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The purpose of this article is to outline the role of human resource development (HRD) in Lean strategy as the context for assessing interactions with internal customers. Identifying the perceived gap in role expectations and fulfillment emphasizes important priorities and offers tangible measures for assessing HRD contributions. A focus on business strategies such as Lean enhances HRD's strategic value. Central to the study is the proposition that HRD value and effectiveness revolves around the perceptions of key internal stakeholders in the organization.

This study explores internal customer perceptions of HRD in a select organization using a qualitative case study method. Key stakeholders responsible for Lean implementation were identified as internal customers. Further, the focus on Lean helped to narrow the scope of the investigation. Interactions between key stakeholders and HRD professionals during Lean implementation were assessed.

The findings from the study suggest that effectively performing transactional responsibilities (reducing employee relations incidences, errors in processing routines) not only strengthen transactions effectiveness, but also enhance HRD's capacity for strategic involvement in the organization. Involvement in Lean strategy was considered critical as it highlights opportunities for increased strategic involvement for HRD. A new finding from the study suggests that a focus on HRD's strategic value also enhances transaction effectiveness. Further, ignoring, excluding or undervaluing HRD role and involvement in business strategy adversely affects organizational effectiveness.

Communication of role expectations between organizational group members (HRD and internal customers) would reduce the level of disagreement, reduce potential conflict and enhance the value and effectiveness of HRD. In order to pursue this line of thinking in practice, the study recommends HRD practitioners to become intentional about the selection and development of potential business partners in the organization.

The study suggests that HRD's transactional responsibilities influence customers' perceptions of HRD's capacity for a strategic role in the organization. Effectively performing transactional responsibilities not only enhances HRD effectiveness but also offers opportunities for increasing HRD's added value to the organization. A new finding from the study also suggests that a focus on the strategic value enhances HRD effectiveness in organizations.

This paper aims to review technical vocational education and training (TVET) literature, identify different components of the TVET system and develop a conceptual framework that integrates human resource development (HRD) and national human resource development (NHRD) outcomes. The renewed focus on technical vocational education and training (TVET) is important for human resource development (HRD), as it expands current understanding of its role in economic development through workforce training. National human resource development (NHRD) perspectives recognize the role of TVET in linking regional and national economic development strategies. Furthermore, TVET’s focus on literacy education, poverty alleviation and inclusion of marginalized and vulnerable populations emphasizes social development outcomes that are critical for NHRD. Using this background, the integration of HRD and NHRD outcomes into one conceptual TVET framework for addressing workforce, economic and social development outcomes has been proposed.

A targeted literature review approach was used for exploring relevant research on TVET systems, identifying the components which support and/or inhibit its effectiveness and an integrative framework that connects education, workforce development, social development and economic development was developed.

Three major themes were identified. The first theme identifies nine sub-themes that make an effective TVET system. These are as follows: national TVET policy, regional TVET policy, training, participation, curriculum, coordination of stakeholder institutions, individual and institutional attitudes toward skill development, managing supply-demand mismatches and economic and social development outcomes. The second major theme underlines the increasing overlap and connection between workforce development, social development and economic development strategies. In the third and final finding, effective TVET systems are positioned as the linking pin connecting the four TVET components (skills, education, innovation and knowledge) to the strategic goals of workforce development, economic development and social development.

Integrating national and organizational-based HRD strategies is a unique focus and reflects the broader examination of the differences in the relationship between corporate HRD and more traditional TVET systems. It is argued that the role of TVET in social and workforce development at the regional and societal level cannot be ignored. HRD and NHRD outcomes were integrated by utilizing TVET as a framework for linking economic, social and workforce development strategies.

Revisits the literature on strategic human resource development (SHRD) in the context of Garavan’s work on the characteristics of SHRD. A conceptual framework is constructed that redefines SHRD stressing a shaping rather than supporting role for HRD in relation to corporate strategy. The concept of strategic maturity in HRD is examined linking the work of Garavan; Lee and McCracken; and Wallace. The resulting model of strategic maturity is then analysed empirically using data from a major questionnaire and interview survey. A new model of strategic partnerships in HRD is then proposed.

The employer brand could be a key factor of competitiveness for a company in a contemporary labour market. The purpose of this paper is to identify the features of human resource development (HRD) practices and talent management in companies with employer brand (CEBs).

The authors examined three economic indicators (turnover rate, average share of HR costs in total costs of company, proportion between the annual HR training budget and annual labour compensation funds). An employee survey was conducted to study the HRD system in the CEBs and in companies without the employer brand (CWEBs). Also, the survey was conducted among applicants (potential workers) about their job preferences and identified that employer brand could be a strong factor for attracting talent to the company.

The results show considerable differences in terms of economic indicators, HRD practices and talent management in the CEBs in comparison with CWEBs. The potential advantages of employer brand for a company were identified. The results of the study strongly supported that the CEBs gained a number of economic advantages due to lower rates of staff turnover and higher rates of HR investments in training and development activities of employees. Also, the authors found out that in the CEBs internal recruitment practices, internal training programs and highly efficient incentive activities were widespread and employees were actively involved in the decision‐making and management processes.

This paper is the first large‐scale study in Russia that examines the relationship between the HRD system and employer brand and enables companies to modify their HRD policies and practices in order to become attractive employers in an era of the so‐called “war for talents”.

The purpose of this study is to examine the views of HR managers on employer branding activities and their implementation.

