HUMAN RESOURCE DEVELOPMENT

I
Introduction

The term Human resource development is combining to some HRM functions,

so it is a relatively a modern term and it refers to the best means to prepare staff and
organization based on the following activities (organizational development, career
development, and training and development). Thus, human resource development is a
part of HRM and it is an important strategy of the company due to the role it plays in
improving employees' behaviors, and general performance of individuals and the
organization as a whole. In fact, Human resource development activities are
interrelated activities .
We are here to studying Human resource development. For this, we have to know
what HRD is? , why this is important? What is the scope of HRD? , and how can it
be done?

Concept of Human resource Development

1- Definitions of HRD
Nowadays, many authors use the term Human resource development (HRD)
to indicate training and development, career development, and organizational
development as an organization's investment in the learning of its people as
part of an HRM approach (Bratton & Gold, 1999) HRD is based on the beliefs that
organizations are human-made entities that rely on human expertise in order to
establish and achieve their goals and that HRD professionals are advocates of
individual and group work processes and organizational integrity).

HRD is the process of optimizing the production and utilization of the workforce.
HRD is concerned with:
(a) Staffing issues: employment mix and number of personnel, deployment by
region, by level of care, by type of establishment, by gender;
(b) Education and training: coherence between competencies and needs of the
services, programs and curricula, learning strategies, availability of competent
teachers and trainers, different forms of training
 (c) Performance management: maintenance and improvement of the quality of
services, setting of standards, information and management systems, management
practices;

(d) Working conditions: recruitment and posting, job and workload definition,
promotions and career mobility, incentives, mode and level of remuneration, other
conditions of service, management of personnel and labor relations;
Human resource development (HRD) is a process of developing and unleashing
human expertise through organization development (OD), personnel training
and development (T&D) and career development for the purpose of improving
performance
 The domains of performance include organizations, work processes, and
groups and individuals.
 OD is the process of systematically implementing organizational change.

Therefore, HRD is a set of systematic tasks to enrich employees

through their skills, knowledge, and experiences to meet the current and
the future needs of the organization and to ensure the achievement of the
organisational goals and objectives.

The Scope of Human Resource Development: Its Functions and Practices

(HRD) plays a pivotal role in organizations, encompassing the processes and

initiatives aimed at enhancing the skills, knowledge, and capabilities of employees.
It is a strategic approach that ensures the continuous growth and development of the
workforce, thereby benefiting both individuals and the organization as a whole.
Here, we will delve into the various types of human resource development practices
that organizations employ to foster learning, improve performance, and drive
organizational success.

1. Training and Development:

Training and development programs are designed to enhance specific skills,

knowledge, and competencies required for employees to excel in their roles. These
programs can take various forms, including workshops, seminars, online courses,
mentoring, on-the-job training, and more. Training programs focus on improving
technical skills, while development programs focus on broader professional growth,
such as leadership, communication, and problem-solving abilities.

2. Performance Management:

Performance management is an ongoing process that aims to align individual and

team goals with organizational objectives. It involves setting performance standards,
providing feedback, conducting performance appraisals, and offering development
opportunities based on identified needs. Performance management ensures that
employees receive regular feedback on their performance, helping them identify
areas of improvement and fostering a culture of continuous learning.

3. Career Development:

Career development initiatives are aimed at helping employees plan and achieve
their long-term career goals within the organization. These programs focus on
identifying career paths, providing growth opportunities, and offering resources to
enhance skills and competencies necessary for advancement. Career development
activities can include job rotations, job shadowing, coaching, mentoring, and
succession planning. By investing in employees' career growth, organizations can
boost employee satisfaction, engagement, and retention.

4. Succession Planning:

Succession planning involves identifying and developing high-potential employees

for key leadership positions within the organization. It ensures a smooth transition
when current leaders retire, resign, or move on. Succession planning often involves
assessments, talent identification, and targeted development programs to prepare
potential successors for future leadership roles. Effective succession planning
ensures the continuity of organizational performance and minimizes disruptions
during leadership transitions.

