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While a definition of human resource development (HRD) is controversial, it has traditionally been defined in the context of the individual, the work team or the organisation. There is, however, an emerging emphasis on HRD defined as a national agenda, often in the past labelled as manpower planning or human capital investment. Within the context of HRD, these terms are, however, viewed as limiting and narrow. Within the growing concept of open systems thinking, it is becoming evident that there is a need for a unified, synthesised approach to such planning. National human resource development (NHRD) is emerging in some contexts as the answer to this problem. NHRD is seen incorporating and going beyond traditional country-wide five-year development plans. Several countries in the Pacific Rim (and beyond), including the Republic of Korea (South Korea) and New Zealand, have developed a radical approach to NHRD. The purpose of this paper is to explore NHRD through the specific experiences of these countries with NHRD.