This study demonstrates that employees, managers, and HRD staff use different strategies to organize work-related learning networks. Actor strategies in sixteen cases were studied, involving ninety-six participants in six organizations. Using ideal types for comparative purposes, actor strategies were analyzed both qualitatively and quantitatively to establish in what configurations they occurred. Three strategy configurations were found: Extended Training, Directed Reflection, and Reflective Innovation. For the most part, different actors used different strategies. Strategy configurations were partly related to work types. It is concluded that a network perspective on work-related learning is useful to describe and explain important elements of HRD practice. Actors can use the strategy models developed to frame and negotiate their own learning policies and practices.