Human Resource Development: Trends, Analysis, and Recommendations

This report delves into the evolving landscape of Human Resource Development (HRD), examining two key articles that highlight significant trends and challenges. The first article emphasizes the need for agile HR practices, drawing parallels with IT departments to enhance responsiveness and customer orientation. It analyzes the shift from rule-based to feedback-driven models, including the adoption of real-time feedback systems and video-based training. The second article focuses on the changing expectations of HR departments, from compliance and workplace safety to employee recognition and compensation. It identifies the emergence of different types of HR leaders and recommends data-driven decision-making and aligning training with organizational success. The report offers practical recommendations for HR managers, including implementing mobile applications for feedback, video training sessions, and leveraging data analytics to address workplace issues and enhance employee development.

Running Head: HUMAN RESOURCE DEVELOPMENT
Human Resource Development
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Table of Contents
Article 1: https://hbr.org/2018/03/the-new-rules-of-talent-management#hr-goes-agile.................3
1.1 Explanation of the issue/trend................................................................................................3
1.2 Brief Summary of the key information..................................................................................3
1.3 Analysis of the significance of the identifies issues towards HRD.......................................4
1.4 Recommendations for the HR managers in context to the identified issues..........................4
Article 2: https://www.forbes.com/sites/forbescommunicationscouncil/2018/07/16/hr-leaders-
your-future-is-whatever-you-make-it/#31468dc45363...................................................................5
2.1 Explanation of the issue/trend................................................................................................5
2.2 Brief Summary of the key information..................................................................................5
2.3 Analysis of the significance of the identifies issues towards HRD.......................................6
2.4 Recommendations for the HR managers in context to the identified issues..........................6
References........................................................................................................................................8

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Article 1: https://hbr.org/2018/03/the-new-rules-of-talent-management#hr-goes-agile
1.1 Explanation of the issue/trend
This article highlights the need of active revisions in the HR department and that is more
aggravated by the need of changing the popular perception that HR department of an
organization is the enforcer of tiresome rules as well as regulations. However, in this article,
authors like Peter Cappelli argues that in order to ensure corporate survival, the modern day
organizations should shape their HR departments taking the essential cues from the It department
of the organizations (Cappelli and Tavis 2019). The emphasis is more on the adoption of
concerned tools as well as methodologies for the enhancement of agility and prompt service in
order to cater to the needs of the customers.
1.2 Brief Summary of the key information
As discussed in the article, the domain of Human resources Management is shifting from
the rues as well as planning based approach to a simpler framework that works up on acceptance
from feedback from the participants. The evidence of necessary intervention of the IT framework
of the organization for the development of a human resource management model is evident in the
policy implemented at the Bank of Montreal. Some of tech employees of the organization were
asked to join the teams responsible for functional product development. The purpose was to
make the services of the bank much more customer oriented. As an impact of this
implementation, Cappelli and Tavis (2019), discusses that the Business Management officer of
the organization have become much more team oriented, over viewing the scope for assorting
strategies to enhance the team’s performance, rather than that of the individual employees.

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The article identifies that by the end of the 1990s, the organizational changes became
more dynamic and employees needed to learn skills faster (Bhatta and Thite 2018). This is why,
the top down models of data based HR models have now given the way to user driven models
that are more adapted to meeting the near term objectives, for evidence rapid prototyping, task
centered sprints, as well as undertaking team based decisions (Bua and Quacquarelli 2019).
1.3 Analysis of the significance of the identifies issues towards HRD
The article also identifies the challenges of adopting agile employee management models.
N this context, it requires mention that the employees are working on short term projects led by
different organizational members which is why, the acceptance about the annual performance
appraisal report of an employee from only one individual supervisor seems irrational, that is why
it is needed that the organizations should come up with newer feedback models. As argued by
Wynn (2017), the traditional coaching strategies also need to be changed as the employees or the
supervisors do not have any fixed time for engaging in classroom based learning methods. Other
issues include a need for implementation of an instant reward policy so that the employees are
not confused or unaware of the appraisal or incentive that they are going tp earn from the small
individual projects they have been working up on.
1.4 Recommendations for the HR managers in context to the identified issues
The solution to the problem of employee appraisal is the collection of real time feedback
that saves time and money and also brings in precision in the feedback since the peers, juniors
and seniors are reviewing and cross reviewing the performance of the individual employees in
real time. In order to foster that, it is suggestible, in the light of the arguments provided by Lai

