HUMAN RESOURCE DEVELOPMENT

Professor: PETER ANDREW G. REGENCIA, EdD, PhD

Name: Maricar T. Geulin Degree Program: Master of Arts in Education

Section: B Major: Educational Management

I. INTRODUCTION

Education is the powerful and pervasive agent for overall development of human
resource. A balanced development of mind and body in harmony with the spirit is a key to
enrich human personality. It shapes our present actions, influences our future plans as well as
an impact on our past history. It is important so that individuals can reach their goals and
achievements. Education is the best instrument to develop suitable human resources to face
the problems and make human life happy.

Training and development are the field which is concerned with organizational
activity aimed at bettering the performance of individuals and groups in organizational
setting. It is a combined role often called human resources development (HRD) meaning the
development of ‘’Human’’ resources to remain competitive. In simple terms, HRD is
concerned is with the development of the human resource function in an organization. The
term Human Resource Development involves mainly two terms: Human Resource and
Development. Human Resource which consists of the total knowledge. Creative abilities,
skills, talents and aptitudes of an organizations work force as well as the values, benefits of
an individual involved in the organization. It is the integrated use of training, organization
and career development efforts to improve individual, group and organizational
effectiveness. It develops the competencies that enables individuals in organizations to
perform current and future jobs through planned learning activities.

The primarily concerned with training employees and aligning their personal
development goals with the broider goals of the organization. An organization that is growth
oriented creates opportunities for employees to know and develop their skills through
employee training, career development program of the employee, managing their
performance, coaching, monitoring, and success planning. It aims to improve learning and
performance on both individual and organizational levels. This may include furthering the
personal goals of employees and the broad goals of the organization so both may benefit
from the relationship. Developing the knowledge, skills, moral values and understanding
required in all aspects of life rather than a knowledge and skill relating to only a limited field
of activity.
 II. HIGHLIGHTS

Human Resource Development

Human Resource Development is the framework for helping employees develop their
skills, knowledge, and abilities, which improves an organization’s effectiveness. The terms
training, education, development, and learning may often be used interchangeably, but they
can have very different, if overlapping, meanings in different contexts. In terms of human
resource development, training is a learning process in which employee get an opportunity
to develop skill, competency, and knowledge as per the job requirement. The historical
antecedents of training have contributed towards the current perception of training. In many
crafts and guilds, the purpose of training was to enable indentured apprentices to work for a
period of years under the supervision of a master craftsperson. Eventually, the apprentices
learned the skills required of that occupation and would produce a complex piece of work, a
‘masterpiece’, incorporating much of what they had learned.

Education is the process of increasing the knowledge and understanding of

employees. The purpose of education is to provide the conditions essential to young people
and adults to develop an understanding of the traditions and ideas influencing the society in
which they live and to enable them to make a contribution to it. It involves the study of their
own cultures and of the laws of nature.

Development is an educational process which is concerned with the overall growth of

the employees. Managing the human skills through training, career, and organizational
development to improve their effectiveness. The role of the human resource is to ensure all
employees are aware of the career development. It occurs when a gain in experience is
effectively combined with the conceptual understanding that can illuminate it, giving
increased confidence. Human resource development effects the employee by developing his
or her skills and abilities to ensure they are properly trained and have the opportunity to
learn new things in order to advance the position or standing within the company.

Strategy and Training Development

The purpose of strategic training is to prepare your managers and employees with
the skills they need to complete their work tasks both efficiently and help them reach your
company’s main goals. This training usually first happens when an employee or manager
begins to step into the role and often involves both jobs shadowing of experienced workers
and course related activities.

Training and development are considered as a strategy for growth in every

organization. It is adopted by the organization to fill the gap between skills and future
opportunities. These training programs definitely enhance skills, improve efficiency, and
productivity and growth opportunities for employees. It refers to educational activities within
a company created to enhance the knowledge and skills of employee while providing
information and instruction on how to better perform tasks. By learning the right skills for
their career, employees will be more productive and efficient, thus helping the business for
which they work succeed. Employees that engage in professional development will feel more
confident knowing that they have the skills needed to succeed in their line of work.
Human Resource Management
Human resource management is the managing of human skills and talents to make
sure they are used effectively and in alignment with an organization`s goals. To manage the
human skills and talent and ensure that they work to achieve the organizational goals. The
human resource planning is the most important role in the department and can be explained
as ways an organization can assess and plan for its future. The HR planning process involves
estimating capacity, researching, and evaluating deployment of resources and identifying
and handling human talents.

Organizational Change
Organizational change refers to the actions in which a company or business alters a
major component of its organization, such as its culture, the underlying technologies or
infrastructure it uses to operate, or its internal processes. Change in an organization leads to
many positive aspects that lead to retaining a competitive edge and also remaining relevant
in your business area. Change encourage innovation, develops skills, develops staff, and
leads to better business opportunities, and improves staff morale. The capabilities of the
workforce directly impact the organization as they give the organization competitive edge.
Due to internal and external changes. The organization must adapt to these changes, the
HRD department conducts training with the goal of improving on the capabilities of the
organization’s employees.