Data was gathered from an HR expert from each of three multinational companies located in India. In-depth, semi-structured interviews were carried out either face-to-face or by telephone and responses were analyzed into identified themes using a content analysis technique.

The key success criteria from the discussions are themed as meaningfulness and visibility, employer brand awareness and differentiator and HRD parameters.

Organizations should be aware of and address the issues of communication breakdown, strategic mismatch, long-term disconnects and sustained success in relation to the employer branding process.

This paper has an original approach in considering the relationship between HRD indicators and employer branding.

The concept of employer branding has drawn the attention of both academicians and practitioners over a decade. However, inaction, the objective of the employer brand managers were hardly tapped. Therefore, this paper aims to explore the views of HR manager on employer branding activities and its implementation.

This study is a case research of three multinational companies in India. A semi-structured interview method has been adopted to collect the data and a content analysis technique was used for analyzing the data into identified themes.

The HR managers of the studied company were discussed with multiple activities related to employer branding practice and implementation in their workplace. The key observations and discussions from the interviews were themed after the analysis as meaningfulness and visibility, employer brand awareness and differentiator and human resource development (HRD) parameters.

The combined effect of branding theories and HRD practices will establish the most attractive and successful employer brand building process in place. Involving the potential and existing employees in the psychological contract formation; consistency among the internal and external communication systems; and top management approach with the brand highlighted the need for research and theory development in employment branding.

Communication breakdown, strategic mismatch, long-term disconnects and sustained success are the strategic concerns that every company who believe in the idea of employer branding may face and need to well-handled.

The study concluded with the belief of the human resources managers from all the three organizations as stated – adopting a community based strategic approach to the organization’s brand and clear about what the employer brand stand across the employment lifecycle drives businesses into success.

This article introduces the term human resource development (HRD) orientation as the key factor affecting the use of training and development activities in companies. In the study, several strategic approaches to HRD are identified and treated as components of HRD orientation. The usability of the concept is tested with data from Finnish metals industry companies. The results show that the differences in the way companies perceive the role of HRD in business are related to the differences in HRD orientation. In addition, the most common forms of HRD orientation are studied. The usability of the concept is tested with data from Finnish metals industry companies. The results show that the differences in the way companies perceive the role of HRD in business are related to the differences in HRD orientation. In addition, the most common forms of HRD orientation are studied. It is suggested that companies tend to choose between emphasizing either training needs or strategic capabilities in their HRD.

This study aims to show that human resource development (HRD) criteria have a significant role on the quality of building projects.

It is worth mentioning that the present research is a survey in terms of practical purpose and in terms of data collection. In this regard, first, review of the related literature and then the HRD criteria were identified and initial questionnaire was developed after interviews with connoisseurs and approved them. The questionnaire consists of three main criteria and 21 subcriteria that have been distributed among 50 experts. The statistical population of the research includes project managers of grade 1 building companies. Data were processed by SPSS software tests.

Findings showed that all three main criteria of HRD, including training, motivation and participation have a direct and positive effect on the quality index, but the effectiveness of the training criterion is more than motivation and participation. In other words, the desired quality cannot be achieved only by training employees, and with it, a sense of motivation and participation of employees must be aroused.

Most researchers believe that achieving good quality in construction projects depends on the performance of human resources, so the development of human resources in the construction industry is very important.

The purpose of this paper is to provide an overview of human resource development (HRD) education in Middle Eastern countries. In particular, the authors discuss the current state of HRD education, country readiness and challenges that hinder HRD progress in Middle Eastern countries. They argue that HRD programs need to prepare young employees for leadership roles through adapting constructivist pedagogy, including problem-solving, critical thinking and creativity.

The design of this paper followed a qualitative approach. The authors conducted in-depth interviews with five HRD experts in Middle Eastern countries and conducted integrative literature review and secondary data analysis.

Data analysis provided an overview of HRD education, looked at options individuals interested in HRD education might have, provided views on constructivism vs instructivism as education pedagogies and discussed cultural factors that impede critical reflection in the workplace.

To understand how to introduce constructivist elements to instructivist learning cultures, and to sustain it, HRD scholars in the Middle Eastern countries need to diminish the misalignment between instructional philosophies of trainers, trainees and national or institutional systems.

Understanding how policy, resources, infrastructure and culture influence learning expectations is vital to introducing innovative training activities or scaling them up to other workshops and systems.

This research sheds light on HRD education in the Middle Eastern countries; provides an overview of employment challenges and opportunities to improve workplace learning; and provides scholars, practitioners and other stakeholders interested in HRD with suggestions to develop successful workforce education.

This paper aims to assess the impact of human resource-related factors, including human resource development (HRD) and human resource competency (HRC), on engineering, procurement and construction (EPC) project success (PS), and explore the interrelationship among these factors.

Structural equation modeling with the application of SPSS and AMOS software is used to test three hypotheses in the conceptual framework and analyze interrelationships among HRD, HRC and PS. A survey of 800 participants involved in EPC projects throughout Vietnam was conducted.

Results showed that HRD affects PS directly. HRC has a direct impact on PS; HRD has a direct impact on HRC, and thus, HRD also affects PS indirectly through HRC.

The study indicates that the development of a competent human resource for EPC project implementation plays a considerable role in EPC PS. The findings also give project professionals tools for improving HRD and HRC to increase the possibility of EPC PS.