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and Lundgren (2017), that a common mobile application can be designed for employees across
all departments.
For the purpose of solving the issue of employee coaching, the classroom coaching
models can be alternated with video training sessions that will enable the employees to learn
when they have the time do so. In order to foster that process, the weekly learning materials can
be formulated in to weekly learning videos, each of 90 minutes (Kim, LePine and Chun 2018).
Once in every week, the employees can be asked to implement their learning outcomes, as per
their discretion.
Article 2: https://www.forbes.com/sites/forbescommunicationscouncil/2018/07/16/hr-leaders-
your-future-is-whatever-you-make-it/#31468dc45363
2.1 Explanation of the issue/trend
This article argues that the major emphasis of the HR departments has not changed. Their
focus has always been on compliance, wages, and resolution of employee issues and, of
particular importance at the time, workplace safety. These needs of the HR department have not
changed over time.
2.2 Brief Summary of the key information
In the early 1900s, the emphasis of the HR department had been on creation of a more
profitable organization. In the later part of the century, the emphasis shifted towards workplace
safety and equality measures, with the Equal Pay Act and the OSHA and Americans with
Disabilities Act coming in to play (Chung, Sandholtz and Waisberg 2018). However, in the
recent years, the expectation of the employees has shifted to provision of recognition as well as

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compensation. The employees demand recognition for the loyalty they show towards the
company. In light of the HR needs, Danna (2019), argues that in the modern day business
environment, the organizational performance is becoming more inclined towards the
performance-ability of the HR managers.
2.3 Analysis of the significance of the identifies issues towards HRD
In context to the modern day HRD needs in the organizations, it has been assessed in the
article that distinct types of HR leaders are emerging. These leaders are tactical, strategic,
evolved, people analytics based and talent development leaders. The tactical leaders, as argued in
the article, undertake decisions from a local mindset, whereas the perception of the leaders
supporting “developing needs” have been more advocated in the article. This is because these
organizational leaders support the view that employees are resources against cost to the
company. However, in light of the arguments of Danna (2019), it can be argued that the evolved
leaders are best suited for the organizational needs. This is because; he or she understands the
critical shift under way in the workforce and looks to emerging trends to create differentiating
employee value propositions.
2.4 Recommendations for the HR managers in context to the identified issues
However, in the light of the modern business needs from the HR department, it can be
suggested that HR managers should undertake data driven decisions. The HR managers should
not be considering the verbally communicated issues by employees. They should rather focus on
the data metrics in order to assess workplace issues, decide the appraisal strategy or
communicate employee safety and ethics standards. Again, the HR department should focus that

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employees should learn new skills and the training schedules should also be linked to the success
needs of the organization.

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References
Bhatta, N.M.K. and Thite, M., 2018. Agile approach to e-HRM project management. In e-HRM
(pp. 77-92). Routledge.
Bua, I. and Quacquarelli, B., 2019. Omnichannel strategy and organizational strategy: HRM
challenges for luxury & fashion companies. In WOA 2019: Identity and Pluralism across
Organizational Studies and Practices.
Cappelli, P and Tavis, A. 2019. HR Goes Agile. Available at: https://hbr.org/2018/03/the-new-
rules-of-talent-management#hr-goes-agile [Accessed on: 8th April 2019]
Chung, D., Sandholtz, K. and Waisberg, I., 2018. The double-edged sword of jurisdictional
entrenchment: Explaining HR professionals’ failed strategic repositioning. Organization Science.
Danna, R. HR Leaders: Your Future Is Whatever You Make It. Forbes Communications
Council. Available at: https://www.forbes.com/sites/forbescommunicationscouncil/2018/07/16/
hr-leaders-your-future-is-whatever-you-make-it/#31468dc45363 [Accessed on: 8th April 2019]
Kim, J.K., LePine, J.A. and Chun, J.U., 2018. Stuck between a rock and a hard place:
Contrasting upward and downward effects of leaders’ ingratiation. Personnel Psychology, 71(4),
pp.495-518.
Lai, H. and Lundgren, A., 2017. What Policies and Practices Can HR Utilize to Promote an
Innovation Based Culture and Help Drive Business Outcomes Through It?.
Wynn, G., 2017. Why your best people have the worst safety practices–and how to fix it:
Thought leaders share their views on the HR profession and its direction for the future. Strategic
HR Review, 16(6), pp.291-292.