Human Resource Development – Learning and Training for Individuals and Organizations (2nd ed.)

Citation

Gabe, P. (2005), "Human Resource Development – Learning and Training for Individuals and Organizations (2nd ed.)", Industrial and Commercial Training, Vol. 37 No. 6, pp. 321-321. https://doi.org/10.1108/00197850510617631

In the six years since the first edition was published a number of significant developments have taken shape in the theory and practice of human resource development (HRD) and it is to the credit of John Wilson, editor and contributor, that these have been reflected in the second edition to which over twenty specialist writers have contributed. Key to those developments is the growing acceptance of the strategic place of HRD in contributing to organisational development and effectiveness and to evaluating the benefits and outcomes of training and development programmes, whether formal or informal in structure and design.

The book follows a similar format to the original publication covering six key areas – the role of learning, training and development; learning and competitive strategy; identification of learning and development; planning and design of learning and training;; training and development delivery; approaches to assessment and evaluation. Each of the constituent chapters follows an easy to ready format setting out learning objectives, content and conclusions plus dedicated bibliography, the latter of particular use to practitioner researchers. The chapter on learning organisations now includes additional useful material on communities of practice so emphasising the societal nature of adult learning. A new chapter on knowledge management captures the essence of this key organisational and strategic issue and shows how today's organisations can focus on knowledge management as a source of competitive advantage not only in HRD but within the organisation's commercial functions too. An underlying theme of coupling strategy with the key elements of HRD, so that effective working partnerships are formed at all levels, makes this book an important read for those who wish to review the strategic drivers in current people management thinking and development.

E‐learning has been given specific treatment to reflect changes in technology and the current move to blended learning is advocated although it would have been more helpful and logical to include the A‐Z of training methods following chapters on group based learning methods and problem based learning, the latter topic itself now meriting a new chapter. However, neither action learning nor appreciative enquiry are mentioned in the context of problem based learning despite the fact that both are now widely recognised as key organisational and individual learning approaches. Perhaps, coaching and mentoring do not receive adequate recognition either given that it has been widely reported by professional bodies that both methods are being increasingly used as key elements of the HRD practitioner's toolkit.

Concern for improved evaluation methods and techniques for HRD might suggest that this chapter was in need of deeper treatment in comparison with the first edition through providing better summative data on the tools that are now available to the evaluator particularly in the areas of leadership and management development. Finally, a new chapter on intellectual capital provides a useful overview of the different forms of capital e.g. financial, human and how they can be measured in the modern economic entity.

The book provides an appropriate blend of theory and practice by providing useful case studies and a significant list of models and checklists. A number of chapters provide useful criticism of established theories and approaches so adding balance to the overall content. The book will be of particular use to those who are studying HRD at both undergraduate and postgraduate levels or, who are working towards professional qualifications in training and development or in the broader people side of management.