, adifferent typology emerged that

, a
different typology emerged that encompass a process of similar nature to T&D with the inclusion of strategy
and involving other stakeholders at various stages of the process (Harrison, 2000). Hence, in the case of HRD
being strategic and systematic, it has its starting point in the identification of business objectives or strategies,
which can be seen in Figure 1. This systematic approach differs from the traditional approach, as shown in
Figure 2, with the identification of training needs being replaced by the identification of organisation’s
objectives or strategy (Winter, 1995). This description of the HRD process is simplified by Delahaye (2000)
and Harrison (2000) that began with investigation, design and implementation, and end with evaluation in
leading and managing organisational renewal for change management