Human resource development (HRD) is often considered a central feature of SHRM. Discuss the role and importance of human resources in achieving SHRM organizational results. Introduction Learning and development in the context of organizational development plays an essential role in achieving strategic HR outcomes. From attraction and retention, to developing and leveraging human capital, human resource development (HRD) is the center of strategic focus in human resource management. This essay aims to present and discuss a strategic model of human resource development activities in organizations. Human Resource Development DefinitionHuman Resource Development (HRD) can be defined as any activity that contributes to the development of the people working for an organization. Human resource development provides the context in which employees can develop their personal and organizational skills, knowledge and skills. Development can be a formal learning process such as classroom training, a learning course, or a planned organizational change process; Or an informal personal development orientation to engage in flexible, high-performance organizations. Such processes include: Learning: formally designed process of staff development, refers to the learning activities planned by the employer, the skills and knowledge to be acquired are usually necessary to carry out current or future work tasks. Development: individual and collective activities that develop personal skills and abilities. This could include organizational development and culture change processes. Education: Broader content of employee development than the work environment. This could be related business and management programs such as Business Administration or MBA course. Such training is specified by… in the middle of the article… the training should innovate organizational behavior such as empowerment, proactivity, information sharing, participation, etc. Conclusion This essay has attempted to define human resource development (HRD) with the aim of providing strategic contribution to organizations. The emphasis is on development rather than training. The concepts and practices of the learning organization are presented as an approach to individual and organizational learning, thus establishing the principles of HRD in the context of organizational strategy and human resources. References Burgoyne J. (1999) Manager Learning Development BACIE Journal. LiP (2000) A UK strategic model for people developmentStorey J. (1992) Developments in the management of Human ResourcesLeopold et al. (2004) Strategic human resource managementUniversity of Sunderland (2007) Strategic human resource management