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HR Development Strategies and Functions

Human Resource Development (HRD) involves systematic activities designed to provide employees with necessary skills for current and future jobs. HRD has emerged beyond training to include coaching, group work, and problem solving. HRD is one function of Human Resource Management (HRM), which encompasses functions like planning, staffing, compensation, and employee relations. The primary functions of HRD are training and development, organizational development, and career development. Training improves short-term skills for specific jobs while development prepares employees for future roles. Organizational development applies behavioral science to improve organizational effectiveness. Career development supports employees' progression through career changes.

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Syed Aaqib Farhan Ahmed
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394 views19 pages

HR Development Strategies and Functions

Human Resource Development (HRD) involves systematic activities designed to provide employees with necessary skills for current and future jobs. HRD has emerged beyond training to include coaching, group work, and problem solving. HRD is one function of Human Resource Management (HRM), which encompasses functions like planning, staffing, compensation, and employee relations. The primary functions of HRD are training and development, organizational development, and career development. Training improves short-term skills for specific jobs while development prepares employees for future roles. Organizational development applies behavioral science to improve organizational effectiveness. Career development supports employees' progression through career changes.

Uploaded by

Syed Aaqib Farhan Ahmed
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Human Resource Development

 Syed Aaqib Farhan Ahmed

1
Definition of HRD
 A set of systematic and planned activities
designed by an organization to provide its
members with the necessary skills to meet
current and future job demands.

2
Emergence of HRD
 Employee needs extend beyond the training
classroom
 Includes coaching, group work, and problem
solving
 Need for basic employee development
 Need for structured career development

3
Relationship Between HRM and
HRD
 Human resource management (HRM)
encompasses many functions
 Human resource development (HRD) is just one
of the functions within HRM

4
Primary Functions of HRM
 Human resource planning
 Equal employment opportunity
 Staffing (recruitment and selection)
 Compensation and benefits
 Employee and labor relations
 Health, safety, and security
 Human resource development

5
Secondary HRM Functions
 Organization and job design
 Performance management/ performance appraisal
systems
 Research and information systems

6
HRD Functions
 Training and development (T&D)
 Organizational development
 Career development

7
Training and Development (T&D)
 Training – improving the knowledge, skills and
attitudes of employees for the short-term,
particular to a specific job or task – e.g.,
› Employee orientation
› Skills & technical training
› Coaching
› Counseling

8
Training and Development (T&D)
 Development – preparing for future
responsibilities, while increasing the capacity to
perform at a current job
› Management training
› Supervisor development

9
Organizational Development
 The process of improving an organization’s
effectiveness and member’s well-being through
the application of behavioral science concepts

 Focuses on both macro- and micro-levels

 HRD plays the role of a change agent

10
Career Development

 Ongoing process by which individuals progress


through series of changes until they achieve their
personal level of maximum achievement.
› Career planning
› Career management

11
Critical HRD Issues
 Strategic management and HRD
 The supervisor’s role in HRD
 Organizational structure of HRD

12
Strategic Management & HRD
 Strategic management aims to ensure
organizational effectiveness for the foreseeable
future – e.g., maximizing profits in the next 3 to
5 years
 HRD aims to get managers and workers ready for
new products, procedures, and materials

13
HR’s strategic role
 Employees as organisation’s assets
 Driving business strategy
 Spanning organizational functions
 HRD Deliverables:
› Performance
› Capacity Building
› Problem solving/consulting
› Org. change and development

14
Strategic Analysis of HR: Purpose
 People related strategies may be important to new
strategy (for example, a change in the way the
organization does business)
 In today’s technologically complex business world,
analysis of existing human resources is important
in order to determine what options are available
 The network of people within an organization and
their relationships with people can be an important
part of strategy

15
HR and Sustainable Competitive Advantage

 In some industries, people are the most important factor in


success
- advertising and creative development
- leisure and tourism
- management consulting
- hospitals and medical professions
 The adaptability of people to changing environments is an
important skill
 “The ability to learn faster than your competitors may be
the only sustainable advantage” – Arie De Geus, former
head of planning at Royal Dutch Shell

16
Organizational structure of HRD

17
Challenges for HRD
 Competing in global economy
 Eliminating the skills gap
 Need for lifelong learning
 Need for organizational learning

18
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