Very interesting to watch the TZ pop vox re HRD 2011 and note the almost lack of enthusiasm for maintaining close relations with HR. Is too much expected of two partners with vastly differing priorities and beliefs to be 'one'? It would seem so ...
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seriously or is this a late April 1st?
Having spent over 20 years in corporate life after consulting, I’ve rotated in and out of HR (generalist/biz partner), OD, talent management AND L&D. I struggle to comprehend your observation. L&D cannot perform their role without being joined at the hip with all their HR partners – learning does not exist in a vacuum.
In many smaller organizations L&D is still a responsibility of HR. It’s only in larger organizations where the domains of expertise become seperated out. L&D, HR, Reward, Resourcing etc MUST all be integrated into an overall People/HC strategy for an organization – they must operate in concert not in opposition.
This is so critical I’m really struggling to see that any L&D professional doesn’t ‘get it’.
Thanks