Raidén, A B, Dainty, A R J and Neale, R H (2004) Exemplary Human Resource Development (HRD) within a large construction contractor. In: Khosrowshahi, F (Ed.), 20th Annual ARCOM Conference, 1- 3 September 2004, Heriot Watt University. Association of Researchers in Construction Management, Vol. 1, 457-67. EXEMPLARY HUMAN RESOURCE DEVELOPMENT (HRD) WITHIN A LARGE CONSTRUCTION CONTRACTOR Ani B. Raidén 1 , A.R.J. Dainty 2 and R.H. Neale 3 1 Business School, University of Glamorgan, Pontypridd, CF37 1DL, UK 2 Dept of Civil and Building Engineering, Loughborough University, Loughborough, LE11 3TU, UK 3 School of Technology, University of Glamorgan, Pontypridd, CF37 1DL, UK Human resource development (HRD) is a vehicle for facilitating organisational and individual learning through training and development. According to El-Sawad (2002) there are ‘soft’ and ‘hard’ elements to HRD; the soft implying investment in people, whilst the hard suggests cost and expendability. This paper presents an analysis of a large UK-based construction contractor’s approach to HRD strategy, policy and practice in relation to the classification developed by El-Sawad. The findings of the study suggest that the organisation actively encouraged continuous development and supports self-responsibility, inter-organisational learning and temporary organisational structures. Thus, their approach falls toward the internalised pattern characterised by organizational learning and significantly, the learning organization. However, it appears that this culture has evolved unintentionally rather than as a result of targeted strategic human resource management policies. Keywords: human resource development (HRD), organisational learning (OL), learning organisation (LO) , strategic human resource management (SHRM). INTRODUCTION Human resource development (HRD) is concerned with the provision of learning, development and training opportunities which support the achievement of business strategies and improvement of organisational, team and individual performance (Armstrong and Baron, 2002). Systematic as well as ad-hoc development programmes help to ensure staff have the skills required for their current roles and can develop those required for future posts. It can also work as a motivating factor: significant training indicates commitment to people and the recipients are more likely to feel valued (Sisson and Storey, 2000). High levels of managerial commitment to training and development are frequently reported to encourage staff retention (Glover, 2002; Pickard, 2002; Persaud, 2003). From a business point of view HRD can therefore be seen as a powerful tool for creating sustainable competitive advantage (Burden and Proctor, 2000). Literature on HRD in the field of construction management is scarce and much of the evidence relies on data gathered a decade ago (Langford et al, 1995; Hancock et al, 1996; Druker et al, 1996). At this time, training and development interventions were reported to receive little importance within construction organisations’ planning and operations (ibid.). This view appears to prevail however (Kululanga et al, 1999; 1 abraiden@glam.ac.uk