5. Knowledge Management:

Knowledge management focuses on capturing, organizing, and sharing knowledge

within an organization. It includes methods, processes, and systems to facilitate
knowledge creation, dissemination, and application. By encouraging knowledge
sharing and collaboration, organizations can harness the collective expertise of their
employees and foster a culture of continuous learning. Knowledge management
initiatives can include creating knowledge repositories, conducting training
programs, establishing communities of practice, and implementing collaborative
tools.

6. Employee Engagement and Well-being:

Employee engagement and well-being initiatives are designed to create a positive

work environment that fosters employee satisfaction, motivation, and productivity.
These programs focus on improving work-life balance, promoting a healthy and
inclusive culture, and providing support for employees' physical, mental, and
emotional well-being. Employee engagement activities can include recognition
programs, employee surveys, wellness initiatives, flexible work arrangements, and
team-building activities.

7. Leadership Development:

Leadership development programs aim to cultivate and enhance the leadership skills
and qualities necessary for individuals in managerial and executive roles. These
programs focus on developing strategic thinking, decision-making abilities,
communication skills, and the ability to inspire and motivate others. Leadership
development initiatives can include executive coaching, leadership workshops,
mentorship programs, and participation in professional networks or associations.

8. Organisational development:
Organizational development consists of the processes and practices through which
an organization engages to link its employees with its mission. In its broadest
sense, organizational development means anything that we do in an
organization (i.e. a group of people and resources that form a unit) to promote
positive change or growth. So, (OD) is the process of developing the current reality
of the Organization into the better to fit with changes in the external environment and
the working environment, By solving current problems and reduce the gap
between departments and employees with improve cooperation, coordination and
collective action, And to increase the effectiveness of the Organization and the
staff, and work into integrate the goals of employees and the Organization.

Human Resource Development encompasses a wide range of initiatives that

contribute to the growth, development, and well-being of employees within an
organization. By investing in the types of HRD, organizations can create a skilled
and motivated workforce, foster a culture of continuous learning, and drive overall
organizational success. Effective HRD practices not only benefit employees by
providing opportunities for growth and advancement but also positively impact the
organization's performance and competitiveness in the market. It is crucial for
organizations to recognize the importance of human resource development as a
strategic investment rather than an expense. By aligning HRD initiatives with the
organization's goals and objectives, organizations can unlock the full potential of
their employees and create a sustainable advantage.

The purpose of HRD

The purpose of HRD is to enhance individual performance and improve
organizational effectiveness and productivity .Now a days, HRD is considered as
the key to higher productivity, better relations and greater profitability for any
organization . Appropriate HRD provides unlimited benefits to the concerned
organization. Some of the important benefits are :
 HRD (Human Resource Development) makes people more competent. HRD
develops new skill, knowledge and attitude of the people in the concern
organizations.
 With appropriate HRD programme, people become more committed to their
jobs. People are assessed on the basis of their performance by having an
acceptable performance appraisal system.
 An environment of trust and respect can be created with the help of human
resource development.
 Acceptability toward change can be created with the help of HRD.
Employees found themselves better equipped with problem-solving capabilities.
In additional to that, there are special goals for human resource development in
the organization. All leaders obviously must participate in human resource
development programs. The results of human resource development are: to increase
efficiency, advantages, response to the market by access to organization and active
Workforce. The significant goals of human resource development are as below

1. Access to organization proficiency.

2. Increasing quality and efficiency.
3. Promotion in growth and individual development.
4. Integrating people into business.
 II

The Evolution of Human Resource Development

Human resource development is an integral part of HRM and to gain understanding

of its evolution there has to be an understanding of the evolution of HRM. This can
be observe in different time periods

During The Industrial Revolution

The Industrial Revolution played a pivotal role in shaping HRM practices. It marked
a shift from agrarian economies to industrialized societies, leading to the rise of
factories and mass production. During this period, HRM primarily focused on labor
management, ensuring workforce productivity, and maintaining a disciplined work
environment. HR departments were responsible for workforce arrangement, task
allocation, time studies, and standardization of processes.

