As the end of this unit approaches, this case study exercise will provide you an opportunity to explore a range of issues that have been discussed.
Activity 3.8: HRD strategy at McDonald’s (180 minutes)
Conclusion
This unit has looked at the challenges facing HRD practitioners in developing HRD strategy in contemporary organisations, building on discussions in previous modules of HR strategy more broadly. The notion of inner and outer or external and internal context was used to explore key influences on HRD strategy. A STEEPLE analysis highlighted the complex influences that HRD practitioners might need to consider with respect to external context, and we reviewed the area of apprenticeships in more detail to examine how broader policy and local organisational concerns are intertwined. We further identified sources of information about skills and educational policy beyond the UK context. In returning to look at strategy in more detail we explained the differences between economic and social conceptions of strategy. Case examples were used to unpack the relevance of different conceptions of power for HRD practitioners and you applied selected strategic tools to review HRD strategy.
