The Human Resource Development Process

CONTENT

1) Content 1

2) Introduction to human resource development process 2

3) The human resource development process 3

4) The importance of Human resource development and its Process 5

5) Advantages of HRD to the organization 6

6) Advantages of HRD to the employees 7

7) Problems that affect the human resource development 8

8) Improving organizations 9

9) Conclusion 9

10) Bibliography 10

1) Introduction of human resource development process

Human resource Management is, perhaps, the oldest and most widely researched subject in management. Yet, as technologies change, cultural diversities occur and people's expectations undergo fundamental shifts towards newer and newer dimensions.

In this rapid revolutionary changing environment, human resource development, a part of human resource management plays an important factor in determine an organization's success.

Human Resource Development is important to any growing business organization because it helps to improve business performance through the development of personnel, and, directing and enhancing talents and skills through planned activities design to improve organizational learning. Ronald R. Sims (2007) described Human Resource Development as "strategically-driven activities designed to improved current and future learning, performance, and change" (p 2). Sims pointed out that in the early 1980s; the field of personnel management shifted its emphasis as personnel departments renamed themselves 'human resource department.' Although this change in some instances was a scheme, Sims pointed out that in many cases, "The change in language marked a subtle shift, from a function that essentially handled staffing and related administrative activities to a function that focused on the development of people as a resource to the organization (2007, p. 2).

2) The Human Resource Development Process

In the information base economy, human capital can be an organization's greatest asset or it can also be its greatest liability. However not being the physical assets but the intellecture assets within employees. A company's human capital asset is the collective sum of the attributes, life experience, knowledge, inventiveness, energy, and enthusiasm that its people choose to invest in their work and that are the reasons human resources development is so crucial to a company's success.

The human resource development process has traditionally focused on improving the skills, knowledge, and attitudes of the individuals. Due to this, confirmation of success has primarily been made by measuring individuals' satisfaction with events and, to lesser extent, to the learning that has occurred. Although at some point HRD activities has been viewed as an optional and sometimes wasteful activity by decision makers but according to Jack Phillips and Elwood Holton (1997), majority of this business decision makers view HRD as a "value added activity; something that is potentially worth doing ; and HRD as a major business process; something an organization do to succeed" (p. 1).

As the worlds economy contentiously dominated by instability and change, while the disturbance and corporate transformations in the vast industry, the growth and productivity afforded through information technology, and the increasing turnover among successful and failed business ventures as well as the political, economic and social turmoil confounded business development planners, the HRD plays an important role to examine business opportunities, and determine the key performance requirements of new business objectives, and position highly competent people within state-of the-art work system to achieve those objectives. Phillips and Holton contend, "Strategic development and utilization of employee expertise is now imperative for organizations trying to create new opportunities for growth" (1997, p. 2) Phillips and Holton emphasized that the process of development and deployment of employee expertise are important components of HRD function. They stated that as organization conditions compel the reshaping of approach, workforce competence and flexibility at all levels of the organization, become vital to business success, in the midst of strategy formulation, planners and decision makers, HRD understanding and expertise are in a critical position to examine and determine business opportunities and performance requirements.

The HRD process then is the HRD function of training, enhancing employees' skills, deploying competent workforce towards the company's competitive advantage, and positioning of company strategy towards competitive advantage through appraising performance and aligning company strategy towards this objective. It is also included in this process the critical examination of the business opportunities and determining key performance of new business objectives. In other words, the HRD process are also the company strategy towards its competitive advantage and this involve the training or career development, to organize skills enhancement and development training, the organizational development, to conduct research new business opportunities and orientation on performance requirements, and performance appraisers, for the evaluation of employee performance. This performance evaluation is important in

creating motivation and instilling loyalty among the employee towards the company.

A systematic training and development approach is a methodology for managing training programs to ensure a comprehensive training process in 3 typical phrases;

Assessment phrase where the training objectives are identify and