The Learning Organization: A Critical Evaluation

A learning organization is the term given to an organization which facilitates the
learning of its employees so that the organization can continuously transforms itself.
Learning organization develops as a result of the pressures which are being faced by the
organizations these days for enabling them to remain competitive in the present-day
business environment. The learning organization encourages to a more interconnected way
of thinking, such organization becomes more like a community for which employees feel a
commitment to. The focus is not on developing shared values, but rather on equipping
people to cope with the tensions they experience in everyday organizational life. Tensions
and conflicts arise from legitimate differences in interests and power between managers,
workers, training consultants and other (also external) actors. People need direction and
guidance, but they also need the right amount of autonomy and independence. They need
to learn how to cooperate with their colleagues, but they also need to keep up with
professional developments. They have their own ideas of what they should learn and how
they should learn it, but other people will probably think differently about these issues. These
are the tensions people face on a regular basis. A learning organization allows them to
resolve these issues satisfactorily.

National Economic Development and Human Resource Development

 Human resources are playing an important role in attaining economic development
of a country. Economic development of country involves proper utilization of its physical
resources by its labor force and other forms of manpower for the proper utilization of
production potential of the country. There has long been a recognition that education of the
individual has been a source of personal advancement and growth, and this rationale has
been expanded to apply to the intellectual resources of a nation.

III. REFLECTIVE ANALYSIS

The strategic positioning of training and development directly promotes
organizational business goals and objectives, and thereby enhancing organizational
performance. The findings emerged as a result of survey are discussed as under: (1)
Organizations must focus on continual learning and job trainings (2) Line managers should
be involved in TNA and policy decisions for training (3) Good training must provide
opportunities to learn and grow (4) Employee Performance is augmented through
competitive advantage.

IV. CONCLUSION
Training and development have had a mixed reception over the years and has
frequently had to fight its corner and shout loudly to gain recognition. The acceptance of
HRD is altogether much stronger since it has been linked to strategic imperatives and has a
much stronger theoretical base in universities which have provided master’s courses to
enhance the respect of practitioners.

Professional competence describes the state of the art, knowledge, expertise, and skill
relevant for performing excellently within a specific functional department. To develop this
competence regular training and development is required. HRM is an ‘honest’ attempt to
bring together the needs of both business and employees but is founded on false
assumptions of the nature of organizational reality – i.e., that organizations are naturally
harmonic so long as nefarious elements can be removed and we communicate better. The
more optimistic scenario is that HRM represents the on spite of the lack of clear and
irrefutable evidence of the positive links between education and training and national
performance it would appear that few, if any, governments are prepared to go against
perceived wisdom. Human resonantly way we have of releasing the latent talents of our
workforces and, in the face of increasing global competition, this is the only way of surviving,
both organizationally and nationally. As well as this clear business imperative. Whatever the
change, it has human consequences. Although there are many definitions of the learning
organization concept in the literature, most of them emphasize notions like shared vision,
shared values, collective learning, continuous improvement, making tacit knowledge explicit,
and entering into dialogue.

V. RECOMMENDATION
1. Align business strategies with external and internal factors.
For example, consider how your current strategy aligns with economic changes (i.e., external
factors) and the expectation of a high return on investment in the case of training and
development costs (i.e., internal factors).

2. Ensure your talent strategy also aligns with the company's overall plan. The main and
essential key to managing a provocative workforce is to streamline the strategies of the
talent management process alongside the overall company strategy. Ultimately, the aptitude
of training, developing and then retaining the employees depends upon the success of the
business operations.

3. Get ahead of your competitors by being proactive. In my experience, leaders who use the
best talent management practices find themselves more equipped and can make effective
use of available opportunities to help operate their businesses. But this is only obtainable
when management does more than just adopt new trends; they must quickly anticipate and
adapt to new and emerging opportunities regarding talent management before the rest of
the market. In this manner, executing a proactive approach, rather than a reactive approach,
indicates the implications of the strategic talent management in the business processes to
support the capability development in the organization.

4. Evaluate what training is essential and execute it well. Evaluating key areas and the need
for training is mandatory. It's also helpful for saving on abundant training costs involved with
the workforce. The execution of the training and development is a necessity because of its
impact on the involvement of change management in the business processes.

5. Use various tools to assess the capabilities of your workforce. Annual appraisals and
reviews can be highly effective tools to analyze the capacity and capabilities of the workforce
if conducted consistently and correctly. Therefore, I recommend organizations adopt a pay-
for-performance culture in their organizations to boost the productivity of employees. From
my perspective, this might encourage employees to work harder and thus improve their
capacity to adapt to changes and innovations.