Human Resource Development

The success of any organisation inevitably depends very largely on the staff it employs. It is necessary to ensure an adequate supply of staff members that are technically and socially competent, and capable of career advancement into specialist departments or management positions. There is therefore a continual need for the process of staff learning and development, and training fulfils an important part of this process (Mullins, 2007).

Training and development have an important role in influencing employee’s performance and the organization as well as it enhances the efficiency and the effectiveness of the employees and organization.

Human Resource Planning The function that I will explore in depth is Marks and Spencer human resource planning primarily concerned with the organisation possessing sufficient numbers of employees and of the right standard. The four main purposes of the human resource planning function are: · Marks and Spencer establish clear links between organisational objectives and human resource plans so that successful co-ordination of the two can be set out. · To give appropriate quality of work to the employee of most value to the business.

Training is a planned learning experience. This effectively prepares workers for their current and future jobs. Training for human resource managers focuses on the present job industry while development training prepares them for the future growth. Training enhances knowledge and job skills. Methods used to measure the success of the training are performance appraisals. This measures the adequacy of the human resource managers. After their performances are measured their results are discussed with them. Any changes that may need to be made in the training process can be easily detected.

There is now a general acceptance of a stakeholder theory of the modern organization (see, e.g.[1, 2,3]). Such a theory implies that managers have a duty to stakeholders. Stakeholders are defined as those groups who have a stake in or claim on the firm. Translated to the human resource development (HRD) context it suggests that each stakeholder group has a right not to be treated as a means to some end and should therefore participate in determining the future direction of human resource development activities within the organization.

Once the research has been completed and the decision to expand is made, one of the first aspects of making a global move is to develop a Human Resource development strategy. There are many differences when making a localized development strategy opposed to an international strategy. When making this outline in regards to the United States, an HR specialist should make policies and strategies to find the right for a position, come up with a strategically way to offer benefits and compensation and all in all keep their employees happy. This is easy to accomplish in America since we are familiar with our cultures and costumes. To execute a plan internationally, for example China, there are many other factors that must be looked upon. To

Previous decades have seen considerable changes within implementation of human resource planning. The following report has been devised in order to analyse occurrence and reasoning of these changes. The following points shall be reviewed:

The ongoing process of systematic planning to achieve optimum use of an organization's most valuable asset - its human resources. The objective of human resource (HR) planning is to ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses. The three key elements of the HR planning process are forecasting labor demand, analyzing present labor supply, and balancing projected labor demand and supply.

Organizational change is one of the things that most organizations pass through as they develop over time. At times, the process of introducing change in the organizations is not always received well by most of the employees working in the organization (Poole & Van, 2004). As such, this paper will look at some of the best entry points for organizational change, a summary of the similarities of the models used in carrying out he change process and reasons why implementing change is difficult. The paper will also address of the main reasons why people are resistant to change as well as the proper means of overcoming these obstacles.

HRD is the part of human resource management that particularly has to deal with training and development of the employees. Human resource development includes training an individual after they are hired. The training provides opportunities to learn new skills, providing resources that are beneficial for the employee 's tasks, and any other developmental activities.

Human Resource Development (HRD) is the process of providing training and learning, for both career and organisational development, to improve overall effectiveness (Noe and Winkler, 2012). Business today is achieved in a highly networked world, where employees are a vital asset (Balakrishnan & Srividhya, 2007). HRD is concerned with the development of human capital for the benefit of both the employees and the organisation (Balakrishnan & Srividhya, 2007). It is inevitable that different levels or stakeholders within an organisation will hold differing perceptions on HRD due to the ever-changing nature and the multi-level outcomes (Garavan et. al, 2007). There are three broad groups of stakeholders of HRD in an organisation, these are: employees, line managers and the organisation or senior management. Human resource development can provide a number of benefits to each of these levels if implemented effectively. The benefits of HRD are best achieved within a learning culture (O’Donnel, McGuire & Cross, 2006). In order to create a learning culture all three groups identified must have positive perceptions of human resource development. HRD must be seen to be providing benefits to each three of these groups in order to gain their support. If one of these groups does not perceive learning and development programs to be beneficial or necessary then they are likely to be resistant and the true potential or benefits will not be gained (Garavan, 2007). Therefore the perceptions of

Human Resource Development (HRD) is the driving force behind any prospering business. It is the compass that calculates the direction in which the business will need to take based on the available resources, people, and short and long term goals to achieve its mission. HRD gives the organisation guidance on how to create strategic advantage over competitors in the market through the use of training and development provided to its employees to increase their knowledge, skills, education, and abilities. Managers are the frontline directors of HRD in the day to day operation of the business hence the significance of developing tools that can effectively be relayed to management to then be communicated and actioned to the employees. Google is a multinational, publicly-traded organization built around the company 's hugely popular search engine. The firm applied HRD into their business mix to support their dominance in the technology market. Overview into how HRD can be used by managers to increase individual performance thus leading to organisational performance will be analysed using Google as a case study.

Human Resource Development (HRD) which is any process over the activity that is of a short term or over the long term. It has the potential to develop the work-knowledge, expertise, productivity, and satisfaction of the adults. It focuses on benefiting the personal as well as the group. Additionally benefits the organization, community and the whole of humanity. In the Human Resource Development framework, there are four stages which consisted of Need assessment, Design, Implementation and lastly the Evaluation.

According to Garavan (1991), integration into business planning in order to contribute to corporate goals and missions of the organization are very crucial. One of Human Resource Development’s functions is to help in formation of business strategies for the organization and it is seen as a responsive and reactive role for strategic human resource development (McCracken & Wallace, 2000). Furthermore, the role of SHRD is to shape the organization strategy instead of simply supporting role.

Human resource is an important aspect in every organization and none can exist without it. Therefore, the human resource department is charged with the role of hiring, training and development as well as payroll management among other staff related activities. The human resource objectives must be aligned with the overall organization’s objectives in order to avoid conflict of interests. Consequently, it is important to develop a strategic plan which encompasses the various factors that are involved in human resource planning and development. This involves innovation in change strategies, management of diversity and roping in technology in the implementation of the human resource role. Apart from the development, it is important to have monitoring and control in order to ensure that a proper foundation is laid out in ensuring long term profitability of the organization.