Human
Resources Development (HRD) as a theory is a framework for the expansion
of human capital
within an organization through the development of both the organization and the
individual to achieve performance improvement. Adam Smith
states, “The capacities of individuals depended on their access to education”.
The same statement applies to organizations themselves, but it requires a much
broader field to cover both areas.
Human Resource Development is the integrated use
of training, organization, and career development efforts to improve
individual, group and organizational effectiveness. HRD develops the key
competencies that enable individuals in organizations to perform current and
future jobs through planned learning activities. Groups within organizations
use HRD to initiate and manage change. Also, HRD ensures a match between
individual and organizational needs
Resources
Understanding the foundations of HRD can be found
in "Brief Foundations of Human Resource Development" by Richard A. Swanson.
A detailed PowerPoint and HTML overview of Foundations
of Human Resource Development, a
textbook used in graduate courses, may be found at http://textbookresources.net/.
Process,
Practice and Relation to Other Fields
Notably, HRD is not only a field of study but
also a profession. HRD practitioners and academia focus on HRD as a process.
HRD as a process occurs within organizations and encapsulates: 1) Training and
Development (TD), that is, the development of human expertise for the purpose
of improving performance, and 2) Organization Development (OD), that is,
empowering the organization to take advantage of its human resource capital. TD
alone can leave an organization unable to tap into the increase in human,
knowledge or talent capital. OD alone can result in an oppressed,
under-realized workforce. HRD practicitioners find the interstices of win/win
solutions that develop the employee and the organization in a mutually
beneficial manner. HRD does not occur without the organization, so the practice
of HRD within an organization is inhibited or promoted upon the platform of the
organization's mission, vision and values.
Other typical HRD practices include: Executive
and supervisory/management development, new employee orientation, professional
skills training, technical/job training, customer service training, sales and
marketing training, and health and safety training.
HRD positions in businesses, health care,
non-profit, and other field include: HRD manager, vice president of
organizational effectiveness, training manager or director, management
development specialist, blended learning designer, training needs analyst,
chief learning officer, and individual career development advisor.
My opinion about this article :
Human Resource Development is
the integrated use of training, organization, and career development efforts to
improve individual, group and organizational effectiveness. HRD develops the
key competencies that enable individuals in organizations to perform current
and future jobs through planned learning activities. Notably, HRD is not only a
field of study but also a profession. HRD practitioners and academia focus on
HRD as a process. HRD as a process occurs within organizations and
encapsulates: 1) Training and Development (TD), that is, the development of
human expertise for the purpose of improving performance, and 2) Organization
Development (OD), that is, empowering the organization to take advantage of its
human resource capital.
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