execution of HRD activities is a shared responsibility of HRD professionals,
managers and employees [R08].
regard to the division of HRD tasks, it becomes clear that HRD professionals
still carry the biggest share of responsibility for HRD (at least in their
own estimation of the situation). Managers and employees are important
active partners, and are expected to become more so in the future. Their
role is predominantly one of identifying learning needs, stimulating and
supporting informal learning, ensuring continuous learning (of oneself
and others). HRD professionals provide support, among other things by organising
training and supporting informal learning efforts [E04c].
development of human resources is increasingly becoming a business of line-managers,
due to the convergence in management of of organisational and individual
competencies and to new ways of organising firms [E04b].
implementation of learning organisations raises serious challenges for
vocational education and training and human resource development actors.
The issues here are that organisational learning is something outside of
the vocabulary of many people in education. It's lots of individual learning,
qualifications and less formal systems, so the concept of dealing with
this sort of chaotic organisational learning is something that for a lot
of professionals in VET and also to a certain extent in HRD, but much less
so, is a challenge. For people engaged in the VET system, which is a rather
complex system to start with and very heterogeneous, there has to be much
more focus on engaging with untidy social environmental learning, where
we have lots of complex relationships, complex ways of teaching [V25].
to selected issues