Keywords: Strategic HRD, Strategic Management, Competency, Public Sector.26Abstract This paper aims to examine the significance of combining strategic HRD and strategic management processes in change initiatives in order to achieve organizational stability and effectiveness. The notion stems from the challenges faced by public sectors which have been impacted by the external organizational environment. Public sector organizations increasingly come under constant pressure to deliver quality public services and improve efficiencies. At the same time, strategic HRD becomes an essential function of an organization’s planning process in anticipation of growth and change. In addition, competencies continue to become a popular phenomenon in human resource management and HRD discourses in the public sector. With competencies, human resources are said to be more capable and work more effectively, hence contributing to the success of their organization. For this purpose, IPA Brunei is used as the case study to identify the impact of the collaboration process between the strategic HRD and strategic management practices. The historical development of training institutions in Brunei and the development of a public service capability framework as part of the strategic HRD and learning needs analysis to support organizational development will be included. This will be followed by the case analysis to discuss the strength of the systems supporting the successful implementation and the progression of strategic initiatives. It is found that the convergence of strategic HRD and strategic management not only improves and enhances the practice of HRD in organizations but also advances the field of HRD knowledge. Finally, challenges to change initiatives and the way forward to overcome future issues are also briefly presented.
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