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Title HRD & LLL
The role of HRD within organisations in creating opportunities for life-long learning: Concepts and practices in seven European countries
Aspect
Concept Trends Findings Practice Challenge
Synopsis The study shows that the development of human resources is not a prerogative of HRD professionals. More and more it is becoming a business of line-managers. This has different reasons:
(1) convergence of management of organisational competences (aimed at internal effectiveness and competitive advantages on the market), and the management of individual/communities competencies (based on explicit and tacit knowledge);
(2) new ways of organising firms, in particular: a. the diffusion of forms of organisation by processes requires that line managers responsible for processes, or parts of them, can flexibly manage the resources at their disposal in view of specific dynamic exigencies of the processes (versus the relatively static exigencies of functions); and b. the decentralization processes require specific forms of local governance of knowledge and competencies (versus the traditional position of HRD in the headquarter).
There are discernible trends in the changing role of HRD professionals across Europe.  These trends also suggest an expanding and increasingly significant role for managers and individual employees in HRD practices (Tjepkema et al. 2000a, p. ix).
Reference The final project report (Tjepkema et al. 2000a
See also project info on HRD & LLL.
Descriptors D-HRD  EP07          E04b
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Editor: Sabine Manning  © WIFO