Human Resource Development and Training Strategies

gentleman Resource Development and Training StrategiesIn the early 1980s, the arena of personnel management shifted its function from handling staffing and related administrative activities to the ontogenesis of people as a resource of the organization (Sims, R. 2006). Thus, here comes the field of honor of Human Resource Development (HRD). The term HRD started out first simply as training, then involved into training and developmentTD, and finally into HRD. Therefore, some confusion swot up relating to the difference between Human Resource Development and training and development. In give to differentiate HRD and TD, the author illustrates this essay by clarifying the definition of HRD and TD, their various(prenominal) main purpose, and the strategies of each term.Definition of HRDBecause of the evolving nature of HRD, defining HRD is difficult. The first definition of HRD offered by Harbison and Myers related HRD to broad contexts, including economy, political, social and cul ture contexts, rather than just individuals and organizations. They be HRD as a work out to increase the knowledge, skills and capacities of all the people in a societyIn economic terms, it could be described as the ingathering of human capital and its effective investment in the development of an economy. In political terms, HRD prepares people for adult participation in the political process, particularly as citizens in a democracy. From the social and cultural points of view, the development of human resources helps people lead fuller and richer lives, less bound to tradition.(Harbison and Myers, 1964)HRD was also referred as a erudition experience provided by employees, leading to the rectifyment of their performance and/all personal growth (Nadler and Nadler, 1989).A recent definition from Swanson (2009) explained the term HRD as a process of developing and unleashing expertise which aimed at improving organizational dodging, work process, team, and individual performance .Definition of TDGenerally speaking, training and development is defined as a field concerned with organizational activity whose objective is to improve the performance of individuals and groups in organizational context.To be specific, writers of some literatures have divided the term TD into two nonparasitic parts training and development. Separated definition for each word is created, which makes the definition of training and development quite straightforward.Training was defined as a think and systematic process to modify or develop attitude, knowledge or skills through learning experiences, to achieve effective performance in an activity or range of activities. (Garavan et al.,1995 Harrison, 1993 Reid et al. 1994) . A separate definition of development was that the growth or realization of a persons ability through conscious or unconscious learning, which ordinarily includes elements of planned study and experience supported by coaching and counseling (Wilson, 1999).Similar ities can be seen from these definitions that both HRD and TD provide human resource with learning to improve performance. However, their emphasises are different according to the definitions. TD focuses more on the service of individual performance, whereas HRD is a business approach which plays a crucial role in the improvement of whole organizational.II. Main Purpose of HRD and TDMain purpose of HRDThe key functions of HRD are individual development, organizational development, career development and performance improvement. Actually, the main purpose of HRD is at a lower place debate of researchers and practitioners. Should it focus on increasing the performance requirements of its organizations and enhancing the productivity of the workforce or on developing the individual competency and skills? When practiced in copious organizations, HRD should contribute directly to the organizations goal. As a result, performance improvement becomes the main purpose of HRD.There are many aspects that HRD could improve performance individual, process, as head as organizational levels. For instance, performance is impeded when the goal of an organization do not fit various internal and external realities (culture, for example). HRD could solve this problem by formulating a goal that fit in the organizational culture while a culture change process being implemented in order to support the goal of the organization.Main purpose of TDIn many literatures, the purpose of TD concentrates on individual development. There is need to train and retrain the employees on dogging basis. TD has the goal of influencing basic values and beliefs of individual. Meanwhile, there are also technical and management TD programmes related to systems and procedures appeal to the inherent logic, and the planning methods and people skills appeal to the strategies of succeed.The alliance (or difference) of HRD and TD (and other HRD functions) could be illustrated by figure1Figure1 (Haslinda, 2009)Although the main purpose of TD is individual development, which is one of the four key functions of HRD, we can not say that TD is a subset of HRD. HRD and TD are decided entities. HRD is the integrated use of TD, organizational development, career development and performance development to improve individual, group, and organizational effectiveness.III. Strategies of HRD and TD1. Strategies of HRDTo contribute to the goals and missions of the organization, efforts of making HRD strategies must take place. First, there should be a clear overview of the relationship between the organizations missions, strategic agenda, and competitive environment. Followed by an assessment of the current capacity of workforce, special needs are identified. An evaluation system needs to be built in order to examine if the target competencies indeed enhance the actualization of organizational goals. Finally, the organization needs senior leadership and a culture that support lifelong learning o f the work role of each employee.2. Strategies of TDTraining and development in an organization also requires a weapon that establishes the competencies required by an organization to achieve success. Therefore, the strategy of TD includes 1) identifying the employees training needs, 2) finding out the HR strategic plan, 3) establishing personal developing plans and 4) evaluating the TD outcomes by assessment. The process could be revised over and over again.The strategies of HRD and TD have several points in common. However, those tiny distinctions make HRD a more strategically orientated organizational process.ConclusionIn spite of the existence of some similarities, HRD and TD are differentiated in their definitions, purposes, as well as in strategies. HRD has roles that extend far beyond training and development (Stead and Lee, 1996). It is an extension (or evolvement) of TD and is associated with an organizations overall business success and employees TD process.