Conceptual and Strategic Framework
of Human Resource Development
Jayendra Rimal
Some Definitions of Human Resource Department
What is Human Resource Development?
• A series of organizational activities conducted within a
specified time and designed to produce behavioral
change (Leonard Nadler, 1970)
• Developing human potential in every aspect of lifelong
learning (Craig, 1976)
• Organized learning experiences provided for employees
within a specified period of time to bring about the
possibility of performance improvement and/or personal
growth (Nadler & Nadler, 1989)
• Holistic societal process of learning drawing upon a range
of disciplines (Stead and Lee, 1996)
Focus on Learning, Development, Change, Knowledge
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HRD Concepts: Three Dimensions
• Macro- economic dimension
• Socio- economic dimension
– Vocational training
– Life skills
• Organizational dimension
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Macro-Economic Dimension
• Long term objective: national economic growth
• Immediate objective: improved efficiency,
productivity and discipline of the labour force
• Strategy: market oriented education and training,
policy for labour demand, formalisation of the
informal sector
• Association of concepts: human capital formation,
formal education and training, structural adjustment
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Socio-Economic Dimension (Vocational Training)
• Long term objective: raising of standard of living at
community level
• Immediate objective: income generation, improve
technical skills, improve planning capacity for
production
• Strategy: (self) employment creation, skills training,
small scale business management
• Association of concepts: appropriate technology,
individual entrepreneurships, informal
education/training, income generation
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Socio-economic Dimension (Life Skills)
• Long term objective: raising of general life quality
• Immediate objective: general empowerment, improve
organizing and learning capacity
• Strategy: community development, social awareness
raising, social mobilization, literacy campaigns
• Association of concepts: development by people,
transformation for change, popular participation
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Organisational Dimension
• Long term objective: improved organisational
performance in relation to mission, strategy and
resources
• Immediate objective: improved professional capacity
to perform, receptivity towards organisational
mission
• Strategy: team building and individual training of
staff and managers
• Association of concepts: organisational development,
institutional sustainability
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Organizational HRD: Interpretations
• Total institutional capacity development including:
– Interventions focusing on improving total
institutional capacity (leadership and governance,
structure, human and other core resources,
programme and process management and external
linkages)
– Too broader perspective – risk of dilution of
primary focus (HR capacity development)
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Organizational HRD: Interpretations
• Individual capacity development including:
– Learning activities focused on developing
individuals’ capacity
– Too narrow perspective – ignores the fact that HR
capacity is capacity to perform, not merely the
capacity of performer
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Organizational HRD: Interpretations
• Integrated process of including:
– Developing competencies of individuals as well as
– Improving organizational systems and environments
that create and sustain opportunities to utilize and
further develop competencies
– For effective performance
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HRD Concepts
• A set of organised learning activities as well as
• Work systems and environment improvement programs
arranged for
• Enhancing potentials and competencies of individuals and
• Making utilisation of those abilities to
• Attain effective performance and growth at the
• Job, individual, and organisational levels in relation to
the
• Mission, strategies and resources of the organisation
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HRD Concepts
• A process and a function by which people in an
organisation are helped, in a continuous and planned way,
to
– acquire and sharpen capabilities required to perform
present and future jobs
– develop general capabilities and use potentials for
personal and professional development, and
– develop an organizational culture and systems for
maximum utilization of enhance competencies and
potentials
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HRD Concepts
Development of work
culture, environment and
systems for
organisational
performance
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Organisational and
individual goal
achievement
Development of job
competencies and
personal abilities of
employees for present
performance
Increased performance
HRD actions
Development of
potentials and careers of
employees for future
performance
Outcomes of HRD Actions
Enhance HR capacity
Focus and Level of HRD Actions
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HRD Goals
• Human resource capacity enhancement
• Human resource effectiveness
• Increased human resource performance
• Organisational and individual goals achievement
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HRD Components
• Individual development (job and personal KASOCs)
• Career development (potential and professional
growth)
• Organisation development (improvement in work
systems, structures, practices and culture supporting
utilisation of capacity and promoting effective
performance)
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Strategic Management
Strategic Management is primarily concerned with:
o The full scope of the organization’s activities,
o Matching activities of the organization to the environment,
o Ensuring that the internal structures, practices and
procedures enables organizations to achieve its goals,
o Matching activities of organization to resource capability,
assess how resources can be used to take advantage of
opportunities and avoid threats,
o Acquisition, divestment and reallocation of resources,
o Translating complex and dynamic variables into a set of
clear objectives
.
Strategy as a Plan, Pattern, Position and a Perspective
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Core Competencies & Strategic Capabilities
Core competencies provide the organization with a
distinctive and sustainable competitive advantage:
•
•
•
•
Value creation for customers
Rarity compared to competition
Non – imitability
Non – substitubility
Strategic capability is the ability of an organization to
be an effective competitor by leveraging its resources
and core competencies effectively to where they are
needed
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Strategic HRD
• SHRD has a focus on holistic orchestration of learning
• Ensures that learning is embedded in the fabric of the
organization thereby creating a process in such a way that all
individuals and teams are equipped with the skill, knowledge
and competencies to undertake current and future tasks
• Encompasses performance and reward management
processes, ensures how these are applied and interpreted
that enables and encourages learning and development to
take place
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Strategic HRD, contd…
• HRD will take place irrespective of whether there is
deliberate intention to facilitate it
• Individuals learn by virtue of the experiences they
undergo, called accidental learning/tacit knowledge
• With a focus on enabling employees to be more
customer responsive, team oriented, creative,
innovative, business focused and strategically aware
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Range of HRD Strategies
• Level One: No systematic HRD – total reliance on
natural, laissez-faire processes of HRD
• Level Two: Isolated tactical HRD – in response to
problems, crises or sporadically identified problems
• Level Three: Integrated and coordinated structural
and development tactics - with respect to career
management and assisted learning that have a direct
impact on the individual
• Level Four: A HRD strategy to implement corporate
policy – implementing policies through HR planning,
providing a strategic direction, career management and
learning, education and training
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Range of HRD Strategies, contd…
• Level Five: HRD strategy inputs to corporate policy
formation – with respect to human assets, strengths,
weaknesses and potential foe forecasting
• Level Six: Strategic development of the management
of corporate policy
• Level Seven: Strategic leverage of learning &
development processes to enhance the core
competencies of the organization
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Strategic HRD & Training
Training regarded as a subset of HRD and consisting of:
• Training on the job
• Planned organizational experience
• In house courses
• Planned experiences outside the organization
• External courses
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Strategic HRD & Training
Some conditions to Training & Development:
• Alignment with organization objectives
• Senior management support
• Involvement of line managers
• Quality of program design & delivery
• Motivation of trainees
• Integration with HRM policy
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Thank you !
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Case Studies?
• Restating important facts
• Drawing inferences from the facts
• Stating the problem
• Developing alternate solutions and then stating the
consequences of each
• Determining and supporting a course of action
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