Human Resource Development (HRD) has undergone a significant transformation over the decades, moving from a narrow focus on employee training to a comprehensive strategic function that shapes organisational capability, innovation, and competitiveness. Traditionally, organisations viewed employees primarily as resources that required specific skills to perform assigned tasks. Training departments were established mainly to address immediate skill deficiencies, improve operational efficiency, and ensure employees could meet job requirements. However, changing business environments, technological advancement, global competition, and the increasing importance of knowledge have expanded the role of HRD from a support activity to a strategic organisational development function. In its early stages, HRD was largely synonymous with training and development. The primary objective was to provide employees with technical knowledge and skills required for their current roles. Training programmes were usually reactive, designed after identifying performance gaps or organisational problems. The focus remained on improving individual productivity rather than building long-term organisational capabilities. Traditional training methods included classroom instruction, workshops, apprenticeships, and on-the-job learning. Although these approaches contributed to skill enhancement, they often lacked integration with organisational goals and failed to consider broader issues such as employee engagement, leadership development, organisational culture, and future workforce needs. The emergence of the human relations perspective changed the understanding of employees within organisations. Employees began to be recognised not merely as labour inputs but as individuals with aspirations, creativity, and potential for growth. HRD expanded to include career development, performance management, employee motivation, and organisational learning. This shift reflected the understanding that sustainable organisational success depended on developing human potential rather than simply improving job-specific skills. The strategic evolution of HRD became prominent with the rise of knowledge-based economies and rapid technological changes. Organisations realised that competitive advantage could not be achieved only through financial resources or physical assets; instead, intellectual capital, innovation, and employee capabilities became critical success factors. Strategic HRD emerged as a function that aligns human development initiatives with organisational vision, mission, and long-term objectives. It focuses on creating a workforce capable of responding to changing market conditions, technological disruptions, and emerging business opportunities. A critical evaluation of this transformation reveals several strengths as well as challenges. The