Strategic human resource management (SHRM) is trying to get a competitive advantage and I believe that can be established through people and through investing in their human resource development (HRD). A work environment that supports training and education can change workers attitudes into a positive one and can change the culture of the organization into a more participative one. HRD will work if employees are motivated; they have the interest of the learners, and the support to train the staff with the proper resources. It is difficult to properly implement HRD because each employee learns differently, needs different topics to help them in the workplace, and requires a lot of planning from senior and line managers.
The primary job for line managers is to focus on making their department more productive and efficient. It is hard to motivate them to put the proper resources into HRD because they view training their employees as not part of their job. Through training and education employees will help line managers through new ideas, skills, and general knowledge that they apply on the job. In order to teach things that actually apply to their job HRD needs to be integrated by identifying the needs of the workplace while selecting the learning activities that will help workers learn new skills. If the line managers do not take it seriously and react in a negative way then it could cause difficulty in achieving productivity from HRD. If line managers cannot handle both pressures of their normal responsibilities and HRD then it could help to relieve that pressure through external training facilitators so the employees receive the proper training and assistance in development.
When line managers are required to use HRD and are primarily responsible for the development of their employees it can cause tension between them.