Human Resource Development

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What is Human Resource Development?

Human Resource Development is a series of organized activities, conducted within a specialized time and designed to produce behavioural changes.

Human Resource Development was the most proactive sub-function of the specialization because it began at the level of training need identification, conducting climate surveys and actually conducting training programs.

The training was an ongoing but short-term process while organizational development was goal-directed and long term and both had a direct role in the organization’s corporate culture building.

Human Resource Development Definition

Some of the important definitions of HRD (Human Resources Development) are as follows:

Human Resource Development is the across of increasing knowledge, capabilities and positive work attitudes of all people working at all levels in a business undertaking

M.M. Khan

Human Resource Development is a process by which the employees of an organization are helped in a continuous and planned way to:

  • acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles.
  • develop their journal capabilities as individuals and discover and exploit their own inner potential for their own and or organizational development purposes.
  • develop an organizational culture in which superior-subordinate relationships, teamwork and collaboration among sub-units are strong and contribute to the professional well being, motivation and pride of employees.

Prof. T.V. Rao


Concept of Human Resource Development

For organisations, it is very difficult to categorize these activities under a single label. Rather, they have some other ways to do the things i.e. they can be brought under the umbrella of Human Resource Development.


For better understanding that one can ever be engaged in some form of human resource development, we need to get answers in yes and the activities are:

  • Have you ever trained a new employee to do his or her job (either formally or informally)?

  • Have you ever taught another person how to use new technology, for example, how to conduct an effective PowerPoint presentation?

  • Have you ever attended an orientation session for new employees?

  • Have you ever taken part in a company-sponsored training program, for example, diversity training, sexual harassment awareness, and prevention, or career development?

  • Have you ever gone through an experiential training experience, such as a ropes course or other outdoor learning experience?

  • Have you ever completed some type of career planning project or assessment for example, a vocational interest inventory?

  • Have you ever participated in an organization-wide change effort, for example, your organization was seeking to change its culture and move toward a flatter, more team-oriented structure?

It is a convention that an organization is only as good as its people. Be it any type and size of organizations, including schools, retail stores, government agencies, restaurants, and manufacturers, have at least one thing in common: they must employ competent and motivated workers.

In the dynamic economy, this need has become even stronger as organizations grapple with the challenges presented by a fast-paced, highly dynamic, and increasingly global economy.

To compete with all these challenges and survive, many organizations are including employee education, training, and development as an important and effective part of their organizational strategy.


Human Resource Development Functions

Human Resource Development, as we discussed, can be a standalone function. Or it can be one of the primary functions within the HRM department.

The structure of the HRD function and its scope has been shaped by the needs faced by organizations. The study identified four trends affecting modern HRD:

  • There is greater diversity in the workforce.

  • More people involved in knowledge work, which requires judgment, flexibility, and personal commitment rather than submission to procedures.

  • Greater expectations of meaningful work and employee involvement.

  • A shift in the nature of the contract between organizations and their employees.

The ASTD study documented a shift from the more traditional training and development topics to a function that included career development and organization development issues as well. The study depicted the relationship between HRM and HRD functions as a “human resource wheel”.

The HR wheel identifies three primary HRD functions:

  1. Training and Development: The training and development (T&D) focus on changing or improving the knowledge, skills, and attitudes of individuals. Training typically involves providing employees with the knowledge and skills needed to do a particular task or job.

  2. Organization Development: Organisation development (OD) is defined as the process of enhancing the effectiveness of an organization and the well-being of its members. Organization development can be done through planned interventions that apply behavioural science concepts.

    These interventions emphasize both macro and micro organizational changes.

  3. Career Development: In the career development process, the individuals’ progress through a series of stages because it is an ongoing process. Each stage in the process is characterized by a relatively unique set of issues, themes, and tasks. The career development process involves two distinct processes:
    • Career Planning and
    • Career Management.

Importance of Human Resources Development

Some of the importance of human resource development are as follows:

  1. To Develop Competencies: If the employees are not competent in terms of knowledge, skills and attitudes, no organization can survive. The competent employees are as much the necessity of a non-profit organization as a profit-making organisation and both types of organizations need competent employees for the success of their internal and external operations.

