The problem and the solution. Historically, human resource development (HRD) has been a “fourth-order” consideration in strategic discussion within most organizations and is likely to continue to be so unless HRD professionals adopt new approaches to practice that have first-or second-order impact in helping to create high-performance organizations and sustainable success.The purpose of this article is to provoke thought and reflection on the recent emergence of “evidencebased” approaches to HRD practice by discussing their relevance to organizational leaders, managers, HRD practitioners, and other HR professionals concerned with bringing about effective and beneficial organizational change and development. How such approaches might become commonplace throughout the HRD business is also discussed and illustrated.
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