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HUMAN RESOURCE DEVELOPMENT MPA 503 Dr. Virgilio V.

Salentes
INTRODUCTION:
The Human Resource Development as define as a set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands. Human Resource Development is also refers to the function (or discipline) that focuses on the people who work for a company. HRD specialists (both internal employees and external consultants) use a variety of performance assessment and management tools to help the company's workers improve their job skills, increase their job satisfaction and plan for a full and rewards. The term "Human Resource Development" was coined by Leonard Nadler, professor emeritus at George Washington University and author of "The Handbook of Human Resource Development." Nadler first publicized the term at the 1969 American Society for Training and Development conference in Miami. With his wife, Zeace, Nadler has since written many books about training and development, including "Every Manager's Guide to Human Resource Development." The objectives are to develop human resource of the company continuously for better performance, to provide opportunity for development of different level of employees, to have a suitable need base training programs, to prepare newly inducted staff to perform their work with high level of competency and excellence, to assist the existing and potential customers in the better use of equipments by training the employees, to promote a culture of creativity, innovation, human development, respect and dignity, to achieve excellence in every aspect of working life, to create environment for the trainees conducive to their character building. While the HRD function, first, providing skill input to apprentices and trainees; second, identifying training needs and imparting training; third, outside deputation for competency enhancement; fourth, competency mapping; fifth, organizational development activities; sixth, conducting session and workshop; seventh, training and development (T&D).

DISCUSSION:
The following are the need for the Human Resource Development: Implementing new policy Implementing a strategy Effecting organizational change Changing an organizations culture Meeting changes in the external environment Solving particular problems

The Technological change creates requirement for training and development. When we talk about organizational change it is the organization that work in less time will have a competitive advantage. A customer and quality focus will permeate tomorrows superior organization. The arena of the organizations planning and action will be global. Business strategy now depends on quality and versatility of the human resource. Work structure and design will change dramatically. In training and development, the word training means improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task e.g. employee orientation, skills and technical training, coaching, counseling. On the other hand the word development it means preparing for future responsibilities, while increasing the capacity to perform at a current job management training and supervisor development. The training and development helps the employees to achieve their personal goals which in turn help to achieve the overall organizational objectives. Thus, we can bifurcates the benefits of training and development into two broad heads: organizational benefits and personal benefits. The organizational training it improves the morale of the workforce, leads to improve profitability and more positive towards profit orientation, improve the job knowledge and skills at all levels of the organization, aids in organizational development, improves relationship between superior and subordinate.

CONCLUSION:
Therefore I conclude that in Human Resource Development it has also a misconception that HRD specialists cannot "cure" all organizational ills. Too often managers forget this point and send under-performing workers to the HRD staff to be "fixed." Or they approve large-scale training initiatives that give employees a couple of days or a week off work to attend, say, a team-building workshop, and then are disappointed when work groups are just as dysfunctional as they were before the training. Instead, managers should explore (with the HRD staff's help) a variety of performance improvement interventions (such as coaching or counseling) that will add measurable impact to the company's bottom line.

Employees who feel valued will add more value to their organization. A wellthought-out and well-run HRD plan will achieve measurable positive outcomes for the company. An effective safety training course, for example, will lead to fewer safety violations. A manufacturing skills course of study will result in decreased down time and increased output. A customer service training program will produce (and retain) customers. 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 can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe in Human Resource Development and cover all of these bases.

One key factor in employee motivation and retention is the opportunity employees want to continue to grow and develop job and career enhancing skills. In fact, this opportunity to continue to grow and develop through training and development is one of the most important factors in employee motivation.

There are a couple of secrets about what employees want from training and development opportunities, however. Plus, training and development opportunities are not just found in external training classes and seminars. These ideas emphasize what employees want in training and development opportunities. They also articulate your opportunity to create devoted, growing employees who will benefit both your business and themselves through your training and development opportunities.

Submitted by: Heide B. De Castro MPA 503 Student

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