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Human Resource Development

Human Resource Development (HRD) is often seen to be a central feature of SHRM. Discuss the role and importance of HRD in achieving SHRM organizational outcomes.

Introduction
Learning and development in the context of organizational development is having an essential role in achieving strategic human resourcing outcome. From attraction and retention, to development and utilisation of human capital, Human Resource Development (HRD) is the centre of strategic focus in HRM. This essay aims to present and discuss a strategic model of HRD activities in organisations.

Definition of Human Resource Development
Human Resource Development (HRD) can be defined as any activity that contributes to the development of people working for an organisation. HRD is the framework for employees to develop their personal and organisational skills, knowledge and abilities. Development can be formal learning process such as in classroom training, a learning course, or a planned organisational change process; Or informal self-development orientation to engage in flexible, high performance organisations. Such processes include:

Learning: formally designed process of staff development, refers to the learning activities planned by the employer, skills and knowledge to be acquired are usually necessary for carrying out the tasks of present or future job.

Development: individual and collective activities that develop skills and personal abilities. This might include organisational development and cultural change processes.

Education: broader content of employee development over the working environment. This could be related business and managerial programmes such as Business Administration course or MBA. Such education is specified by the environment instead of a particular job or individual.

Strategic purpose of Human Resource Development
The strategic purpose of learning and development can be defined as follow:

Skills gaps: match the difference between

References: Burgoyne J. (1999) Manager Learning Development BACIE Journal. LiP (2000) A UK Strategic Model for Staff Development Storey J. (1992) Developments in the management of Human Resources Leopold et al. (2004) The Strategic Managing of Human Resources University of Sunderland (2007) Strategic Management of Human Resources

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