Human Resource Development strategy is often mentioned by the authors such as Becker et al (2001) and Ericson (2006) as a strategic human resource development concept. As an example, the statement of Ericson in his research study in 2006 quoted that for being engaged in human resource development strategy, it is required to understand the significance of human resources. Furthermore, Lee (2003) argued that practices to develop human resources should be in alignment with the human resource development strategy that addresses the human conditions underlying assumptions and helps positively influence the condition of human resources in an organization. At AMC consultants, as it is a small to medium enterprise based exclusively to provide consultation to mining companies believed in strategic human resource development to be at the core of the organization. From his perspective, Garaval et al, can be quoted who contended that human resource development is applied in various perspectives and has wider activities that vastly different from each other. Therefore a strategy to develop human resources should have 9 prominent elements according to Torres et al (2001) which are inclusive of managing change proactively to ensure no influence of negative nature is experienced by employees, thinking critically to develop human resources, ensuring that they are productive, ensuring their strategic growth with the company’s strategic growth, recruiting and appraising and involving all important stakeholders when discussing a training program related to development of human resources. However, according to Garavan(2001), on the contrary, the important characteristics of a strategic human resource development perspective from organizations perception should be inclusive of integrating the missions and goals of the organizations, gaining support from top management, scanning the environment for negatively influencing factors, planning and developing policies for human resource development, gaining commitment and involvement of line managers, complementing the HRM activities existing in the company, expanding the role of trainer’s, recognizing the culture and emphasizing on evaluation(Armstrong 2009).