During the Period of Trade Union

The emergence of trade unions brought about significant changes in HRM. Workers
started to organize themselves to protect their rights and negotiate with employers.
HRM adapted to address the concerns of employee welfare, fair wages, working
conditions, and collective bargaining. The role of HR expanded to include labor
relations, conflict resolution, and ensuring compliance with labor laws. This
encouraged industrial relations.

Through Social Responsibilities

As society became more aware of social issues, HRM embraced the concept of
social responsibility. Organizations recognized the importance of ethical practices,
diversity and inclusion, and environmental sustainability. HRM played a vital role in
developing corporate social responsibility strategies, promoting workplace diversity,
and implementing sustainable business practices.

Through Scientific Management

Scientific management, pioneered by Frederick Taylor, had a profound impact on

HRM. This approach emphasized systematic task planning, time studies,
standardization of work processes, and wages based on productivity. HRM adopted
scientific methods to improve efficiency and productivity, resulting in better
workforce management practices. Here are a few features of HRM that came out
from scientific management.

Task Planning

Scientific management emphasized breaking down complex tasks into smaller,

manageable components. HRM played a crucial role in analyzing work processes,
identifying bottlenecks, and optimizing task allocation for maximum productivity.

Time Study

By conducting time studies, HRM professionals gained insights into the time
required to complete specific tasks. This data helped in establishing realistic work
standards and enhancing workforce productivity.

Standardization

Standardization of work processes enabled organizations to achieve consistency and

efficiency in their operations. HRM professionals worked closely with operations
teams to develop standardized procedures and best practices.

Wages Based on Productivity

Scientific payment methods for employees have challenged traditional ones and
advocated for wages tied to productivity. HRM played a key role in implementing
performance-based pay systems, incentivizing employees to increase their
productivity levels.

Types of the Evolution of HRM

Here are the types of the evolution of HRM:

1. Administrative HRM or Personnel Management

The early days of HRM were characterized by administrative tasks such as payroll
management, record-keeping, and compliance with labor laws. During this era, HR
departments focused on maintaining employee records and ensuring legal
compliance. The primary goal was to handle routine personnel activities efficiently.
That which was practiced at this season was known as Personnel Management
2. Behavioral HRM or Human Resource management

As organizations recognized the significance of employee well-being and

productivity, HRM evolved to incorporate behavioral sciences. This generation
emphasized employee motivation, job satisfaction, and performance management.
Human relations theories and practices gained prominence, emphasizing the
importance of employee engagement and fostering positive work environments.

3. Strategic HRM

The emergence of strategic HRM marked a paradigm shift in the field. HR

professionals became strategic partners, aligning HR practices with organizational
goals. Strategic HRM focused on talent acquisition, development, and retention to
gain a competitive advantage. HR leaders actively contributed to strategic decision-
making and contributed to long-term organizational success.

4. International HRM

As globalization expanded business boundaries, HRM adapted to the challenges of

managing a diverse workforce across borders. International HRM addressed the
complexities of hiring, training, and managing employees from different cultures
and backgrounds. It involved developing global HR policies, ensuring compliance
with international laws, and fostering cross-cultural understanding.

5. Digital HRM

With the advent of technology, HRM entered the digital age. Digital HRM leverages
automation, data analytics, and cloud-based platforms to streamline HR processes
and enhance decision-making. It includes HRIS (Human Resource Information
Systems), e-recruitment, online training, and performance management tools. Digital
HRM improves efficiency, data accuracy, and employee experience.

The evolution of Human Resource Management has been transformative,

shifting from a transactional function to a strategic driver of organizational success.
From its origins in employee welfare to its current focus on aligning HR strategies
with business objectives, HRM has played a crucial role in shaping modern
workplaces. As organizations continue to navigate the complexities of a dynamic
business environment, HRM will remain at the forefront, adapting to emerging
trends and championing the well-being and development of their most valuable
asset: the human capital.

Evolution of Human Resource Development

While the term “human resource development” (HRD) has only been in common
use since the 1980s, the concept has been around a lot longer than that. To
understand its modern definition, it is helpful to briefly recount the history of this
field.

