Human Resource Training and Development

Chapter 1 : Human Resource Development

Group 1 :

Gabelly Sharmila (1610521015)

Ibnu Aziz Aznandy (1610522034)

Irfan Akbari Habibie (1610523009)

International Management

Faculty of Economics

Andalas University
 Human Resource Development
Human Resource Development (HRD) is a title which represents the latest evolutionary
stage in the long tradition of training, educating and developing people for the purpose of
contributing towards the achievement of individual, organizational and societal objectives.

DEFINING THE TERMS: TRAINING, EDUCATION, DEVELOPMENT,

LEARNING AND HRD

Training : a planned process to modify attitude, knowledge or skill behaviour through learning
experience to achieve effective performance in an activity or range of activities. Its purpose, in
the work situation, is to develop the abilities of the individual and to satisfy the current and
future needs of the organisation.

Education : activities which aim at 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.

Development : the growth or realisation of a person’s ability, through conscious or unconscious

learning. Development programmes usually include elements of planned study and experience,
and are frequently supported by a coaching or counselling facility.

Learning : a relatively permanent change of knowledge, attitude or behaviour occurring as a

result of formal education or training, or as a result of informal experiences.

HRD is the integrated use of training and development, career development, and organization
development to improve individual and organisational effectiveness. (McLagan)
STRATEGIC HRD

The word strategy originates from the Greek word strategia meaning ‘generalship’ and is related
to the science and art of warfare

Strategy, according to Johnson (1993), is concerned with a number of dimensions:

• the range of an organization’s activities;
• the matching of the organization’s activities to the environment;
• the matching of the organization’s activities to available resources

Johnson and Scholes (1993) state that:

Strategy is the direction and scope of an organisation over the long term: ideally, which matches
its resources to the changing environment, and in particular its markets, customers or clients so
as to meet stakeholder expectations.

A number of strategic pressures have contributed to the increasing importance and strategic role
of HRD and these include:

• accelerated rate of change;

• focus on quality;
• globalization of business;
• increased flexibility and responsiveness of organizations;
• increased pressure to demonstrate the contribution of human resources;
• new competitive structures;
• new technology.
THE OPERATING ENVIRONMENT OF THE HUMAN RESOURCE
DEPARTMENT
The organizational environment normally consists of approximately six main departments,
namely: distribution, finance, human resources, marketing, production, and research and design.

The specific elements affecting the competitive strategy of the organization have been
summarized by Porter (1980) who identified the following four factors:
1. Potential entrants. In general the more organizations competing in a specific market the
greater is the competition.
2. Buyers. The nature of buyers and consumers in a market and their bargaining power also
influences the profitability of the organization.
3. Suppliers. If we can only buy a particular resource from one organization then it is
probable that the price of this resource will be quite expensive.
4. Substitutes. The final force influencing competition in the market place is that of
substitutes. If the physical cost of labour in delivering training becomes too expensive
there are other forms of delivery, for instance, computer-mediated learning which may be
more convenient and cheaper and which may challenge the more traditional forms of
delivery.
THE HUMAN RESOURCES COMPASS

The Purpose of the Human Resource Department is to ensure the effectiveness of all emplyees in
achieving organizational objective

Process
1. Identification of training needs
2. Design
3. Delivery
4. Evaluation
There are 3 sector
1. HRD Sector
2. HRM/HRD Sector
3. HRM Sector

The HRD sector include :

1. Individual development. Example skill development, interpersonal skills, career

development, etc.
2. Occupational and group development. Training and development needs frequently occur
for groups of workers such as the need to integrate cross-functional workers through a
teambuilding programme, or for informing and training employees about new products
and services.
3. Organizational development (OD). This category encompasses the whole organization
and may involve the introduction of a new culture or ways of operating

The HRM and HRD sector include :

1. Organizational design. The primary purpose of this area is to integrate the human
operations, organizational structure and systems for the delivery of products and services
in an effective and economic manner.
2. Job design. Each job should have a clear role within the overall organizational structure
3. Human resource planning. The purpose of this area is to assess the human resource
requirements of the organization.
4. Performance management. Assessment of personnel performance feeds into career
development, compensation and promotion, movement within the organization, and
sometimes even termination of employment.
5. Recruitment and staffing. The inflow and outflow of people within an organization is a
dynamic process and needs to match the requirements of the organization within its
operating environment.

The HRM sector include :

1. Reward systems. The value of a person to an organization will to some extent influence
the reward they receive.
2. Employee assistance
3. Employee relations. The main factors involved with this area are the interests of the
employers and employees
4. Research and information systems. Management information systems are an essential
tool for the efficient running of an organization.
HRD ROLES

These are:
1. Researcher
2. Marketer
3. Organizational Change Agent
4. Needs Analyst
5. Programme Designer
6. HRD Materials Developer
7. Instructor/Facilitator
8. Individual Career Development Advisor
9. Administrator
10. Evaluator
11. HRD Manager.

Source : Human Resource Development by John P Wilson