This document contains four papers from a symposium on strategic human resource development (HRD). "Examination of the Use of Scenarios as Learning and Decision-Making Tools for Human Resource Development" (Roger F. Miller, Susan A. Lynham, Joanne Provo, Jeanne M. St. Claire) explores the potential value of scenarios as learning and decision-making tools in HRD by analyzing data from four sources: the literature and discussions with expert practitioners, participants in scenario-planning workshops, and HRD scholars. The findings of a study of the relationship between "presence of practices to support transfer of training" and the "perception of trainees and managers of the alignment of training with their organization's strategic direction" are presented in "The Alignment of Corporate Strategy and Training: A Survey of Trainees and Managers" (Max U. Montesino). "Strategic Human Resource Development: A Conceptual Evaluation" (Monica M. Lee) explores and contextualizes four models of strategic HRD: the classical, scientific, procedural, and phenomenological models. "The Integration of Human Resource Development into the Strategic Planning Process: A Comparative Case Study of Three Corporations" (Clyde T. Conine, Jr.) reports on a study that identified four HRD roles that can be represented on a continuum reaching from low integration to high integration. (MN)