Human Resource Development in the United Kingdom - Article Example

Human Resource Development in UK Inserts His/Her Inserts Grade Inserts (17, 02, 2009) TABLE OF CONTENTS 1. Introduction…………………………………………………………………………….. 2. HRD at the environmental level………………………………………………………... 3. HRD and the organization.…………………………………………………………….. 4. The learning organization....…………………………………………………………… 5. Development programmes......…...…………………………………………………….. 6. Induction…………………….…………………………………………………………. 7. Star performers………………....……………………………………………………… 8. Empowerment and HRD.........………..…………………..…………………………… 9. Management and professional education.……………………………………………... 10. Training methods.........………..…………………..…………………………………… 11. Leadership development.........………..…………………..…………………………… Human Resource Development in UK Introduction According to the business specialists the industrialized states should move away from low-technology products which give poor profits but can be produced cheaply in low wage countries. Similarly, there are developing countries who wish to obtain the position of the advanced countries and they should gain the ability for producing complicated products and services. In order to produce high-technology products it is necessary to perform long term research along with expensive and complex production equipment. But the most important input remains skilled human resources that is capable enough to perform efficiently in such an environment. It is necessary for the professional stage to have skilled people with the required talent. It can be made possible to obtain such skill by buying them from outside the organization; that is, recruitment. However, it is also possible to achieve this by training and developing the present employees. Human Resource Development (HRD) is a planned approach that is used in order to invest in human capital. The reason that HRD is important is that one of the most essential factors for the development of a successful industry in the UK happens to the investment is skills. It draws on other human resource processes, for example resourcing and performance evaluation, so that the real and probable talent can be recognized. HRD presents a structure for self-development, training courses and career progression so that an organization’s future skill requirements can be met with. HRD at the environmental level In order to respond to restriction against the job market, there should be human capital development in the form of education and skills training. It is possible that some skills are scarce even when there is high employment. Newswire Today reports that in 2007 a report was issued by the British Chambers of Commerce (BCC) entitled “UK Skills: Making the Grade”. This report was based on a survey of over 300 employers. According to this report, 55% of the employers who were evaluated are finding it more difficult to employ skilled workers now as compared to five years ago. In order to deal with this problem, in the same year the UK Government announced a major expansion in skills investment for England of over £11 billion for each of the next three years. Total spending on learning and skills is likely to increase to £12.3 billion a year by 2010/11. This compares with the £6.5 billion spent in 2001/02 (Department for Innovation, Universities & Skills, n.d.). A lot of disparity is present education and training levels of different countries. For example, in Germany they consider technology and production as high status activities. For them to succeed in such areas they have to have a high level of technical training. Thus, German businesses feel greater importance to technical advantage than, say, those in the UK. In the UK not only technology is important but other areas as well, even the ones unconnected to the engineering and technical side. One example can be the Film Industry. It is only recently that the Film Industry has been credited but nonetheless, it is fact that the UK has tried to make it successful. For this, the Film Industry Training Board has been set up. The aim of the board is to improve skills development in the UK film industry. This is only the first industrial training board that has been set up in around 20 years. Industry Training Boards are constitutional organizations that were set up under the Industrial Training Act 1982. The role of the Film Industry Training Board will be to manage the delivery and procedure of the Skills Investment Fund (SIF). The SIF is at present a voluntary training levy for the Film Industry. However, it will become compulsory by the end of 2008. HRD and the organization The results of technological innovations, the increasing globalisation and the ever-increasing competition have been such that the organizations have had to alter their people processes along with the systems. This has to be taken place if the organization wants to adapt to the changing environment market instability. As it is the human capital that is used to succeed in the ever changing world, it is very essential. It plays a very important role because it is used to transform organizations as well as the national economies. Therefore, the organizations have started accepting the fact that human resource development is an important and necessary part of business planning. However, this creates challenges for the job of the practitioners of HRD. It is required to build managerial ability, an information market and to help organizational transformations. For this, HRD professionals are required who would have to encourage original and diverse HRD realities in order to guarantee its integration. That would help in strengthening its future. Recently there has been a change in the organizational priorities in the