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Purpose
The article aims to exposes error in practice in HR and learning and development (L&D), particularly the habit of following the crowd and the lack of company specific practice.
Design/methodology/approach
The article draws on a specific case of a highly successful company that did not follow the crowd.
Findings
The case shows what can be done in practice.
Research limitations/implications
Research was based on one case but it exemplifies an important issue.
Practical implications
The implications for practice are the need for organization‐specific approaches to learning and development and the need to integrate individual development with organizational development.
Originality/value
The article is new in using a real, unpublished case to expose the errors in HR and L&D strategy and practice.
© Emerald Group Publishing Limited
2011
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