Prologue: The Stages in Brief

Abstract

In the second part of this book, we will take a look at how strategic HR development can be implemented. The first three chapters—which surveyed the state of HR development as it stands today—have shown us that this is easier said than done. The biggest obstacles can be found in a recurring set of problems: the intrinsic complexity of the issue (What belongs within the realm of HR development? What makes sense?), the lack of budgets and resources (What is feasible in times of hart-hitting cut-backs?), the lack of determination (Is it worth it? Will we be allowed necessary time and resources?), the simple fact that HR development often grows organically with the business (Why are we using such a mix-and-match toolkit? Where is the combining element?), and last, but not least, a perceived lack of competence on the part of HR developers (Why are we not accepted by line managers? Are we so different?).