Summary
In this paper the ideas and features of stategic human resouces development are contrasted with the concept of employee-driven HRD. Three sequential studies are presented, all conducted in pension funds in the Netherlands: (1) a development study on a management-driven HRD programme; (2) replication study in five organisations; (3) a development study on an employee-driven HRD programme. Data were collected using a variety of methods and instruments. Results show that besides a positive organisational climate, none of the elements in the conceptual framework of management driven training and learning could be found. The implementation of these principles was possible, but only with strong efforts, because of continuous work pressures conflicting with (off site) training activities. In employee-driven training and learning the trainer facilitates employees to integrate working and learning to the maximum. This resulted in increased innovation, increased performance of the team and increased motivation and satisfaction of the participating members.
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