Bridging the HRD research-practice gap through professional partnerships

Abstract

This article strongly supports the case for more research informed practice within the field of HRD, particularly organizationally-based research conducted as part of an ‘HRD Professional Partnership’ of the kind advocated by Jacobs (1997). A UK-based example of such a partnership set within one part of the British Civil Service is presented. This demonstrates how HRD practice can be profoundly influenced and enhanced by robust rigorous internal research, and illustrates the successful bridging of the much talked about ‘HRD research-practice gap’. A number of lessons are drawn from this case study of particular relevance both to HRD practitioners, HRD academics and organizational leaders concerned with cultural and other strategic change issues.