Creating and sustaining a strategic partnership: A model for human resource development |
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Authors: | Shari L. Peterson |
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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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