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| Book Review
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 Strategically Integrated HRD : Partnering to Maximize Organizational Performance
by Jerry W. Gilley, Ann Maycunich
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In many organisations, Human Resource Development (HRD), professionals are made to believe that their primary function is to conduct classroom based training sessions, and set up seminars, workshops and conferences to introduce specific skills and policies. This outdated approach is reinforced by management, which is likely to relegate HRD a second class status and ignore it's potential as a real strategic partner.
In this book, Jerry W. Gilley and Ann Maycunich call for a radical reinvention of HRD, outlining a comprehensive and rigorous programme for it's transformation, as well as its integration throughout the organisation. In an environment characterised by fierce competition and constant change, businesses need to employ all the tools at their disposal to ensure that managers and employees are fully equipped to fulfil their multifaceted jobs, that all systems and processes flow efficiently and effectively, and that the organisation is prepared to incorporate new ideas without disrupting it's performance or productivity.
To this end, Gilley and Maycunich propose that HRD professionals establish partnerships throughout the organisation at three distinct levels:
1. Strategic business partnerships, designed to ensure successful completion of the company's overall strategic plan; and
2. Management development partnerships designed to improve collaborative leadership skills of managers; and
3. Organisational development partnerships designed to prepare all employees to adapt and to anticipate change.
The authors go on to present specific strategies for enhancing the role of HRD by identifying organisational performance needs, designing performance improvement programmes, and becoming a catalyst for learning acquisition and transfer.
Backed by extensive research and professional experience, Strategically Integrated HRD, offers a blueprint for unleashing the potential for HRD and improving organisational performance in the process. | |
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