Human resource development From Wikipedia, the free encyclopedia Jump to: navigation, search Human Resources Development

(HRD) as a theory is a framework for the expansion o f human capital within an organization through the development of both the organ ization and the individual to achieve performance improvement.[1] Adam Smith sta tes, The capacities of individuals depended on their access to education .[2] The same statement applies to organizations themselves, but it requires a much broader fi eld to cover both areas. Human Resource Development is the integrated use of training, organization, and career development efforts to improve individual, group and organizational effec tiveness. HRD develops the key competencies that enable individuals in organizat ions to perform current and future jobs through planned learning activities. Gro ups within organizations use HRD to initiate and manage change. Also, HRD ensure s a match between individual and organizational needs.[3] Contents 1 2 3 4 5 6 Resources Process, Practice and Relation to Other Fields As a Program of Study in Formal Education Notes References External links

Resources Understanding the foundations of HRD can be found in "Brief Foundations of Human Resource Development"[4] by Richard A. Swanson. A detailed PowerPoint and HTML overview of Foundations of Human Resource Develop ment,[5] a textbook used in graduate courses, may be found at http://textbookres ources.net/. Process, Practice and Relation to Other Fields Notably, HRD is not only a field of study but also a profession.[6] HRD practiti oners and academia focus on HRD as a process. HRD as a process occurs within org anizations and encapsulates: 1) Training and Development (TD), that is, the deve lopment of human expertise for the purpose of improving performance, and 2) Orga nization Development (OD), that is, empowering the organization to take advantag e of its human resource capital.[7] TD alone can leave an organization unable to tap into the increase in human, knowledge or talent capital. OD alone can resul t in an oppressed, under-realized workforce. HRD practicitioners find the inters tices of win/win solutions that develop the employee and the organization in a m utually beneficial manner. HRD does not occur without the organization, so the p ractice of HRD within an organization is inhibited or promoted upon the platform of the organization's mission, vision and values. Other typical HRD practices include: Executive and supervisory/management develo pment, new employee orientation, professional skills training, technical/job tra ining, customer service training, sales and marketing training, and health and s afety training. HRD positions in businesses, health care, non-profit, and other field include: H RD manager, vice president of organizational effectiveness, training manager or director, management development specialist, blended learning designer, training needs analyst, chief learning officer, and individual career development adviso r.[8]