Human resource development (HRD) refers to the broad area of coaching and development offered by firms to improve their employees’ expertise, abilities, and talents. Training and development in many firms begin with the employment of a new hire and extends throughout that individual’s stay with the organisation.
Many personnel enter a company with just rudimentary training and expertise and require training to accomplish their jobs. Some may already have the essential abilities to complete the job, but lack understanding of that specific company. HR development is intended to provide employees with the knowledge they need to adapt to the culture of their firm and accomplish their job efficiently.
Purpose of Human resource development:
In some aspects, human resource development may be compared to how a trainer perceives his sports team. While a trainer may bring in players who only have some talent and ability, the goal of practise is to enhance existing talents and capabilities and help athletes become even better athletes.
The purpose of HR development is the same: to produce better workers. The goal of HR development is to give the ‘instruction’ required to reinforce and expand an employee’s existing knowledge, skills, and talents. The purpose of training and development programmes is to improve employees’ abilities.
Benefits of Human resource development:
One of the things that employees seek when looking for a job is the ability to learn on the job. Providing employees with the ability and desire to continue growing their skills can aid in employee retention and inspiration. Employees who think they have received adequate training and help are more likely to remain with the company.
Human resource development also enables the identification and training of employees for advancement, ensuring that your company’s management is competent and well-trained.
Finally, a well-trained workforce performs better, and when individuals flourish, the company thrives. As a consequence, human resource development ensures that an organization’s performance increases, enabling it to meet its goals.
How to create a Human Resource strategy?
While there is no “right” or “wrong” way to develop a successful HR strategy, there are a few best practices to follow. This is especially true if your goal is to establish an HR strategy that goes beyond ‘tactical’ in order to change your organisation and its people. Because company methods regularly vary in response to a variety of social, cultural, financial, and cultural developments, how companies manage HR strategy today may be quite different from how they handled it a year or two ago.
1) Adapt to business requirements:
A business plan specifies how a company will achieve its objectives and thrive in the long term. An HR strategy supplements this by establishing the internal infrastructure necessary to successfully empower its team members in order to achieve those objectives.
It is frequently necessary to have dedicated staff on the ground to maintain and cultivate such connections in order to provide an excellent client experience. To ensure that nothing falls through the cracks, especially at such a turbulent time, this company may want to align its HR strategy to place a greater emphasis on staff retention in order to minimise and, ideally, avoid any interruptions in the user experience.
This is just one example of how HR strategy can be a true partner to growth strategy, and it emphasises how human resource planning can both inspire and influence an organization’s overall performance. That is when the HR strategy is well aligned with the overall goals of the company.
2) Identify and set a goal:
As with any goal or purpose, merely developing a strategy is only half the battle. By any measure of the imagination, it is not a straightforward task. In reality, everything you do has to create cumulative success until you reach, if not exceed, your stated objectives.
Once you’ve defined what progress looks like, you must establish how you’ll finally evaluate whether or not you’ve met your HR objectives. This simply refers to setting key performance indicators (KPIs) and routinely tracking success against them throughout the year.
To avoid becoming overwhelmed by what may appear to be massive strategic difficulties ahead, it may be prudent to divide the strategy into more manageable chunks, such as quarterly or annual strategic plans. This will also build a best practice of allocating time on a monthly or quarterly basis to revisit the goals, update the KPIs with the most recent measures, analyse what’s working, and course-correct as needed.
3) Emphasis on communication:
Even if you’ve taken the necessary steps to align the HR strategy with the larger aims of the company, you still need the support and approval of key stakeholders and other company colleagues throughout the organisation. After all, human resources is a support system for all divisions inside a company. How you reach your strategic goals will be heavily dependent on every area being an active participant in that endeavour.
In other words, collaborate with partners to identify priorities, determine what’s truly necessary or achievable in the coming year, and then outline a clear path to achieving those goals, as well as the KPIs you’ll use to measure performance toward specific goals.
Although human resource planning is commonly seen as a top-down responsibility, the fact is that it cannot be completely deployed without buy-in from the leaders and teams who will eventually be accountable for assisting HR in turning the plan into reality. Sure, everyone in a business may agree on the broad goals established by the HR strategy in theory, but various departments may have different approaches to achieving those goals. Deploying an HR strategy throughout a business necessitates an apples-to-apples implementation across every department and team.
Companies with great HR strategy:
- Google is known for its dynamic culture, which is focused on ensuring the long-term success and contentment of its employees. And it has certainly done so, providing its employees all over the world with a structure and culture that includes cafés, sports facilities, health services, and other benefits, making it one of the most wanted places to work.
- Nissan’s overall culture, which is based on the principle of Kaizen, encourages its employees to continue to innovate, develop their talents, and have a significant benefit to the organisation. This is the foundation of the company’s HR approach.
- Cadbury is recognised for its profound devotion to its employees and their families. In truth, Cadbury’s HR approach is straightforward: it prioritises its people above all else, earning it one of the world’s most devoted workforces. What distinguishes Cadbury from the competition is that, from its inception in 1824, the business has kept its worker village and R&D plants.