Non‐employee critical HRD: empowerment and communities

Abstract

Purpose

The purpose of this paper is to explore, drawing on the author's experience, the role of human resource development (HRD) in developing individuals, teams and communities.

Design/methodology/approach

The paper adopts a critically reflective methodology rooted in the research practice of the author working alongside communities in the UK.

Findings

A non‐employee critical HRD can foster empowered spaces by which alternative discourses can be held up to the light and critical questions posed. The paper introduces the notion of a different form of empowerment that moves away from the individual to a view of suspension of action, of supporting the exploration of assumptions and taken‐for‐granteds, of identifying constructions of reality by members of communities, and inquiring into the social conditions which play a large part in determining their health and ambitions.

Practical implications

At a time when extensive cuts are being planned for public services, and the discourse of community empowerment becomes more entrenched, consideration of a critical approach to non‐employee HRD is especially timely, for both researchers and policy makers.

Originality/value

Past studies of HRD have focused primarily on the organisational sphere, with little critical consideration of its application to actual community settings and so‐called “service users”.

Citation

Harvey, B. (2011), "Non‐employee critical HRD: empowerment and communities", Journal of European Industrial Training, Vol. 35 No. 2, pp. 176-183. https://doi.org/10.1108/03090591111109361