The new era of human resource development to ensure organizational effectiveness: a qualitative study from Bangladesh

Purpose The purpose of this study is to explore the evolving human resource development (HRD) practices in response to the rapid shifts of work in recent times and emergence of future of work (FoW). Design/methodology/approach This study adopted a qualitative research approach, with data collected through in-depth interviews. To gain a comprehensive understanding of the phenomenon from dual perspectives, participants were drawn from two distinct clusters. Cluster-1 consisted of HR professionals, while Cluster-2 comprised employees working across various industries. Thematic analysis was employed to interpret and analyze the collected data. Findings Findings reveal that organizations are redefining HRD through role clarity, learning alignment and career mapping. Emphasis is shifting toward individual skill development plans (ISDPs), tracking learning results, performance-based evaluation and recognition systems. HRD now acts as a strategic enabler of agility, leadership development and socio-economic growth by integrating learning, performance and organizational objectives. Practical implications This study showed how HRD programs emphasize outcomes and impact versus training approaches. ISDPs can be scaled up by organizations using digital interventions, massive open online courses and open-source platforms for learning to reach learners in an easier, affordable and scalable manner. For HR professionals, it provides a thematic mapping so that they can track the effectiveness of organizational development initiatives. Originality/value This study underscores the need for organizations to adopt strategic, competency-based HRD systems and personalized learning initiatives that enhance engagement, retention and alignment between employee growth and organizational objectives.