Purpose: The purpose of this paper is to explore, drawing on the author's experience, the role of human resource development (HRD) in developing individuals, teams and communities. Design/methodology/approach: The paper adopts a critically reflective methodology rooted in the research practice of the author working alongside communities in the UK. Findings: A non-employee critical HRD can foster empowered spaces by which alternative discourses can be held up to the light and critical questions posed. The paper introduces the notion of a different form of empowerment that moves away from the individual to a view of suspension of action, of supporting the exploration of assumptions and taken-for-granteds, of identifying constructions of reality by members of communities, and inquiring into the social conditions which play a large part in determining their health and ambitions. Practical implications: At a time when extensive cuts are being planned for public services, and the discourse of community empowerment becomes more entrenched, consideration of a critical approach to non-employee HRD is especially timely, for both researchers and policy makers. Originality/value: Past studies of HRD have focused primarily on the organisational sphere, with little critical consideration of its application to actual community settings and so-called "service users". (Contains 1 note.)