human resource development

Examples of human resource development in the following topics:

• Employee Development

  • A core function of human resource management is development—training efforts to improve personal, group, or organizational effectiveness.
  • Human resource development consists of training, organization, and career-development efforts to improve individual, group, and organizational effectiveness.
  • Senior management invests in employees in a top-down manner, hoping to develop talent internally to reduce turnover, increase efficiency, and acquire human resource value.
  • Human resource professionals should focus on aligning the interests of every stakeholder in the development process to capture mutual value.
  • Describe the basic premises behind the development process, as conducted by human resource management professionals

• Managerial Assumption: McGregor

  • He wrote a book in 1960 called The Human Side of Management, which suggested motivating employees through authoritative direction and employee self-control.
  • McGregor thinks that Theory Y managers are more likely than Theory X managers to develop the climate of trust with employees that is required for human-resource development.
  • This type of human-resource development is much more similar to the behavioral management theories of Maslow's self-actualization and the Hawthorne studies than any of the classical theories of management.
  • Theories X and Y relate to Maslow's hierarchy of needs in that they see human behavior and motivation as the main priority in maximizing output in the workplace.
  • In management, just as everywhere else, it is difficult to effect social change in the face of human nature, even when the benefits are established.

• Employee Career-Path Management

  • Career-path management requires human resource management to actively manage employee skills in pursuit of successful professional careers.
  • Human resource development (HRD) is the central framework for the way in which a company leverages an effective human resources department to empower employees with the skills for current and future success.
  • The responsibility of the human resources department in regard to employee development primarily pertains to varying forms of training, educational initiatives, performance evaluation, and management development.
  • This is achieved through two specific human resource objectives: training and development (TD) and organizational development (OD).
  • Organizational development must be balanced during this process, ensuring that the company itself is leveraging these evolving human resources to maximum efficiency.

• Human Resource Planning

  • Human resource planning is a process that identifies current and future human resource needs for an organization, based on the goals and objectives set by upper management.
  • Human resource planning serves as a link between human resource management and the overall strategic plan of an organization.
  • If the available people lack necessary competencies, the organization plans how it will develop them.
  • It is a constantly evolving planning process for human resource professionals.
  • Express the way in which planning, evaluation and improvement can create competency relative to developing human resources

• Employee Promotions

  • Prior to promoting someone, the human resources department of an organization must ascertain whether the employee in question can manage the increase in responsibilities that accompanies the new role.
  • Human resources can manage internal promotional opportunities and benefits to increase employee engagement.
  • It is critical for human resources professionals to understand and describe why a given promotion is occurring, justifying it both quantitatively and qualitatively.
  • Evaluate human resources' role in creating promotion opportunities to motivate employees and develop upwards mobility within an organization

• Financial Rewards for Managers

  • Career success and fulfillment hinge on effective human-resource management and empowering employees with the necessary tools and skills.
  • From a human-resources framework, managers are largely responsible for the well-being of their employees in regards to providing opportunities for career development and personal fulfillment.
  • When assigning tasks, managers must keep career success and development in mind.
  • These are important developmental tools companies can use to obtain the highest possible value from their human resource investments.
  • Describe how managers and human resource professionals can effectively empower employees to achieve success and fulfillment

• Interpersonal Skills of Successful Managers

  • A manager must be both analytical and personable when it comes to managing time, resources, and personnel.
  • The development of human skills—which could be perceived as a combination of social, interpersonal, and leadership skills—is central to the success of a manager.
  • Management characterizes the process of leading and directing all or part of an organization, often a business, through the deployment and manipulation of resources (human, financial, material, intellectual or intangible).
  • A manager is simply manipulating resources to achieve a given objective, while a leader appeals to the human side of employees to generate creativity and motivation.
  • Creating a healthy environment conducive to development, criticism, and higher degrees of achievement simply requires strong human skills, particularly in the realm of communication.

• Building a Diverse Workforce

  • Therefore, it is a top priority for multinational corporations to develop a strong intercultural competence in their management and apply this competence to the human resource framework.
  • When defining the roles and responsibilities of a given position in the company, a human resources department must actively consider what they mean for the individual filling that position.
  • Following the process involved in identifying talent, the managers and human resource representatives are then tasked with training various new hires from a number of different backgrounds and cultural predispositions.
  • Finally, retaining diverse employees is critical to the success of an international human resource department.
  • Keeping this human resources framework in mind for constructing a multicultural workplace is a critical element to the success of businesses in a rapidly globalizing market.

• The Mission of Human Resource Management

  • Human resource management's mission is to coordinate people within an organization to achieve the organization's goals.
  • Human resource management (HRM) is the coordination of an organization's people to achieve specific business objectives, fulfill staffing needs, and maintain employee satisfaction.
  • HR professionals emphasize the quantitative, calculative, and strategic aspects of managing the human resource in a systematic way.
  • HR then onboards new hires and oversees their training and development during their tenure with the organization.
  • Demonstrate the mission of human resource management, in both the broader organizational perspective and the narrower individual one

• Employee Benefits Management

  • Human resources (HR) has a wide range of responsibilities, including hiring, training, assessment, and compensation across the company.
  • Human resources contribute to the overall employee experience across the span of an employee's time with the company.
  • In most developed nations there are laws that govern benefits and agencies to enforce them.
  • Human resources departments carry out many services, including data management, service efficiency, and employee services.
  • Break down employee reimbursement to describe a variety of direct and indirect benefits captured by the employee from human resource management