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The dynamic environment in which the academic library operates requires explicit links between business strategy and a new management priority including the development of people; this is the focus of human resource development (HRD). It serves the needs of an organization by ensuring that employees’ expertise is state-of-the-art, something that is critical in a period of rapid technological development coinciding with ever-expanding societal needs. HRD can be relied upon to support and shape a wide range of academic library initiatives requiring a competent and engaged workforce by recognizing people as the organization’s most critical asset, one that drives competitive advantage and helps it out-perform the market. Emphasis is placed on developing an organizational context that will attract and develop talented individuals and leaders and keep them engaged. Furthermore, HRD activities must respond to job changes and integrate staff skills sets with the long-term plans and strategies of the organization thus ensuring the efficient and effective use of resources. This chapter explores HRD as a strategic concern of the organization and how it can best serve the organization in the long term. In so doing, it considers how HRD can help the academic library focus resources in those areas where there are strong likelihoods that they can produce substantial improvements in future capacity and performance. This kind of strategic planning helps the organization configure resources within a dynamic competitive environment, thus serving market needs and satisfying stakeholder expectations, helping meet its business purpose and maintain its strategic direction. The case study developed here highlights the need for the effective linkage of HRD and strategic planning for the advancement of the academic library. It suggests the need for developing and implementing both a strategic plan and an HRD plan and developing a culture of strategic human resource development (SHRD) in academic libraries.

To explore and describe the roles, activities and strategies of French human resource development professionals.

This paper is based primarily on exploratory and descriptive research. A range of secondary sources on European and French human resource development is critically reviewed to generate a number of research questions designed to identify the corporate perspective on human resource development by means of cases drawn from six organizations located in Eastern France.

These confirm the lack of a clear understanding of human resource development on the part of French companies; the wide range of activities that is considered to fall within human resource development; an emerging interest in management development, career development and skills forecasting, but a neglect of training evaluation; the similarity of human resource development practitioner roles to those elsewhere in Europe; growing evidence of the involvement of line managers in human resource development activity, and a strong commitment to the strategic significance of human resource development.

The study was based on an opportunity sample of just six companies in Eastern France, and may therefore not be representative, but it does provide findings that expand upon and also qualify earlier research.

This study provides new knowledge and understanding of the context and practice of human resource development in France and makes a number of suggestions for further research.

This paper provides original research based on recent cases of corporate human resource development practice, and should be of interest to scholars of international human resource development.

The study explored the views of leading human resource development (HRD) academics regarding five main issues: the disciplinary bases of HRD, the historical milestones in HRD, the constituent components of HRD, the leading contributions in terms of journal articles and books to the development of HRD and the future of HRD.

A Delphi methodology was adopted. The views of editorial board members of the four main HRD journals (Human Resource Development Quarterly, Human Resource Development International, Advances in Developing Human Resources, Human Resource Development Review) and of the Board of Directors of the Academy of Human Resource Development were sought.

Adult learning, systems theory and psychology were identified as the disciplinary bases of HRD. Works by Knowles, Nadler and McLagan were viewed as the leading contributions to the field. Adjusting to changes in work patterns and how work is organized was identified as a key trend influencing the field. Issues of professionalisation and balancing the needs of employees, organizations and society were identified as the key challenges facing the field.

Examines key trends and challenges facing HRD.

Artificial intelligence (AI) is a significant game changer in human resource development (HRD). The launch of ChatGPT has accelerated its progress and amplified its impact on organizations and employees. This study aims to review and examine literature on AI in HRD, using a bibliometric approach.

This study is a bibliometric review. Scopus was used to identify studies in the field. In total, 236 papers published in the past 10 years were examined using the VOSviewer program.

The obtained results showed that most cited documents and authors are mainly from computer sciences, emphasizing machine learning over human learning. While it was expected that HRD authors and studies would have a more substantial presence, the lesser prominence suggests several interesting avenues for explorations.

This study provides insights and recommendations for researchers, managers, HRD practitioners and policymakers. Prioritizing the development of both humans and machines becomes crucial, as an exclusive focus on machines may pose a risk to the sustainability of employees' skills and long-term career prospects.