The origins of HRD can be traced to apprenticeship training programmes in

the eighteenth century. During this time, small shops operated by skilled artisans
produced virtually all household goods, such as furniture, clothing, and shoes. To
meet a growing demand for their products, craft shop owners had to employ
additional workers. Without vocational or technical schools, the shopkeepers had
to educate and train their own workers. For little or no wages, these trainees, or
apprentices, learned the craft of their master, usually working in the shop for
several years until they became proficient in their trade.

Not limited to the skilled trades, the apprenticeship model was also followed in
the training of physicians, educators, and attorneys. Even as late as the 1920s, a
person apprenticing in a law office could practice law after passing a state-
supervised exam.

Mastered Apprentices having necessary skills were considered “yeomen,” and

could leave their masters and establish their own craft shops; however, most
remained with their masters because they could not afford to buy the tools and
equipment needed to start their own craft shops.

To address a growing number of yeomen, master craftsmen formed a network of

private “franchises” so they could regulate such things as product quality, wages,
hours, and apprentice testing procedures. These craft guilds grew to become
powerful political and social forces within their communities, making it even
more difficult for yeomen to establish independent craft shops.

By forming separate guilds called yeomanries, the yeomen counter-balanced the

powerful craft guilds and created a collective voice in negotiating higher wages
and better working conditions. Yeomanries were the forerunners of modern
labour unions.
In 1809, a man named DeWitt Clinton founded the first recognised privately
funded vocational school, also referred to as manual school, in New York City.
The purpose of the manual school was to provide occupational training to
unskilled young people who were unemployed or had criminal records. Manual
schools grew in popularity, particularly in the mid- western states, because they
were a public solution to a social problem: what to do with “misdirected” youths.
Regardless of their intent, these early forms of occupational training established
a prototype for vocational education.

In 1917, Congress passed the Smith-Hughes Act, which recognised the value of
vocational education by granting funds targeted for state programmes in
agricultural trades, home economics, industry, and teacher training. Today,
vocational instruction is an important part of each state’s public education
system. In fact, given the current concerns about a “skills gap”, vocational
education has become even more critical.

With the advent of the Industrial Revolution during the late 1800s, machines
began to replace the hand tools of the artisans. “Scientific” management
principles recognised the significant role of machines in better and more efficient
production systems. Specifically, semiskilled workers using machines could
produce more than the skilled workers in small craft shops could. This marked
the beginning of factories as we know them today.

Factories made it possible to increase production by using machines and

unskilled workers, but they also created a significant demand for the engineers,
machinists, and skilled mechanics needed to design, build, and repair the
machines. Fuelled by the rapid increase in the number of factories, the demand
for skilled workers soon outstripped the supply of vocational school graduates.

In order to meet this demand, factories created mechanical and machinist training
programmes, which were referred to as “factory schools.” The first documented
factory school, in 1872, was located at Hoe and Company, a New York
manufacturer of printing presses. This was soon followed by Westinghouse in
1888, General Electric and Baldwin Locomotive in 1901, and International
Harvester in 1907.

Although both apprenticeship programmes and factory schools provided training

for skilled workers, very few companies during this time offered training
programmes for the unskilled or semi-skilled worker. This changed with the
advent of two significant historical events’. The first was the introduction of the
Model T by Ford in 1913. The Model T was the first car to be mass- produced
using an assembly line, in which production required only the training of semi-
skilled workers to perform several tasks.

The new assembly lines cut production costs significantly, and Ford lowered its
prices, making the Model T affordable to a much larger segment of the public.
With the increased demand for the Model T, Ford had to design more assembly
lines, and this provided more training opportunities. Most of the other
automobile manufacturers who entered the market used assembly line processes,
resulting in a proliferation of semi-skilled training programmes.

Another significant historical event was the outbreak of World War I. To meet
the huge demand for military equipment, many factories that produced non-
military goods had to retool their machinery and retrain their workers, including
the semi-skilled. For instance, the U.S. Shipping Board was responsible for
coordinating the training of shipbuilders to build warships.

