The Function of the HR Profession as a Trainer or Developer - Essay Example

HR training and development affiliation HR training and development Training is an act aimed at equipping a person with skills that fit a job description. Training may also be regarded as learning. However, when regarding it as learning, the involvement of a mentor should be included. In an argument by Okpara & Wynn (2008) training involves enabling a person to acquire skills that are specific to the duties that are intended to be given to them. The authors further point out that, training mostly includes learning on approaches to tackle a particular problem or requirement (Okpara & Wynn, 2008). In organizations, training is used to familiarize employees with the organizational culture. In addition, in this case training is mainly done to expose the employees to job requirements. Development refers to the ability to enable one perfect the skills they possess. In organizations, development is used to increase the effectiveness of human resources. In addition, HR professions are responsible for career development of employees. Ulrich et.al (2012) say that this can be achieved through the provision of tools and resources aimed increasing the involvement of an employee in certain activities. Additionally, all employees require career development strategies aimed at improving their expertise in their professional field. In general development can be referred to as improvement of an employee’s professional abilities. Development can also be efficiently achieved through learning. This paper analyzes the function of the HR profession as a trainer or developer. In addition, the paper will analyze the suitability of the requirements to create an exceptional training and development programs. The connection between training and development For a HR profession to put in place functional development and training frameworks, they should realize the relation between the two vices. In an argument by Vyas (2009)development includes training of human resources to fit a particular job description of their professional alignment. This can also be perceived as development. Career development in organizations is mainly done through training. From this argument, one may assert that training is the main requirements of development and a HR developer should merge the two requirements. Requirements and principles of an effective HR Developer The main requirement of a HR developer is to create a development framework that suits the need of both the organization and the employees. In an argument by Petrescu & Simmons (2008), the organization should also provide specificationsto the developer on the nature of required development frameworks. Vyas (2009)also argues that the relationship between the organization and the developer should be based on acquiring the objectives on the business practices. However, the relationship of HR developer and human resources should be based on increasing the employee’s professional abilities and competency. For this reason, the developer or trainer is required to merge the requirements of both the organization to create an effective framework that appeals to both parties. The effectiveness of practices by the HR developer is based on its performance as the organization’s initiative as well as an independent human resource improvement tool (Ladyshewsky, 2010). The first principle of a development framework is that it should be objectivized. For instance, an organization may require improving its performance by increasing their technology level in the organization. This may include the introduction of modernized computers and a more complex computerized system. This is unknown to employees. For employees to be part of the transition, they require training. The HR developer should seek professional help for the human resources. However, the training should be done as required by the organization, but the HR developer has to ensure they develop the expertise of the human resources (Petrescu & Simmons, 2008). The development framework should be inclusive of measurement of its success. The measurement of the success of the framework is efficiently done by analyzing employee and organization performance. In an argument by Ladyshewsky (2010) human resources tend to perform exemplary is exposed to training and preferred by their organization. If the training and development frameworksare effective, employees should reflect the same result in their performance. With employee improvement, an organization also sets to improve its performance. For this reason, a HR developer should put in place mechanisms that measure the effectiveness of employees in their field of expertise. The measurement technique should include the comparison of previous and current performance of employees. It is also required from a HR developer, to shape the direction of the human resources as preferred by the organization. For instance, the organization may require of human resources to be knowledgeable on the use of modernized computers. An organization may need this requirement in order create a transition plan for the organization. In this case, the HR developer should ensure all employees in the organization is able to understand the use of the intended technology to be effected in an organization. In an argument by Vyas (2009) this requirement can also be described as the HR developer’s job description. Functions to be achieved by the competency level of the HR