Human Resource Development

Topics: Human resources, Human resource management, Labour economics Pages: 14 (3884 words) Published: April 14, 2013
The world of work is in constant change. The challenge therefore is to respond to the issues of HR planning and HR development to meet performance expectations of construction firms. Organizations have unique characteristics that affect human resource development and human resource planning practices. Inevitable tension exists between the short term objectives and the long term strategic needs of the wider organization. This affects human resource planning, human resource development and performance in organizations.

Often, business time-frames are too short to encourage good strategic planning. The best companies take the time and do it well. Workforce planning or Human Resources Planning as it is commonly called is one of the most impactful aspects of business planning. Management literature is packed full of reasons why HRP is crucial to business success. Without it there is little chance of the business having the right people at the right place at the right time doing the right work.

Human resources planning in the broadest sense includes both strategic and operational human resource planning as a continuous process rather than an activity limited to a fixed segment of the business planning process.

Often HRP is considered to be a “human resources” program rather than a necessary business activity. Operationally driven managers often forget the real purpose of planning. “By definition, the strategically driven human resource function will be devoted to finding ways to help the organization gain important advantages over its competitors.”

Those advantages are often described in terms of the capacity that a business has with which to pursue its objectives. “The capacity of an organization to achieve its strategic objectives is influenced by human resources in three fundamental ways: cost economics; capacity to operate effectively; capacity to undertake new enterprises and change operations.”

Human Resource Development (HRD): is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development,  coaching,  mentoring,  succession planning, key employee identification, tuition assistance, and organization development. The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers. Organizations have many opportunities for human resources or employee development, both within and outside of the workplace.  Human Resource Development (HRD) at micro level or organizational level is a process by which employees of an organization are helped in systematic and continuous way to: Develop their personal and organizational skills, knowledge and abilities. Human Resource Development includes such opportunities as employees training, employee career development, performance management and development, coaching, succession planning, key employee identification, tuition assistance and organization development.

Human Resource Planning:  
Human resource (HR) planning or manpower planning is the process by which the organization ensures that it has the right kind of people, at right time, at right place and they are working effectively and efficiently and help the organization in achieving the overall objective. It is a continuous process. Of developing and determining objectives, policies that will procure, develop and utilize human resources to achieve the goal of the organization.

It is the development of strategies for matching the size and skills of the workforce to organizational needs. Human resource planning assists organizations to recruit, retain, and optimize the deployment of...

References: 1. Biles, George E and Holmberg, Steven R. Strategic Human Resource Planning. Glenn Ridge, NJ: Thomas Horton and Daughters, 1980
3. Michael Armstrong (2006), Human Resource Management Practice 10th Edition, International Student Edition.
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6. Dessler, Gary. Personnel Management. Reston, VA: Reston Publishing Co., 1984
8. Hax, Arnolodo C. “A Methodology for the Development of a Human Resource Strategy,”Cambridge, MA: Sloan Management Review (March 1985).
9. Kochan, Thomas A. and Chalykoff, John. “Human Resource Management and Business Life Cycles: Some Preliminary Positions."” Sloan School of Management (May 1985).
10. Odiorne, George S. “Human Resource Strategies for the Nineties.” Personnel (Nov/Dec 1984)
12. Muqtada, M.A. Hildeman, (eds.), 1993, Labour Markets and Human Resources Planning in Asia: Perspective and Evidence, ILO.
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14. Senanayake S.M.P.; Dissanayake, Lakshman, 1999, Development of Non-farm activities in the Moneragala District, Working Paper No. 1, Regional Development Studies Center, University of Colombo
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