There is a dearth of bibliometric studies examining AI in HRD. Hence, this study proposes a relatively unexplored approach to examine this topic. It provides a visual and structured overview of this topic. Also, it highlights areas of research concentration and areas that are overlooked. Shedding light on the presence of more research originating from computer sciences and focusing on machine learning over human learning represent an important contribution of this study, which may foster interdisciplinary collaboration with experts from diverse fields, broadening the scope of research on technologies and learning in workplaces.

This chapter examines emerging trends in the use of advancing technologies in human resource development (HRD). The use of technology in the workplace to increase productivity and optimize business results is not a new concept; however, the use of technology to capture vital HRD data and create innovative organizational development strategies and programs is now the cornerstone of many HRD organizations. In dealing with the challenges of a global, multigenerational workforce, having to do more with less, and the constant demand to remain competitive, organizations seek innovative ways to integrate technology into its organizational development practices. The use of technology in human resource development has proven to save time, costs, and provide a more accurate assessment of the state of the workforce regarding skills, competencies, culture, and talent acquisition over previous methods. While advancing technologies in human resource development offer significant value and benefits, it also presents challenges and issues. For this reason, it is vital for organizations to gain a holistic understanding of the positive and negative implications that advancing technologies have on human resource development practices. This chapter explores four areas of focus in advancing technologies in HRD: (1) emerging trends; (2) value and benefits; (3) challenges and issues; and (4) opportunities for use.

The purpose of this study was to explore the foundational theories in human resource development (HRD) by reviewing the literature from an HRD perspective. The following research questions guide the study: What are the core theories related to adult and professional education, organizational development and strategic HRD? What are the conceptual frameworks associated with adult and professional education, organizational development and strategic HRD? How have these theories and conceptual frameworks applied the research and practice of HRD?

This study reviewed the HRD definitions and core theories. The core theories and conceptual frameworks related to adult and professional education, organizational development and strategic human resource development were described. The application of these theories and conceptual frameworks to the research and practice of HRD was addressed.

The psychology theories that were explored were the adult learning theories, and that gestalt-psychology, behavioral psychology and cognitive psychology were illustrated. Systems theory was explored and explained in relation to organization development. Economic theory was explored and explained focusing on human capital theory; and it was demonstrated how economic theory is associated with strategic HRD.

The core-theory description and linking to adult and professional education, organizational development and strategic HRD may give understanding of the HRD foundations and ethical perspective that is essential for both scholars and professionals. The conceptual frameworks presented can be used to help facilitate discussions on developing or implementing HRD programs.

The purpose of this study is to present a conceptual framework to guide the design, development, implementation and evaluation of education and human resource development (HRD) efforts in Ghana.

This paper draws on the concept of a tempered radical approach to provide a framework for a critical HRD (CHRD) and explore ways by which this view can contribute to developing HR who possess the requisite tools and character to function efficiently in the 21st century and beyond. This paper followed a multidisciplinary integrated literature review approach. This paper also reviewed relevant models and theories that align with the goals of this research to provide a broader view of the problems with HRD in Ghana and to help develop a framework that seeks to provide a sustainable guide for those involved in HRD activities in Ghana.

A positive outcome from the synergistic alignment between modern science and indigenous ecological knowledge moderated by the principles of CHRD will result in economic growth and development. HRD’s contribution to economic growth and development and its consequential benefit to the actors will depend on how best CHRD goals are accomplished.

The mediating role of the tempered radicalism will help modify the swiftness with which education and HRD programs are executed in Ghana.

This paper presented the tempered radicalism approach as the quintessential model for education and HRD initiatives in Ghana. The application of tempered radicalism in HRD literature is novel.

This article reviews some of the literature on strategic human resource development focusing in particular on the characteristics of such activities, conditions necessary for the promotion of HRD and the possible benefits to an organisation pursuing such activities. Empirical evidence is presented on HRD policy formulation and planning processes in Irish High Technology companies. In conclusion a number of critical issues are considered which must be focused upon by organisations wishing to develop a strategic focus in their HRD activities.

Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.

The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.

The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.

This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.