Despite opposing this definition, Gourlay (2000) defines human resources development and states that human resources development focuses on the theory and practice relating to the preparation, development and training in a company, as for individuals but also in the context of business strategy and organizational competencies. Armstrong (2007, p. 443) emphasizes the importance of learning, development and training in order to improve skills of an individual, a team and the achievement of corporate performance. It is a strategic business development people-oriented approach. According to Smith (2004) human resources development is the process of determining optimal methods for the development and improvement of human resources in a company and systematically improving employee performance through training, education and development that would lead to the achievement of both business and personal goals. Werner and DeSimone (2006) point to a set of systematic and planned activities of company in order for the employees to gain necessary skills that would meet the current and future requirements of the particular position. Balakrishnan and Srividhya (2007) have a similar opinion and the human resources development is a set of systematic and planned activities bespoke by the company itself that would provide its members the possibilities to develop necessary abilities and skills in order to satisfy the current and future business needs. According to Subba and Rao (2010) human resources development is an essential part of a dynamic and growth-oriented enterprise. Unlike other resources, human resources have almost unlimited potential. This potential can be fully used only when creating a favorable environment that identifies, highlights, develops, and uses the skills of people.