Purpose: This paper aims to explore the applicability of Strategic HRD in Mauritius. Additionally, it assesses if Mauritius, with a high HDI factor, can take the lead on Strategic HRD in Africa. Design/methodology/approach: This paper used a mixed-approach questionnaire. A sample of 21 managers was contacted and received a response rate of 67 per cent. Findings: Most organisations in Mauritius do not practice human capital development at a strategic level but rather at a tactical one. Strategic HRD is mostly practiced at the implementation level of the business strategy rather than at the formulation stage of the mission, vision and strategy itself. However, the practice of strategic human resource development stays a minority within some very few organisations, as they acknowledge the benefits that Strategic HRD brings along. Research limitations/implications: The limitation of the sample considered for this research is a relatively small one to be representative of the Strategic HRD practices in Mauritius as a whole. It identifies implication for improving the current Strategic HRD state in the island. Practical implications: The paper directly impacts on the Strategic HRD practices of organisations and reveals loopholes to be remedied within the present HRD systems. Originality/value: This paper not only proposes a first research in terms of Strategic HRD in Mauritius but also assesses the island's position as being an HRD leader in Africa. Simultaneously, it provides a tailor-made conceptual framework for Strategic HRD in Mauritius.