Becoming a Community of Critically Reflective HR Practitioners: Challenges and Opportunities within an MA Partnership Programme

Purpose: The purpose of this paper is to provide insight into the central role of critical reflection for practitioners. Design/methodology/approach: This joint paper is informed by a practitioner and an academic perspective and is an output from ongoing research. An MA in Strategic HR provides the initial focus. This partnership programme is informed by action learning ethos and method and the emancipatory potential of critical reflection. The paper illustrates how students talk about becoming critically reflective, and in doing so it explores the opportunities and challenges involved. Findings: It is argued that in order for critical reflection to realise its potential of emancipatory change, pedagogy needs to be underpinned by critical process and critical content. However, it is unfortunate that a majority of critical literature appears to be addressed to an academic audience. The paper also highlights the need to support learning conversations beyond the original set. Originality/value: The paper highlights the need for development initiatives to support the questioning of taken-for-granted assumptions. This draws attention to the necessity of supporting an emerging community of critically reflective practitioners by ensuring an open dialogue about values and practice.