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human resource development


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(HRD)

is the process of encouraging employees to acquire new skills and knowledge through various training programmes, courses and learning packages. For the organization, the aim is to build competency amongst its employees, which will contribute to achieving the overall business objectives. For the individual, development provides opportunities that might be beneficial in four ways. (1) It makes the employee more valuable to the organization and thereby improves job security. (2) It enhances career opportunities within the organization. (3) It increases an individual's employability outside the organization because of his or her broader skill/competency base. (4) If it broadens the scope and responsibility of work, it can raise the intrinsic reward employees derive from their jobs. If HRD is to be successful, it requires commitment from senior management in terms of allocating sufficient resources. In addition, line managers increasingly are expected to be involved in the delivery of training (see devolution) and so their commitment to HRD is vital. Critics argue that HRD frequently requires a long-term focus, whereas many organizations have short-term objectives (often set by tough financial performance targets) and, consequently, are reluctant to commit resources to HRD initiatives (see short-termism). Indeed, when there is a downturn in the market, the training/development budget is typically the first area where managers in an organization seek to make cutbacks. [See personal development plan.]

(1) It makes the employee more valuable to the organization and thereby improves job security. (2) It enhances career opportunities within the organization. (3) It increases an individual's employability outside the organization because of his or her broader skill/competency base. (4) If it broadens the scope and responsibility of work, it can raise the intrinsic reward employees derive from their jobs.

Subjects: Human Resource Management.


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