This document discusses strategic human resource development and learning strategies within organizations. It aims to 1) understand the philosophy and objectives of strategic HRD, 2) analyze concepts like a learning culture and organizational learning, and 3) evaluate tensions between individual and organizational control and development. It outlines elements of HRD including learning, training, education, and development. It also discusses creating a learning culture, single and double loop learning, the learning organization concept, and balancing individual vs organizational control and development in HRD strategies.

1. Learning and Development Strategy John Mullen/Hermione McIntosh Anglia Ruskin University March 2006

16. Tensions continuum between development and control (Leopold et al., 2005) Self-development CPD Self and company funded Individual and company needs Non-standard forms of training Seen as an investment Long-term Fit for future Low control High development Individual and group performance appraisal Management development Business needs driven Job-related training funded On-the-job training Teamworking Quality circles Make/develop skills High control Low development Individually driven Self-directed Self-funded Performance management Individual job performance Fit for purpose Short term Training necessities e.g. H&S Minimum investment Seen more as a cost Buy in skills Tensions between control and development

20. Continuous development spiral