Human Resource Development (HRD) - Report

Added on - 28 May 2020

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Running Head:Human Resource ManagementHuman Resource ManagementName of the StudentName of the UniversityAuthor note
1HUMAN RESOURCE MANAGEMENTTable of ContentsIntroduction..........................................................................................................................21. Actions to manage and coordinate the learning programme...........................................22. Relationship between the organisational development (OD) and HRDs' strategic andtactical contribution.........................................................................................................................43. Notion of learning organisation.......................................................................................6Conclusion...........................................................................................................................8References............................................................................................................................9
2HUMAN RESOURCE MANAGEMENTIntroductionThe report deals with the human resource development (HRD) that is a part of the Humanresource management (HRM). HRD is the process of developing human expertise, throughtraining and development. HRD is also involved in the performance appraisal, counsellingsessions and promotion of organisational effectiveness. The focus of the paper is a learningorganisation. In this context, the paper discusses the important actions to be taken by the HRdeveloper to manage and coordinate the learning program. Further, the report discusses therelationship between the organisational development (OD) and HRDs strategic and tacticalcontribution to the organisational effectiveness, productivity and quality of working life. Thenotion of the learning organisation is debatable and is highlighted. Lastly, scoring, formative andsummative assessment are discussed.1. Actions to manage and coordinate the learning programmeTo manage and coordinate the learning program the important actions to be taken by theHR are –Assess the learning needs- It is the most basic action to be taken by any HR. Uponassessing the most common learning needs, the HE can design a learning program to solve theparticular problem faced by the employees in meeting the professional goals. Assessing theneeds helps to develop the program that aligns with the organisational objectives and satisfy theemployees’ expectation. Assessment is needed when the learning program is developed from thescratch without predetermined objectives. By assessing the learning needs, one can assess thelearning objectives for the target group of employees (Armstrong and Taylor 2014).
3HUMAN RESOURCE MANAGEMENTSet learning objectives- The learning program must be designed in a manner that theemployees should be able to perform what is expected of them. The organisational learningobjectives must be formed from the gaps identified in employees skill set and prioritised. Thelearning program thus aims to mitigate the gap between the current and the expectedperformance with the help of the specific learning program. A human resource manager (HRM)must perform the 360-degree evaluation, to ensure that the learning program matches the areas ofimprovement. It will better help manage and coordinate the program (Taylor and Govender2017)Comprehensive learning action plan- The learning program must be comprehensive andinvolve appropriate learning theories. The HRM must develop the learning materials such aslectures and presentation along with eye-catching materials, and instructional design and content.The learning program must reflect the learning style of the target group. Prior to launch ofprogram, the HRM can collect feedbacks to make the necessary adjustments (Rees and Smith2017)Implement the learning and development initiatives- The HR must now decide throughproper coordination if the learning program will be delivered in-house. It can also be externallycoordinated. This phase involves scheduling of the learning activities. HR must organise therelated resources such as equipment, facilities and finally launch the learning program. Further,action must be taken to evaluate the effectiveness of the programme by monitoring the progress.In his phase, a transactional change occurs. For instance, if the objective was to increase themonthly productivity, then new tricks or methods may be taught successfully. In such case,employees may continue to work in their old fashion with new strategies tried successfully in
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