To facilitate the training process, Charles Allen, director of training, instituted a

four-step instructional method referred to as “show, tell, do, check” for all of the
training programmes offered by the Shipping Board. This technique was later
named job instruction training (JIT) and is still in use today for training workers
on the job.

One of the by-products of the factory system was the frequent abuse of skilled
workers, including children, who were often subjected to unhealthy working
conditions, long hours, and low pay. The appalling conditions spurred a national
anti-factory campaign. Led by Mary Parker Follett and Lillian Gilbreth, the
campaign gave rise to the “human relations” movement advocating more humane
working conditions.

Among other things, the human relations movement provided a more complex
and realistic understanding of workers as people instead of merely “cogs” in a
factory machine. The human relations movement highlighted the importance of
human behaviour on the job. This was also addressed by Chester Barnard, the
president of New Jerser Bell Telephone, in his influential 1938 book titled The
Functions of the Executive.
The movement continued into the 1940s, with World War II as a backdrop.
Abraham Maslow published his theory on human needs, stating that people can
be motivated by non-economic incentives. He proposed that human needs are
arranged in terms of lesser to greater potency (strength), and distinguished
between lower order (basic survival) and higher order (psychological) needs.
Theories like Maslow’s serve to reinforce the notion that the varied needs and
desires of workers can become important sources of motivation in the workplace.

With the outbreak of World War II, the industrial sector was once again asked to
retool its factories to support the war effort. As had happened in World War I
this initiative led to the establishment of new training programmes within larger
organisations and unions. The federal government established the Training
within Industry (TWI) Service to coordinate training programmes across defence
related industries.

TWI also trained company instructors to teach their programmes at each plant.
By the end of the war, the TWI had trained over 23,000 instructors, awarding
over 2 million certificates to supervisors from 16,000 plants, unions, and
services.

Many defense-related companies established their own training departments with

instructors trained by TWI. These departments designed, organised, and
coordinated training across the organisation. In 1942, the American Society for
Training Directors (ASTD) was formed to establish some standards within this
emerging profession.

At the time, the requirements for full membership in ASTD included a college or
university degree plus two years of experience in training or a related field, or
five years of experience in training. A person working in a training function or
attending college qualified for associate membership.

During the 1960s and 1970s, professional trainers realised that their role
extended beyond the training classroom. The move toward employee
involvement in many organisations required trainers to coach and counsel
employees. Training and development (T&D) competencies therefore expanded
to include interpersonal skills such as coaching, group process facilitation, and
problem solving.
This additional emphasis on employee development inspired the ASTD to
rename itself as the American Society for Training and Development (ASTD).
The 1980s saw even greater changes affecting the T&D field. At several ASTD
national conferences held in the late 1970s and early 1980s, discussions centred
on this rapidly expanding profession.

As a result, the ASTD approved the term human resource development to

encompass this growth and change. In the 1990s, efforts were made to strengthen
the strategic role of HRD, that is, how HRD links to and supports the goals and
objectives of the organisation.

There was also an emphasis within ASTD (and elsewhere) on performance

improvement as the particular goal of most training and HRD efforts, and on
viewing organisations as high performance work systems
 III

The Difference between HRD and HRM

HR Development vs. HR Management: What's the Difference?

Human resource (HR) is an important part of many companies because it helps

support employees to ensure they have the skills, tools and resources to be
successful. Human resource development and human resource management are two
areas that can help a company develop and enhance the talent of its employees. If
you're interested in working in HR, you may want to learn more about these areas to
understand their similarities and differences.
Human resource development focuses on the professional growth and development
of a company's employees, while human resource management focuses on
supervising and coordinating employees to help a business succeed.

 Most easily defined by their separate goals, human resource development

functions to improve the overall corporation by helping people enhance their
skills and knowledge to improve performance, while human resources
management focuses on establishing and maintaining a positive work
environment for individuals to retain talent and recruit new team members.

What is human resource development?

