Emerging Concepts of HRD
Jayendra Rimal
Introduction
o Training – Systematic and short term acquisition of
knowledge, skills and attitude to bring someone to a
desired standard or efficiency by instruction or practice
o Education - Exposure to planned learning activities to train
the mind. A development process affecting knowledge and
abilities including character, culture, aspirations and
achievements
o Learning – Acquiring knowledge of or skill in something by
study, experience or being taught – a never ending process
of personal unfolding
o Development – Realization of potential through activities
and supporting processes which positions people for
medium and long term opportunities
o Emerging key words – Learning organizations, development
strategy, change agent skills, knowledge workers
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Recent Approaches
o Design, delivery and resourcing of learning
interventions and opportunities within organizations
with the aim to enhance the contribution of individual
employed in order to secure an organization’s skill base.
o The integrated use of training and development,
organization development and career development to
improve individual, group and organizational
effectiveness.
o Emphasis on the development of comprehensive,
coordinated and dynamic approaches for major learning
initiatives within and outside an organization to order to
facilitate the achievement of corporate objectives in a
competitive environment.
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Findings from Research of 20 leading Companies
(Ghosal and Barlett, 1998)
o Individual initiative is encouraged. Skills are developed through
training.
o Creation and leveraging of knowledge takes place through
organizational learning, with new career paths, investment,
teamwork, action learning and networking to ensure knowledge
transfer.
o There is continuous renewal through challenge imposed internally;
refinement balanced with regeneration and knowledge is used to
supplement strategic fit with strategic challenge
o Contracts of compliance and control are replaced with commitment
and initiative based on learning and self-confidence
o Individual competence are developed based on appropriate
knowledge, skills and attitudes of front-line, middle and top
managers
o Transformational processes are managed by developing new leaders
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Emerging Concepts
Some of the trends that can be discerned in HRD practice
and theory:
i. Talent Management and Leadership Development - A
preoccupation of those at the top and concerned with
succession planning while ensuring that each senior
position has one or two candidates ready to fill it.
ii. The connection to corporate strategy – The need to
position HRD as a strategically important partner by
giving it the same level of importance as other functions.
Need for learning that emerges from the strategic
directions and aims. Development of people can also
influence strategy. Hence important to determine the
type of learning that will contribute directly to the
objectives of the organization.
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Emerging Concepts, contd…
iii. Clarifying who benefits from learning – Why should
organizations provide individuals with transferable
skills which enhances their marketability? In order to
build skills and capacities through:
o
o
o
o
o
The use of systematic & planned training activities
Adopting a policy of continuous development
Creating maintaining a learning organization
Ensuring that all training activities are performance related
Paying particular attention to management development and
career planning
iv. Individual Development: Coaching and Mentoring –
Organizations are using coaching and mentoring as part
of an integrated strategy of change combined with
other HRD interventions.
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Emerging Concepts, contd…
v. HRD as a Business Partner – As the rationale for
action of HRD is similar to other departments, it
contributes to the mission of the organization while
adding value by collaborating in supporting the goals
and projects of the organization.
vi. Visionary and Transforming Leadership – Leadership
has a central position in the development of all types
of organizations. Helping to develop catalytic and
enabling leadership seems to be an important
component of HRD.
vii. E-Learning: Integration of IT and HR – Face to face
learning combined with e-learning with the recognition
that certain learning need to be face to face –
including social skills and team work.
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Emerging Concepts, contd…
viii. The broadening of HRD constituency – Concerns
non-employee development (other stake holders)
ix.
The extension into team learning – Facilitating self
managed teams, outdoor training to entire
management team, quality circles for problem
solving
x.
The incorporation of organizational development –
Undertaking large scale change efforts by utilizing
the services of external consultants
xi.
The incorporation of career development –
Individuals taking responsibility for own learning
resulting in careers being self managed
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Emerging Concepts, contd…
xii. Emphasis on internal consultancy – The usage of
internal consultants for providing performance and
facilitation support by connecting it with learning
issues.
xiii. Focus on organizational learning – Emphasis on
processes contributing to learning by creating
organizational learning climate contributing to people’s
willingness to learn and transfer learning to the
workplace.
xiv. The link to knowledge management – Deals with the
organization’s intellectual capital. Distinction between
explicit and tacit knowledge. It also facilitates
knowledge and skill acquisition, development and
retention.
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Key Challenges for Organizations
o Compete successfully
o Improve quality and increase productivity
o Improve customer service
o Lower costs
o Adapt to fast changing technology
o Achieve more with less
o Become more flexible
o Manage diverse and mobile workforce
o Prevent obsolescence
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Wake up Call
o The emerging rationale now is on workplace learning and the
enhancement of performance as different from classroom
training. This can lead to knowledge creation at a macro
organizational level and contributes to sustainable
competitive advantage. Some elements to consider:
– HRD professional have to consider themselves as
architects of change within organizations
– Operating at organizational levels to create shared
learning instead of training of individuals
– Line managers and other key organizational players
should look at learning issues from a new perspective
– HRD professionals occupy a pivotal role in orchestrating
change
– Establish links between learning, performance and
knowledge
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Thank you !
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