takes a scholar-practitioner perspective connecting theory with practice. HRD has evolved into a mature field of scholarship in recent decades. At the same time, practices of learning and development in organizations continues to evolve dramatically. Senior executives today speak about organizations entering an “era of the employee”. Coming out of the Great Recession of 2008, the economy has rebounded, unemployment rates are at historic lows, and employers are reporting increased difficulty with finding the right skills and competencies to fill their job vacancies. Thus, the “era of the employee” demands that organizations focus on and invest more time, energy and resources to attracting, developing and retaining employees. HRD is at the heart of this challenge. Having a strategic HRD practice, that is integrated and connected to other HR functions (i.e., talent Acquisition, organization development, talent management, succession planning, etc.), is critical to executing a thoughtful and holistic strategy that meets the needs of the employees and the organization. Featuring specific strategic learning methods and case studies from senior HRD professionals, this book is a valuable resource for managers, practitioners, students, scholars and others interested in strategic HRD practice.weiterlesen