Human resource development is an area of human resources focused on the growth

and development of an organization's employees. It aims to provide employees with
skills and knowledge to help them grow professionally in their careers. Professionals
working in human resource development may have responsibilities related to
coaching, mentoring, training and performance management. By developing
employees, this area of HR helps companies anticipate and prepare for future
changes in the workplace.

What is human resource management?

Human resource management is the practice of organizing and overseeing

employees to help a company be successful. Professionals working in this area of
HR manage nearly every matter related to personnel, such as recruitment,
compensation and conflict resolution. Human resource managers aim to encourage
and strengthen the talent of employees to help a company achieve its strategic
objectives.

Human resource development vs. human resource management

In many organizations, some areas of human resource development and human

resource management may intersect because they're both focused on helping
employees excel in their roles. Still, these two areas of human resources have some
key differences that help distinguish them from each other. Here are some
similarities and differences between human resource development versus human
resource management to help you compare these areas of HR:

Methodology

Human resource management is a methodology that uses management principles to

oversee employees working in an organization. This area of HR is a management
function focused on improving the efficiency and productivity of individual
employees. In contrast, human resource development is a subcategory of human
resource management. This area of HR helps to develop employees' skills and
knowledge to improve their performance. By enhancing the capabilities of
employees, human resource development helps an organization establish a
foundation for continued success in the future.

Scope

These HR areas differ in the scope of their functions within an organization. Human
resource development is strategic and proactive. It predicts future trends in the
workplace and gives employees the tools to help them prepare for those changes.
Human resource development also focuses on improving the structure of an
organization. For example, professionals in this area of HR may develop programs
to create a culture where employees can take initiative to try new ideas. In contrast,
human resource management is operational and reactive in its scope. This area of
HR meets the needs of an organization as they occur. It considers the capabilities of
the organization's workforce and identifies ways to improve employee operations.
For example, HR managers may implement incentive programs to motivate
employees to produce high-quality work.

Goals
Though both areas of HR have broad goals to help employees be successful, each
one has more specific goals related to its functions. The primary goal of human
resource development is to enhance the skills, knowledge and abilities of an
organization's employees. HR development professionals work to improve the
performance of both employees and the organization by aligning
employees' personal goals with the organization's objectives. The goal of human
resource management is different. This area of HR focuses on ways to develop and
maintain the relationship between a company and its workforce to attract and retain
talented employees. These professionals want to place employees in the right jobs so
they can use their skills effectively. They identify career paths for employees within
an organization so they can continue using their strengths to benefit the company.

Implementation process

The implementation of human resource development in an organization is typically

an ongoing process. This area of HR identifies ways for employees to continue
improving their skills to enhance the development of the organization. The
implementation process for human resource development typically includes training
and development, performance management and mentorship opportunities. This
process continues throughout an employee's tenure with the company. In contrast,
implementing human resource management is a routine process. Instead of focusing
on the organization's development, it focuses on helping employees in their
individual roles. Some processes involved in implementing human resource
management include recruitment, on boarding, compensation, workplace safety and
performance evaluations.

Jobs

Professionals working in human resource development typically have different job

titles than those working in human resource management. Jobs in human resource
development primarily center on training and developing a company's workforce.
Some common jobs in this area of HR include:

 Instructional coordinator: A professional in this position creates training

materials to help improve employees' skills and knowledge. They identify
training resources, design training aids or materials and maintain an
instructional curriculum.
 Training specialist: These professionals plan and conduct training programs
to help improve employee and organizational performance. They analyze
 training needs, develop activities or programs, present information and
evaluate the effectiveness of training.
 Program manager: A professional working as a program manager develops
programs and activities to help support the goals of an organization. They
develop and implement new programs, manage program budgets and revise
programs to meet the needs of the company.

Professionals in human resource management may work in various areas of human

resources, such as payroll, training or employee relations. Some common positions
in human resource management include:

 Payroll specialist: These professionals oversee all areas of payroll to ensure

 employees receive accurate and timely paychecks. They process timesheets,
manage employee deductions, prepare deposits and maintain payroll records.
 Benefits manager: A professional in this position researches, develops,
implements and administers benefits programs, such as retirement plans and
insurance policies. A benefits manager helps employees understand their
benefits by explaining options and answering their questions.
 Human resource manager: These professionals organize, implement and
maintain the human resource management functions of an organization. They
typically oversee payroll and benefits, recruit and onboard new employees,
implement performance reviews and make sure a company remains compliant
with labor laws.

