Abstract:
A series of trends shaping the current workplace has changed the nature of human capital de velopment practice to be more employee-driven. However, existing development research does
not fully account for this shift and the anticipated benefits of employee-driven development. In
this review we reflect on the current state of the employee development literature and propose a
new, broader conceptualization of employee development characterized by a partnership be tween the employer and employee. In doing so, we offer three recommendations for how research
needs to evolve to align employee development scholarship with current practices: (1) in corporate proactivity in the definition of employee development, (2) update the context for
learning, and, (3) think differently about how human capital is valued. We suggest ways in which
theory can be extended for increasing our understanding of several commonly used employee driven development methods. Finally, we provide future research questions and practical sug gestions based on our new conceptualization of employee developme