UK. Now instead of piecemeal training activities more importance is attached to systemic HRD. Competitive advantage can be achieved from the development of an organization’s human capital. This development happens to be a learning experience for individual employees as well as for the organization as a whole. For a period of time this learning experience was summarized within a specific model of training. The methodical training model inundated organizations to such an extent as to be recognized as the received wisdom. This depended on a series of reasonable steps which usually involve the following: a training policy a method for identifying training needs the formulation of training objectives the development of a training plan the implementation of a planned training programme validation, evaluation and review of training The learning organization An organization that is properly involved with knowledgeable achievement and skill development is the learning organization. These three factors are the ultimate extension of learning on the job. The characteristics of a learning organization include: Learning approaches to strategy Participative policy making Informating Formative accounting and control Internal exchange Reward flexibility Enabling structures Boundary workers as environmental scanners Inter-company working Learning climate Self-development for all Development programmes The basic principle of HRD is that it goes further than simple training. The organizational and personal decision-making lead to orderly and planned HRD programmes. HRD is supposed to be part of a planned process in which: Competences are identified by a performance management system These are matched with needs specified by the human resource strategy The development programme addresses the gaps Within an HRD programme, training is linked to planned development instead of being a separate activity independent of the organization’s objectives. HRD programmes use a combination of controlled models of experience along with formal training. Induction Development begins with efficient introduction of new employees. It is the period of training which starts directly after recruitment. Although induction programmes are meant to help employees in adjusting to their job and its features, in reality just a few employees are actually shown this treatment. Therefore, they feel helpless. It is considered as a test of competence and can be a valuable growth experience, but there is a risk of the individuals leaving the organization. According to a recent research conducted for the online learning specialist SkillSoft, 63% of the 3000 employees surveyed feel they could be doing better in their career. However, many workers say that they get no support in training and career development area and bosses fail to encourage their potential. The managing director of SkillSoft, Kevin Young says: ‘Just consider the productivity gains that could be achieved if UK businesses stepped up their commitment to developing their employees skills.’ (HRM Guide, 2005). Star performers There is an international want for talented staff. It an important benefit to the organization if they are able to employ, improve and keep them. Development programmes should offer such individuals with the following: A sense of mission. This provides the employees with a more fulfilling cause than just money and security A managerial organization that encourages instead of stifling creativity A performance management scheme that recognizes and rewards individuals with potential. This will give them the chance to build up their skills through challenging work A comprehensible assertion that there is an association between strategic objectives and the wish of talented people to excel Empowerment and HRD A very suitable idea in the situation of HRD is that of empowerment. Empowerment has certain important suggestions for the career make-ups and work performance of employees. As an agreement the employees should admit the fact that career opportunities have reduced. In this situation HRD wishes to build flexible people who can achieve rewards from existing jobs. Management and professional education Several development programmes involve recognised business education which includes diplomas, business degrees and most importantly, the Master’s in Business Administration (MBA). Training methods The training and experiential process makes up the development programmes. Training methods are typically categorised in two sections: On-the-job training which include demonstrations of equipment and procedures, instruction manuals and PC-based training packages Off-the-job training which consist of group briefings, projects and formal courses Leadership development It is not easy to develop people to achieve the required qualities of leadership. The proper methods of training and leadership are subject to argument. At the same time, leadership training is a productive area for training consultants and management experts have been prepared to supply packaged methods. Bibliography Bramham, J. 1994. Human Resource Planning. 2nd ed. New York: Hyperion Books. Department for Innovation, Universities & Skills. (n.d.). Ambitious plan to help boost nation’s job prospects. [Online]. Available at: http://www.dius.gov.uk/press/16-11-07.html [Accessed 17 February, 2009]. Goss, D. 1997. Human Resource Management: The Basics. 1st ed. London: International Thomson Business Press. HRM Guide. 2005. June. Learning survey. [Online]. Available at: http://www.hrmguide.co.uk/hrd/david-brent-effect.htm [Accessed 17 February, 2009]. Newswire Today. 2008, October. [Online]. Available at: http://www.newswiretoday.com/news/41678/ [Accessed 17 February, 2009]. Read More