Professionals working in human resource management typically have different tasks

and responsibilities than those working in human resource development. While the
tasks for human resource managers may vary based on their company or industry,
these professionals typically:

 Recruit, screen and interview job candidates for open positions

 Train and onboard new employees to help them learn company policies
 Work with other company managers to schedule employee performance
reviews
 Use conflict resolution techniques to help manage workplace disputes
 Plan and implement rewards or incentive programs for employees
 Maintain knowledge of labor laws to ensure company compliance
 Manage payroll and benefits processes for employees
In contrast, human resource development professionals focus on developing and
training employees. These professionals typically:

 Create training programs for employees, such as leadership training

 Design training manuals, modules or resources for development programs
 Identify mentorship opportunities to help new employees learn from
experienced coworkers
 Survey employees to determine beneficial training for their development
 Plan and execute company-wide initiatives, such as workshops, to enhance
organizational culture
 Evaluate the success of training programs and present findings to company
leaders
 Manage budgets related to employee training and development

Benefits

Both areas of HR can have many benefits for organizations. Human resource
development helps to train and develop employees so they can perform at their
highest potential. This area of HR can also help a company:

 Develop employee skills: Human resource development can help employees

 develop their skills and knowledge by identifying and implementing learning
opportunities for them.
 Improve job satisfaction: This area of HR helps employees continue to grow
professionally in their careers, which can improve their job satisfaction.
 Determine organizational goals: Human resource development helps
companies understand the strengths and talents of their workforce, which can
help determine organizational goals.

Human resource management can help a company manage employees, one of its
most valuable assets. Human resource management can help to:

 Recruit talented employees: Professionals in human resource management

use their understanding of the company's strategic goals to recruit talented
employees who can help achieve those objectives.
 Improve employee retention: By developing and implementing programs to
help employees succeed, human resource management can help to improve
employee retention.
 Increase productivity: Human resource management can help employees use
their skills effectively, which can increase the productivity of the entire
organization.
 IV

The key competencies of HRD professionals in a changing

environment
Learning and Development

Change Management

Performance Improvement

Consulting Skills

Strategic Thinking

Continuous Learning

Human resource development (HRD) is the process of enhancing the

knowledge, skills, and abilities of employees and organizations to achieve their
goals. HRD professionals play a vital role in facilitating learning, change, and
performance improvement in a dynamic and complex environment. However,
to be effective and relevant, HRD professionals need to develop and
demonstrate certain competencies that reflect the current and future needs of
their stakeholders. In this article, we will explore what are the key
competencies of HRD professionals in a changing environment and how they
can acquire and apply them.

Learning and Development

One of the core competencies of HRD professionals is learning and
development, which involves designing, delivering, and evaluating learning
interventions that align with the strategic objectives and needs of the
organization and its employees. HRD professionals need to have a solid
understanding of adult learning principles, instructional design models,
learning technologies, and evaluation methods. They also need to be able to
assess the learning needs and preferences of different groups of learners, select
the most appropriate and effective learning solutions, and measure the impact
and outcomes of their interventions.

HR professionals should have expertise in training needs analysis, instructional

design, training delivery, learning management systems, evaluation and
assessment, talent development, change management, and continuous learning.
These skills enable them to identify training gaps, design effective training
programs, deliver training sessions, utilise learning management systems,
evaluate training effectiveness, align development initiatives with talent
strategies, manage change, and stay updated with industry trends.

Change Management
Another key competency of HRD professionals is change management, which
involves leading, supporting, and facilitating organizational change initiatives
that improve performance, culture, and innovation. HRD professionals need to
have a strong grasp of change theories, models, and tools, as well as the ability
to diagnose the current state, plan the desired state, and implement and sustain
the change process. They also need to be able to communicate, engage, and
empower stakeholders, manage resistance and conflict, and monitor and
evaluate the results and benefits of change.

