HRD Opportunities and Informal Learning at RMS, NSW

This report provides an in-depth analysis of the Human Resource Development (HRD) functions at the Roads and Maritime Services (RMS) department of New South Wales. It begins by outlining the various HRD opportunities available to both current and prospective employees, including career prospects, flexible work arrangements, community engagement, leadership development, performance planning, mentoring, financial support for further studies, and online learning resources. The report then assesses the influence of informal learning on RMS's HRD practices, highlighting how the organization leverages its accumulated knowledge and experience to optimize HR functions. It emphasizes the importance of knowledge creation, participation, and a learning culture, as well as the role of community focus in fostering better relationships and problem-solving skills. The report concludes by summarizing the key findings and emphasizing the importance of informal learning in shaping the growth-oriented environment within RMS, contributing to effective future studies and employee development.

Running head: HUMAN RESOURCE DEVELOPMENT
HUMAN RESOURCE DEVELOPMENT
Name of the Student
Name of the University
Author Note

1HUMAN RESOURCE DEVELOPMENT
Introduction
The study is focused towards the effective analysis of the human resource based
functional areas of the Roads and Maritime services department of New South Wales. The
specific areas in focus are the HRD opportunities present in the department and the influence of
informal learning on the HRD processes.
Outline of the HRD opportunities in RMS department of NSW
The HRD opportunities that are provided to the current and potential employees are much
important in terms of the career prospects of the people involved. The organization is focused
towards providing experiences to the employees concerning their participation in some of the
most historic projects of the city. The department also provides flexible opportunities to the
employees for structuring their work functions. It provides the opportunity to the employees to
engage with the local communities. Another important feature is that the department also
nurtures strong values among the employees that work in the organization (Roads and Maritime
Services 2019). There is the strong prospect of nurturing leadership among the employees. There
is more emphasis provided on performance planning to improve the functional capabilities of the
employees over longer periods of time. There is internal mentoring and coaching that is provided
to the employees to facilitate their steady growth. The department also offers financial support to
current employees to study further. There are online learning centers that help the employees to
know more about their jobs. At the same time the RMS department offers development programs
that can help both the current and the potential employees.
Assessment of influence of informal learning on HRD practices

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Knowledge of informal learning is very much important in consideration of the nature of
work that takes place in the department. It helps to provide essential frameworks that can help
the department to undertake more important and effective projects across the province of New
South Wales. The company due to the nature of work it is involved in, has gathered significant
levels of informal knowledge. The company continues to gather such knowledge in view of its
future growth prospects. This creates an environment where the knowledge can be used
effectively towards optimizing the HR functions of the organization.
Informal learning refers to the learning phenomenon that is ongoing. The most important
aspects that are connected with informal learning is knowledge creation and participation.
Informal learning process is much related with the work environment of the organization. It
helps to create better values among the workforce. The organization as a result of the constant
learning environment it has to engage in has facilitated the creation of better learning and
development processes for the employees. The HRD practices have hence been shaped in order
to improve the learning frameworks for the employees of the organization. The community focus
of the organization likewise is focused towards the development of better relationship with the
local communities by taking part in the important projects. They can develop effective solutions
to issues that are purely local in nature. This creates further knowledge about the problem
solving areas related with the work. It is important to note that given the setting of the work,
knowledge gathering becomes very much important.
The employees can create effective networks through active engagement with the
organizational work. It is important to develop practices that can nurture knowledge gathering
and knowledge sharing among the employees. It is important to understand that the employees
need to gather more information. The same is facilitated by the organization when the

3HUMAN RESOURCE DEVELOPMENT
development programs are provided. The funding of the study activities of the employees are
very important. The organization is focused both towards developing the informal learning
aspects among the employees. At the same time the company focuses towards creating a work
environment that thrives on the sharing and gathering of information (Hodge, Smith and Barratt-
Pugh 2016). There is a strong emphasis on the development of learning culture among the
employees. The employees are needed to develop inquisitive nature among themselves. The
online learning center is developed to create a better learning base for the employees. It is
important to note that the focus is definitely towards the improvement of the informal knowledge
gathering environment that is present. The RMS department HRD functions are based on
improving the development of the employees and their active growth (Nolan and Garavan 2016).
The organization is always focused on creating knowledge of groundwork, technology,
engineering, civil engineering and infrastructural development. RMS has created a strong growth
oriented learning environment for their employees as a result of the influence of informal
learning.
Conclusion
It is evident from the above study of the HRD functions of the RMS services that the
organization pays much importance towards the growth of the employees. Further analysis of the
HRD of RMS department pointed towards the importance that informal learning has in
determining the growth oriented setup that is effectively implemented in the organization. This
can contribute to effective future studies.

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References
Hodge, S., Smith, E. and Barratt-Pugh, L., 2016. Towards a model of learning and development
practice. International Journal of HRD Practice Policy and Research, 1(2), pp.7-25.
Nankervis, A.R., Baird, M., Coffey, J. and Shields, J., 2016. Human resource management:
strategy and practice. Cengage AU.
Nolan, C.T. and Garavan, T.N., 2016. Problematizing HRD in SMEs: A “critical” exploration of
context, informality, and empirical realities. Human Resource Development Quarterly, 27(3),
pp.407-442.
Roads and Maritime Services. (2019). Working with us. [online] Available at:
https://www.rms.nsw.gov.au/about/careers/working-with-us/index.html