This document consists of four papers presented at a symposium on core directions in human resource development (HRD) moderated by Verna Willis at the 1996 conference of the Academy of Human Resource Development. "Reengineering the Organizational HRD Function: Two Case Studies" (Neal Chalofsky) reports an action research study in which the researcher was an advisor/consultant to task groups of a department-level government agency and a regional telecommunications company charged with formulating new operating structures for HRD functions that would to be more responsive to changing conditions. It discusses three key ingredients of both models developed: internal change agents, consulting approach, and learning as part of the organization culture. "Emerging Trends in HRD and OD (Organizational Development) Based on Organization Assessments" (M. Susan Dougherty, Sherrie Ford) describes a qualitative study to identify trends based on organization-wide assessments that relied on the words of workers and potential learners. Findings reveal management, communication, and training as the key areas of need. "The Emergence of a New Paradigm: Spirituality and Work" (Elaine Lyford-Nojima) explores the reasons for a change to a more holistic approach to work by workers, responses of work organizations to the change, and implications of the idea that "we live to work.""Looking through a New Lens: Different Views of HRD" (Darlene F. Russ-Eft) presents research that validates three views of HRD: development focused, issue linked, and strategic. Papers contain references. (YLB)