This study of an Indonesian company, Telkom Indonesia, identifies how human resource development (HRD) practitioners view or define HRD, what factors they consider critical for HRD practice, and specific issues related to training. Interviews with 20 practitioners in the company's Training Division were used as the primary vehicle for gathering information, while observations and documents supplemented the interviews. The practitioners essentially equate HRD with training and development (T&D), but the company's practice reflects the presence of considerable attention not only to training and development but also to organization development (OD) and career development (CD). The practitioners' comments about critical factors for HRD can be categorized into four broad groups: corporate, workplace, supplier, and internal; and the company's training interventions are classified into three major clusters: telecommunications technology, business management, and leadership. This study also underscores the presence of some forces that lead HRD practice to stick around the training area and some other forces that promote a movement toward a more strategic HRD orientation.

This study of an Indonesian company, Telkom Indonesia, identifies how human resource development (HRD) practitioners view or define HRD, what factors they consider critical for HRD practice, and specific issues related to training. Interviews with 20 practitioners in the company's Training Division were used as the primary vehicle for gathering information, while observations and documents supplemented the interviews. The practitioners essentially equate HRD with training and development (T&D), but the company's practice reflects the presence of considerable attention not only to training and development but also to organization development (OD) and career development (CD). The practitioners' comments about critical factors for HRD can be categorized into four broad groups: corporate, workplace, supplier, and internal; and the company's training interventions are classified into three major clusters: telecommunications technology, business management, and leadership. This study also underscores the presence of some forces that lead HRD practice to stick around the training area and some other forces that promote a movement toward a more strategic HRD orientation.