developer The HR developer’s and tools they have created have numerous functions in an organizational setting. In an argument by Vanhala & Ahteela (2011) the functions are perceived as requirements due the assumption that the change effected on human resources is necessary in the quest of attaining an organization’s objectives. For instance, an organization may hire human resources with no profession experience. At the same time, the organization may have an objective of attaining maximum output from human resources at the end of a financial year. This objective may not be attained if the human resources do not receivetraining and development to fit their professional position efficiently. The HR developer should put in place training programs that are timed and objectivized. Additionally, the functions of the HR developer also include of the creation of employees who are more versatile. This refers to the ability of an employee to fit in a particular position as a supplement to their profession position. Nguyen &Buyens (2008) point out that, an employee effectively trained and developed should be able to fit in any position as an added responsibility. This human resource characteristic is important. This is because an organization may be required to make organizational changes at a point in a financial year. For instance, due to harshening economic conditions, a business entity may decide to cut down on its expenditure by reducing the number of human resources. The vacated positions should be able to be filled comfortably by retained employees. This function of the HR developer defines their competency level. In an argument by Grossberg (2012) as a HR developer, one is required to equip human resources with skills and expertise above their professional positions. This would also develop their profession abilitiessignificantly. Another function of the HR developer is to develop the expertise of existing human resources. Already existing employees are an advantage considering since they are well accustomed to the organization culture and requirements. From this knowledge, a trainer is required to create more working frameworks that enhance their professional importance in the organization. Additional working framework may include (Carlopio & Andrewartha, 2012): i. Team building This refers to the ability of human resources to work in functional teams. In an argument by Ulrich et.al (2012) this employee characteristic is nota natural feature. For this reason, a HR developer should put in place strategies that are aimed at selecting a team that fits the professional description of the employees. Additionally, to make the teams more efficient a trainer should incorporate team building activities as a training tool to enhance understanding between team members. The selection of team members should also be strategic to allow for personal development through exposure to more talented team members. ii. Virtual teams This refers to the creation of teams with minimal physical interaction but efficient in project completion. Virtual teams rely on the use of technology to communicate, interact and share information. Virtual teams save time as well as increase the scope of their research abilities. A HR developer should enhance exceptional virtual teams through training and developing their expertise on the use technology (Vanhala & Ahteela, 2011). iii. Cross training This refers to the abilities of employees to fit in a functional team in an organization. This is done by enabling them to possess diverse skills in different organizational departments. Conclusion From the paper, it is an obvious assumption that the role of the HR developer is developed to suit both human resources and the organization. For this reason, the measurement of their competency leek is done by analyzing both employee and organizational performance. From the text, the principles and functions required from HR developers and trainers provide knowledge on the importance of the position. In addition, the functions and principles can measure the effectiveness of the trainer orthe developer in the organizational setting. Conclusively, the role of the HR developer is an important inclusion in the success of both the organization and the human resources. References Carlopio. J & Andrewartha, G. (2012). Developing Management Skills: A comprehensive guide for leaders. New York: Pearson/Prentice Hall. Grossberg, A. 2012.How to manage the new HR realities.Strategy & Leadership, 40, (6): 11-13. Ladyshewsky, R. 2010. The manager as coach as a driver of organizational development.Leadership & Organization Development Journal, 31, (4): 292-306. Nguyen, T. &Buyens, D. 2008.Training organizational strategy and firm performance.The Business Review, Cambridge, 11, (2): 176-183. Okpara, J. &Wynn, P. 2008. “Human Resource Management Practices in a Transition Economy”, Management Research News, 31, (1): 57-76. Petrescu, A. & Simmons, R. 2008. “Human resource management practices and workers job satisfaction”, International Journal of Manpower, 29, (7): 651-667. Ulrich, D., Younger, J., Brockbank, W. & Ulrich, M. 2012.HR talent and the new HR competencies.Strategic HR Review, 11, (4): 217-222. Vanhala, M. &Ahteela, R. 2011. “The effect of HRM practices on impersonal organizational trust”, Management Research Review, 34, (8): 869-888. Vyas, S. 2009. “Employee Involvement –Key of Success in Change Management”, HRM Review, ICFAI University Press, Hyderabad, 9, (6): 46-51. Read More