  2. To Mitigate Some of the Evil Consequences of Industrialization: It is common information and fact that the factory system has dehumanized and deskilled various jobs. HRD satisfies their needs of advancement, growth, self-respect, recognition, creativity and autonomy by enriching workers’ roles.

  3. To Bring About System-wide Changes: In traditional methods, often top management personnel have the attitude that all is well with them, and it is only the lower level in the organization which needs to be trained and developed.


    Such an attitude of top management makes these programs ineffective because by keeping interdependent and interacting higher levels out, these levels continue to remain plagued by forces of mistrust, jealousy and authoritarianism.

    The HRD programs bring about a system-wide change and they gradually enrich the entire socio-technical system.

  4. To Develop a Proper Climate in the Organization: No other traditional method can do this and the executives in most of the traditional organizations seem to hold the different types of values.

    These values when held by themselves lead to the following consequences: Values are learned commands which once internalized, coerce human behaviour in specific directions.

    • The executives generally remain unaware of the human problems of their subordinates. It is because the latter suppress their emotions and disguise their feelings.
    • In organizations, decision-making becomes less effective because there is dropping off of experimentation and risk-taking with new ideas.

As a result, people become more open, independent, authentic, creative and collaborative in their behavior.


Scope of Human Resource Development

Human resources can be viewed as the sum of knowledge, skills, attitudes, commitment, values and the like of the people of an organization. Development is the acquisition of capabilities that are needed to do the present job, or the future expected job.


Human Resource Development is a positive concept in human resources management. The purpose of Human Resource Development is to enhance an employee’s capacity to successfully handle greater responsibilities, through formal or informal means. Any effective HRD program must satisfy the needs of an organization.


To this end, management must outline the needs of the organization and convert them into objectives with a view to formulate a workable program.

Macro Level: At the macro level HRD is concerned with the development of people for the nation’s well being. It takes health, capabilities, skills, attitudes of people which are more useful to the development of the nation as a whole.

Micro Level: HRD has concern for grass root development in the organizations. Small wonder, then, that HRD was well received by companies’ management as they realized its importance and foresaw its future contribution for the individual and organizational development.


Generally, Human Resource Development at micro-level talks of the organization’s manpower planning, selection, training, performance appraisal, development, potential appraisal, compensation, organizational development, etc.


Challenges of Human Resource Development

There are many challenges which organizations are facing as a new century unfolds before us.

According to Michael Hitt and his colleagues; they have identified increasing globalization and the technological revolution as two primary factors that make for a new competitive landscape.


The organizations have to take a number of actions to address the uncertainty and turbulence in the external environment was suggested by them. These actions suggested by them include developing employee skills, effectively using new technology, developing new organizational structures, and building cultures that foster learning and innovation.


These actions obviously have a great deal to do with human resource development. The present five challenges currently facing the field of HRD includes:

  • Changing Workforce Demographics,
  • Competing in a Global Economy,
  • Eliminating the Skills Gap,
  • Meeting the Need for Lifelong Individual Learning, and
  • Facilitating organizational learning.

HRD Matrix

The HRD Matrix shows the interrelationships between HRD instruments, processes, outcomes and organizational effectiveness

  • HRD Instruments: These include performance appraisal, counseling, role analysis, potential development, training, communication policies, job rotations, rewards, job enrichment programs, etc.


    These instruments may vary depending on the size of the organization, the internal environment, the support and commitment of the top management, the competitive policies, etc.


  • HRD Processes: The HRD instruments lead to the generation of HRD of processes like role clarity, performance planning, development climate, risktaking, dynamism in employees.


    Such HRD processes should result in more competent, satisfied and committed people that would make the organization grow by contributing their best to it.


  • HRD Outcomes: HRD instruments and processes make people more committed and satisfied, where they tend to give their best to the organization enthusiastically.


  • Organizational Effectiveness: Dimensions Such HRD outcomes influence the organizational effectiveness, which in turn, depends.

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