The Emergence of Strategic Training and Development

 



The degree to which an organization's human resource development activities succeed in differentiating staff competencies from rivals improves learning transfer among divisions and contributes to competitive advantage (Bartlett and Ghoshal, 1992). To improve organizational performance and effectiveness, strategic human resource development has become an important aspect of human resource management. Human resource development is an important aspect of workforce planning operations that is linked to increased efficiency, product development, market share, and revenue (Koch and McGrath, 1996).

Traditional human resource development practices are insufficient to address the changing needs of today's businesses. There is a strong need to switch from offering a limited set of technical skills to acquiring competencies in a growing number of areas. The ideal way to understand strategic human resource development is as a contingency approach. Much of the literature on strategic human resource management includes models that integrate competitive and human resource strategy (Horwitz, 1999).

Strategic human resource development necessitates a more holistic approach than typical human resource development, going beyond human resource development specialists to include all stakeholders in the organization (Gerber, Nel and Van Dyk, 1997). Supervisors and, occasionally, union or employee representatives are among them. In South Africa, for example, regulation mandates that members of a workplace forum be fully consulted on employee development and constructive action plans. In certain regions, statutory authorities accredit training and development programs (Horwitz, 1999).

Product market, technological, corporate, and work process transformation implications drive the strategic component of human resource development, which envisions new work processes. These consequences are competitive pressure reactions. Multi-skilled, self-directed work teams have a tendency to dissect traditional career and promotion ladders by breaking down limiting job descriptions (Cappelli et al., 1997). Delegating authority and responsibility to lower-level personnel may be essential to improving product and service quality. Human resource development faces new consequences as a result of integrated systemic changes in organizational design, including lagging structures and flexibility in work practices, such as task/function flexibility and multi-skills (Horwitz, 1999).

Although there is some evidence that human resource issues such as training and development are taken into account during the implementation stages of strategic decision-making, human resource development engagement in corporate strategic planning is often inadequate (Purcell and Ahlstrand, 1995). Learning transfer, newfound knowledge and the concept of intellectual capital become just as important for competitive success in a global economy as responsiveness to local conditions. As a result, strategic human resource development has an impact on firm policies and procedures aimed at gaining a competitive advantage in domestic or international markets, or both.

Due to contingencies and situational variability, significant research and development work is required to investigate what types of training delivery modalities and competency standards affect performance gains such as service excellence in a more cause-and-effect manner. Diversifying the workforce at all levels boosts innovation and creativity but more research is needed. Clearly, there is still a lot of compelling work ahead of human resource development if it is to play a meaningful value-added function in enhancing organizational effectiveness and play a significant role in strategy development (Horwitz, 1999).


References


Bartlett, C. and Ghoshal, S., 1992. What is a global manager? , Harvard Business Review , pp. 124-32.

Cappelli, P., Bassi, L., Katz, H., Knoke, D., Oster-man, P. and Useem, R., 1997. Change at Work. Washington: National Policy Association, pp.16-18.

Gerber, P., Nel, P. and Van Dyk, P., 1997. Human Resources Management. 4th ed. Johannesburg: Thomson Publishing, pp.449-50.

Horwitz, F., 1999. The emergence of strategic training and development: the current state of play. Journal of European Industrial Training, 23(4/5), pp.180-190.

Koch, M. and McGrath, R., 1996. Improving labour productivity. Strategic Management Journal, 17(5), pp.335-354.

Purcell, J. and Ahlstrand, B., 1995. Human Resource Management in the Multi-divisional Company. Oxford: Oxford University Press, pp.56-61.

Comments

  1. maduwanthisilva.blogspot.comMay 2, 2022 at 10:04 PM

    To gain and retain the top talent with the business organisation, training and development has become essential. The training and development process can boost the employee's engagement, job satisfaction, morale as well as improvement of organisation's profitability and productivity. Researchers had found that 93% of employees will stay with the company when there are career development opportunities. Retain Employees, create future leaders, empower employees, build workplace relationships are some of other benefits gained from effective training and development programme. (Ottawa university, 2021)

    ReplyDelete
  2. sampathJMay 3, 2022 at 10:16 PM

    Evaluates how HRD needs which arise from different business strategies will depend on, among other things, the purpose and structure of the strategies involved. Considers the motivation for strategic HRD, expenditure and responsibility. A strategic approach to training and development necessitates increased theoretical rigor, more rigorous evaluation of effectiveness, and resolution of responsibility for training.

    ReplyDelete
  3. Chathura PereraMay 4, 2022 at 10:25 AM

    People are the most important resources of the organization and the organizations should invest in their employees through strategic training and development to sustain competitive advantage and achieve their strategic goals and objectives (Berkley and Kaplan, 2019).

    ReplyDelete

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