HR professionals should have expertise in change management strategy,

effective communication, stakeholder engagement, training and development,
change leadership, and measurement and evaluation. These skills enable them
to develop and implement change strategies, communicate effectively with
stakeholders, provide training and support during transitions, lead and inspire
others through change, and measure the impact of change initiatives.

Adaptability is crucial for HRD professionals as it enables them to respond

effectively to the ever-changing dynamics of the workplace. Being adaptable
allows them to navigate uncertainties, embrace new technologies, and tailor
development strategies to meet evolving organizational needs, ensuring
sustained success in a dynamic environment.

Performance Improvement
A third key competency of HRD professionals is performance improvement,
which involves identifying, analyzing, and solving performance problems and
gaps at the individual, team, and organizational levels. HRD professionals need
to have a comprehensive knowledge of performance improvement frameworks,
methods, and techniques, such as human performance technology, lean, six
sigma, and balanced scorecard. They also need to be able to collect and
analyze data, define performance standards and indicators, design and
implement interventions, and evaluate and report the outcomes and return on
investment.

HR professionals involved in Performance management should have strong

communication, goal setting, data analysis, coaching, conflict resolution,
emotional intelligence, continuous learning, and ethical awareness skills.
Bringing in objectively in the process is an important goal and hence analytics
is important. Besides there are instances of disconnect between appraiser and
appraisee where HR needs to get involved

Data Literacy is super important. Data isn't just the realm of your tech team;
it's the North Star guiding HRD professionals too. People analytics can offer
invaluable insights into employee engagement, learning outcomes, and
productivity. If you're not comfortable around metrics and data, now is the
time to get acquainted.

Consulting Skills
A fourth key competency of HRD professionals is consulting skills, which
involve providing professional advice, guidance, and support to clients and
stakeholders on HRD issues and opportunities. HRD professionals need to
have a high level of interpersonal, communication, and influencing skills, as
well as the ability to establish rapport, trust, and credibility with their clients.
They also need to be able to define the scope, objectives, and deliverables of
their projects, manage expectations and risks, and deliver value-added
solutions.

HR professionals are consultants who offer solutions to the management as

per the business need. The more the solution is aligned with business
objective and HR can establish ROI the more value addition HR has. HR
needs to be consultative and have a flexible approach in offering solutions.
Even within the same organization the team dynamics or issues might be
different hence the true value is offering customized solutions.

Strategic Thinking
A fifth key competency of HRD professionals is strategic thinking, which
involves aligning HRD activities and initiatives with the vision, mission, and
goals of the organization and its external environment. HRD professionals
need to have a broad and deep understanding of the organization's business
strategy, culture, values, and challenges, as well as the trends, opportunities,
and threats in the industry and society. They also need to be able to translate
the strategic direction into actionable plans, prioritize and allocate resources,
and align and integrate HRD functions and processes.

Human resource professionals should be the strategic partners of

organizational leaders. Too often HR is treated as a transactional role. But
strategic HR is usually the centerpiece for ensuring success of strategic
initiatives.

 How can we ensure competitive compensation?

 How do we evaluate and reward performance?

 How do we successfully recruit needed skill sets?

 How can we craft learning initiatives that ensure a robust talent pipeline?

HR Professional should have future vision about cultural and environmental

changes which could affect of achieving goals, also they should have a good
knowledge and experience in change approaches, to help them to change
smoothly.

Speaking the language of the business and understanding the details of the
business is essential for HRD professionals. Without these skills it will be
difficult for the HRD professional to contribute to the business in a meaningful
and lasting way. HRD pros need to think more like business people and less
like the traditional HR professionals from the past.

Continuous Learning
A sixth key competency of HRD professionals is continuous learning, which
involves maintaining and updating their own knowledge, skills, and abilities in
the field of HRD and related disciplines. HRD professionals need to have a
strong commitment to lifelong learning, professional development, and self-
improvement. They also need to be able to seek feedback, reflect on their
practice, identify their strengths and weaknesses, and pursue learning
opportunities and resources