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The paper aims to report initial empirical research that examines UK employees’ perceptions of the changing nature of work since the Global Financial Crisis (GFC) to consider how the financial context may have constrained HRD practice and more sustainable approaches.

Focus group research was facilitated through collective group discussion. Through template analysis of the findings, thematic analysis was undertaken to extend prior research. Themes used by Hassard et al. (2009) in terms of the changing nature of the workplace between 2000 and 2008, were used to provide new data on HRD realities.

Participants reported diminishing personal control over changes within the workplace and a cultural shift towards a harsher work climate. HRD was considered as silenced or absent and associated solely with low cost-based e-learning rather than acting in strategic role supporting sustainable business objectives.

Whilst providing only indications from employee perceptions, the research identifies a weakened HRD function. The key contribution of this paper lies with empirical evidence of post-GFC constraints placed upon HRD strategies. It further identifies whether alternative development approaches, mediated by organisational learning capabilities, might emancipate UK HRD.

This paper engenders a debate around the status of HRD within the UK organisations, further to the global financial crisis (GFC), where HRD might be viewed as at a juncture to argue a need for a shift from a financialised mode for people management towards one of greater people focus.

This research provides initial findings of the impact of the economic climate. It considers new approaches which might resolve expiring HRD through more sustainable practices.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Participants reported diminishing personal control over changes within the workplace and a cultural shift toward a harsher working climate in the UK following the global financial crisis. Human resource development was considered as silenced or absent and associated solely with low cost-based e-learning rather than acting in a strategic role to support sustainable business objectives.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper seeks to consider employees' perceptions of engagement from their lived experiences of UK employees following the global credit crisis, post 2008. It draws from the prior studies of Hassard et al. (2009), which researched work practices in the period preceding the study.

The research utilised focus group discussion, which was analysed by template analysis from an interpretive perspective and adopts narratives to facilitate a critical interpretive paradigm.

There is clear evidence of theories surrounding the positive value of employee engagement, however the findings do not demonstrate that it is necessarily valued by UK management by their responses towards the work environment given post 2008 trading conditions.

The limitation of the study lies with the size of the sample participating. While this reflects the need for further future research to be undertaken, the study also recognises that the findings are determined by the perceptions of employees which may not reflect the intentions of the management within the organisations which they work.

There is a dearth of empirical study into the post 2008 period. This research attempts to ground theories of engagement within the post global credit crunch timeframe.