What do we mean by the term HRD scholar-practitioner? This article describes the role of HRD scholar-practitioners in closing the gap between research and practice and, in so doing, offers a definition of HRD scholar-practitioners. The definition emphasizes HRD scholar-practitioners as a bridge between HRD research and HRD practice, as grounding their practice in research and theory, as champions of research and theory in the workplace and in professional associations, and as researchers who disseminate findings from their own research and practice.

No abstract

As the chair of the ASTD Research-to-Practice Committee for three months, I am pleased and excited by all of the possibilities I see within ASTD and within the Academy of Human Resource Development for more significant collaboration. Natural partners, ASTD and the Academy have just begun to explore and engage in the mutually beneficial activities that are possible.The new ASTD senior director of research, Brenda Sugrue, is the organizational sponsor of the Research-to-Practice Committee. A strong force in developing a new focus and obtaining new resources for the ASTD Research Department, she has been a great partner in identifying the research needs of practitioners. I have also had the opportunity to interview Tony Bingham, the new CEO and president of ASTD, and hear his vision for ASTD and the field of workplace learning and performance (Shindell, 2005a). He sees partnering as key to ASTD' s future success.ASTD, traditionally a practitioner-focused organization, is making a concerted effort to reach out in direct ways to the academic research community. In response to previous suggestions from the Research-to-Practice Committee, ASTD is hosting its first Research-to-Practice Conference-within-a-Conference at its 2005 International Conference and Exposition in Orlando, Florida. In this new activity for ASTD, researchers and scholars will share their research results tailored to the needs of practitioners. ASTD is encouraging researchers, academics, and their students in human resource development (HRD) and workplace learning and performance to be more involved. Graciously, ASTD is making special conference rates available to them. The launch of the new Excellence in Research-to-Practice Awards is particularly exciting. Led by Darren Short and Martin Kormanik, the awards recognize excellence in research-to-practice activities conducted by researchers, practitioners, and collaborative partnerships of researchers and practitioners.As a former executive director of the Academy, I am pleased and excited by the international scope and membership it has achieved and the four journals (one of which is cosponsored with ASTD) it sponsors. I had the opportunity to interview the current president of the Academy, Larry Dooley,

Authored from the perspective of two scholar-practitioners, this article attempts to further explore scholar-practitioners in HRD by presenting and then attempting to answer four questions. First, why should HRD as a field care about scholarpractitioners? Second, what are the current issues and challenges faced by HRD scholar-practitioners? Third, what can the future hold for HRD scholar-practitioners in terms of strategic possibilities? Fourth, what are some concrete, tactical next steps that HRD scholar-practitioners and the field of HRD should consider?In closing this issue of Advances in Developing Human Resources, some perspective taking is in order. As two professionals in the field of human resource development (HRD) who have earned doctoral degrees, taught both undergraduate and graduate HRD courses, served as consultants from both an external and internal perspective, and chaired or served on several committees in both practitioner and academic professional associations, we are in a unique position to discuss and explore the realities experienced by scholar-practitioners in the field of HRD. As HRD scholarpractitioners, we think it is appropriate to examine several questions related to scholar-practitioners in the field and discipline of HRD. Specifically, this article explores four questions: Advances in Developing HumanResources 11(4) 536 -547

What do Lincoln Electric, Digital Equipment Corporation, IBM, Bank of America, Delta Airlines, and Hewlett‐Packard have in common? They all use no‐layoff policies because they are morally right and they are good business. This article discusses real job security or guaranteed employment. It describes the costs (for companies, communities, and people) of layoffs, offers specific techniques for companies to use to avoid layoffs, and provides rationales for adopting an employment security plan.