Introduction to the Volume: Future of Human Resource Development
This chapter aims to discuss the key elements of the book and highlights the main areas for investigation. It provides an assessment of the current and future trends in organisational and individual practices and an evaluation of how human resource develo
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Introduction 1.1.1 Background to the Volume The purpose of this section is to introduce the reader to the main themes of the book. It seeks to outline the key context and concepts explored across the chapters and enables the reader to examine the importance of understanding future trends in human resource development (HRD) across the globe. The idea of producing this volume arose from the 20th University Forum for Human Resource Development conference, in Nottingham. Participants across the globe travelled to the city to advance
S. Nachmias (*) Nottingham Business School, Nottingham Trent University, Nottingham, UK e-mail: [email protected] M. Loon Bath Spa University, Bath, UK e-mail: [email protected] © The Author(s) 2020 M. Loon et al. (eds.), The Future of HRD, Volume II, https://doi.org/10.1007/978-3-030-52459-3_1
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S. Nachmias and M. Loon
HRD thinking and practices and, together, celebrate the achievement of the HRD community. This was a great platform to debate how organisations prepare themselves to address future HRD in establishing effective organisations. It was the beginning of this journey to produce a set of chapters that offer the reader insightful knowledge on how to address future challenges and opportunities. It is simply not enough to highlight the important role of academic debate in organisational development, but to produce resources that can have a meaningful impact upon organisational and individual thinking. It is essential to explore how HRD influences organisations and individuals from a multi-level perspective. This entails considering the effect of context, both internally and externally, as well as employee perceptions and understanding of HRD and what this means for learning, creativity and growth. Coronavirus disease of 2019 (Covid-19) reinforces this point and the needs for HRD to shape future practices including innovation, performance, flexibility, well-being and management behaviour. The scale of the change is extraordinary as the pandemic has drastically changed the way we work, communicate and socialise in just a few days. Therefore, this volume could not be more timely given the new realities that everyone is now facing. We need to rethink how we learn, how we implement learning activities, identify new methods of learning resources and, most importantly, how technology can change the way HRD is perceived by the academic and professional community. At a personal level, we sometimes not only found it difficult to deal with the level of ignorance amongst individuals but, most importantly, to understand existing management perceptions in addressing organisational HRD needs. We believe that any attempt to fully utilise HRD principles requires sufficient knowledge (at both individual and organisational levels), effective leadership skills and appropriate assessment of the wider business environment. It is now the time to take effective actions in changing old-fashioned perceptions on learning and development and offer the space so that organisations can feel s
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