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Creating and sustaining a strategic partnership: A model for human resource development

โœ Scribed by Shari L. Peterson

Publisher
Wiley (John Wiley & Sons)
Year
2008
Tongue
English
Weight
314 KB
Volume
2
Category
Article
ISSN
1935-2611

No coin nor oath required. For personal study only.

โœฆ Synopsis

Abstract

Human resource development (HRD) leaders have been challenged to become strategic business partners in order to link people, strategy, and performance. In spite of a critical need, there has not been an empirically testable systemic framework that pulls together the wide variety of strategic imperatives that have been suggested. This article presents a conceptual model identifying the essential system elements that provide a framework for how HRD might create and then sustain its full leadership potential as a strategic partner.

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