Strategic human resource development

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The objective of the following essay is to contribute to a better understanding of the importance of human resource development, by focusing on the five stage model of HR, thereby evaluating the process of learning, distinguishing between the ideas of training, development and education and finally the differentiation from transfer and utilisation of HR development and hence Strategic human resource development.

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Strategic human resource development considering from a strategic angle has been found to have important role in the overall cycle of human resources management. Human resources development is correlated with rewards given to the employees. Similarly it has associations with employee performance. By creating a base for the so-called internal market human resources development finds itself in the driving seat of organisational innovation and learning (Bratton and Gold, 1999). While in organisations this has become a norm the same was not practised always. During the initial periods of managing employees through the concept of personal management, the idea behind training and developing employees was to contribute to the effectiveness and efficiency. This led to the perspective of the maintenance of responsiveness to changes happening internally and externally of the organisation.

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Before 1950s the concentration of Strategic human resource development was on task orientation, although training connected with employees for their knowledge and skill development was considered, even if the overall strategic context of the organisation was little evident in the practices (Analoui 1999). Furthermore organisations conducted training, just because the competitors were doing and they thought it would be beneficial for them as well without using any kind of evidence and data. This could be the reason for the lack of integration of training and development with other factors of HR such as the management of employees, assessment and appraisals.

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In the modern context educating and training employees have become universal. While the previous factors such as peer pressure (competitor organisations conducting training) are still a factor, there is increasing realisation about the contribution of education and training to improving organisational efficiency. Even many national governments are recognising the need for educating and training the workforce in the economy. One of the main reasons for such realisation is the understanding that business objectives have to be considered by organisations when imparting training, a change in stance from the classical training models. One essential business objective model of training and development employees is the one indicated by Ball (1997) in the name of Investors in People.

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