Research indicated that the workforce would require significant upskilling and reskilling over the next several years for organizations and their people to remain competitive in changing markets. This qualitative case study explored how human resources development (HRD), a mechanism leveraged to develop an organization's human capital through training, education, coaching, or mentoring, has transitioned from HRD practitioners to placing first-line leaders at the forefront of employee development. This study gathered first-line leader insight from leaders with one year or less of leadership experience through surveys, interviews, and observation. Relationship building was a prominent theme and motivational source for employee development throughout participants' perspectives. Future research may assess the effects of COVID-19 on the dynamics of building relationships. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]