Human Resource Development

Syed Aaqib Farhan Ahmed



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.


Employee needs extend beyond the training classroom € Includes coaching, group work, and problem solving € Need for basic employee development € Need for structured career development


Human resource management (HRM) encompasses many functions € Human resource development (HRD) is just one of the functions within 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

Organization and job design € Performance management/ performance appraisal systems € Research and information systems


Training and development (T&D) € Organizational development € Career development



Training ² improving the knowledge, skills and attitudes of employees for the shortterm, particular to a specific job or task ² e.g.,
¾ Employee orientation ¾ Skills & technical training ¾ Coaching ¾ Counseling



Development ² preparing for future responsibilities, while increasing the capacity to perform at a current job
¾ Management training ¾ Supervisor 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 microlevels HRD plays the role of a change agent




Ongoing process by which individuals progress through series of changes until they achieve their personal level of maximum achievement.
¾ Career planning ¾ Career management


Strategic management and HRD € The supervisor·s role in HRD € Organizational structure of HRD


Strategic management aims to ensure organizational effectiveness for the foreseeable future ² 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


Employees as organisation·s assets € Driving business strategy € Spanning organizational functions € HRD Deliverables:
¾ ¾ ¾ ¾

Performance Capacity Building Problem solving/consulting Org. change and development





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


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 advantageµ ² Arie De Geus, former head of planning at Royal Dutch Shell

Organizational structure of HRD


Competing in global economy € Eliminating the skills gap € Need for lifelong learning € Need for organizational learning



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