Principles of Human Resource Development for IBC - Case Study Example

Principles of Human Resource Development for IBC

Institutions and organisations today understand that the importance of learning how to develop and sustain high performance within is a target that can push a company to the highest level of growth possible. It is possible in the modern world to prepare a change that allows for better and greater attention needed to boost the way an organisation operates because the protection of the system emanates from making the system develop its goals within the accredited methods. By working on the problems affecting the human resources, it becomes easier to think about developing skills and competencies. A large percentage of companies both in the private and public sector understand that this is a strong position the company should engage in, and that allows them to set aside money to cater for such expenses. HRD (human resource development) issues affect the company widely, and that makes it difficult to associate growth based on the changes that are needed to access the ability to gain from working with such resources. The development process allows the HR manager to enhance the capacity the employees have when it comes to dealing with new developments in their line of duty. HRD is an important part of employee growth as it provides them with opportunities to improve their performance, productivity, and competence.

Definition

Many writers have different ways of examining the changes taking place within the country. It is possible to define HRD based on the functions as well as the benefits that come with its application of the purpose of this report; the definition will be based on what Swanson and Holton III postulate. They define it as the process that involves the development and unleashing of the needed expertise amongst the individuals present as a way of improving the employees, improves the work process, creates teamwork, and enhances the organisational system (Swanson and Holton III 2001: 4). Others use the terms training and development while others consider this based on the needed management and leadership development elements. All these are correct because HRD requires an understanding of the processes taking place within the organisation and then making sure that the company has policies that reflect on the needed systems with the intent of developing new strategies. When one describes it as a process, it creates an easy understanding of the needed changes attained by meeting the desired outcomes (Werner & DeSimone 2011: 240). The importance of improvement makes the system an important thing to work on and that is a strict version that allows for the required development of the improvement process taking place. In making this a priority, HRD requires the input of all stakeholders so that the system can be ascertained and improved.

Functions and Importance

As a process, human beings run HRD. The implication is that they must be resourceful enough and play a vital role in establishing the basis of such developments. The goal, in such a case, is based on the ability to refrain from making any changes as defined by the career attributes concerned with such attributes (Babu 2013: 315). The role of HRD is to ensure that the process is productive. The success of the humans is important, and the integral access of such developments is imperative when choosing the right system to apply in the system. As that takes place, it becomes possible to understand how training can be done, and the best way the successes intended can be achieved (Kaushik 2012: 25). To meet the demands of HRD, two main avenues can be used. These will be important in determining how an organisation can gain or lose its human resources. One way is by individual and organisational learning. This means that the employees will be expected to make the needed changes.

The organisation will be important in making the changes that will be based on the way such attributes are done. The goal is to boost the learning processes that will make the needed changes. The important thing is to unleash the expertise needed to improve on the expertise as well as ensure that the organisation has something to offer (Dirani 2012: 160). The goal of any institution is to remain favourable in front of its clients. The problem, however, is that the process of being valuable varies to many people. The definition of the HRD processes allows the management to understand that anything can be used to make sure that everything happens as desired. The second thing is by the use of the individual and organisational performances (Ellinger & Ellinger 2014: 120). In such incidences, the only way of working on the success of the institution is by maximising on the broad domains of learning that embrace the needed improvement as well as capitalise on the system of performance. The employees must be ready to conform to the behavioural settings within the system as part of the organisational system that allows for easier delivery of the necessary system. The process is based on a strong perspective that will attend to the issues at hand (Werner & DeSimone 2011: 242).

Benefits of HRD

Before working on the changes, it is important to understand that the process has its vicissitudes. It is critical that the management takes into consideration the gains and also be aware of the limitations that could arise from such (Werner & DeSimone 2011: 245). Transformative leaders will be ready to provide their employees with the right information to assist in creating a new standard of examining changes within the system. As this happens, it is possible that the organisation will be easily assessed based the gains made (Kaushik 2012: 26). The HRD process creates a supporting plan that allows the organisation to meet its mission. The goal is to understand that the organisation has its mission and goals, an attribute that allows the employees to make increased capacity of the issues at hand and that will be based on the required goals (Wickramasinghe 2012: 840).

As a part of the process, the increased capacity allows the company to make good use of its personnel to meet the demands of the workplace. As a part of the process, it is critical that the link is created to enhance the mission, and each employee understand that the responsibility of making the organisation better is an individual task (Dirani 2012: 163). There is a possibility of creating more equity between the level of responsibility and the compensation given with the aim of achieving the needed goals this means that the efficacy of each employee will determine the compensation given as well as the best way of providing the self-assessment procedure (Choubisa 2013: 203). This will serve as a basis to encourage them to make better choices in the process. As that happens, it becomes clear that the organisation has a big role to play as the society takes its time to manoeuvre through the issues at hand (Feroz 2014: 220).

When a company works on its strategic development, it provides a good means of improving its performance this leads to better efficacy and increased chances of developing the best skills that can be utilised in any environment. The best change is based on the knowledge and skills that emanate from making the right move within the society (Dirani 2012: 172). Furthermore, it is a good way of saving costs and being more productivity based on the resources at hand. This will generate the needed attention and create a perspective that will enhance training and improve the way everyone becomes responsible (Andersson 2012: 580). It is also very easy to manage change if people can accept to meet such demands within the workplace. With such changes expected, companies know that they must access the needed changes as part of delivering the needed commitment for the sake of making the important strategic changes (Werner & DeSimone 2011: 248).

Limitations

HRD is a new concept that is still taking shape across the world. Companies have yet to utilise all its ideals and make the right choices regarding what works for them and what does not. The important thing is to appreciate the fact that system in place is already enshrined in the minds of many people, yet the society has a way of making use of what it is used to (Dirani 2012: 166). With such little influence from many of the leading companies, it is impossible to provide the needed changes that allow for the development of the needed human resource changes that work on delivering the best possible working plan. The development of the strategies requires time, a limitation many companies face today. Though it has many merits, it is yet to be accredited based on proven systems in place (Ellinger & Ellinger 2014: 126).

Being a new concept, the lacking support from the top management is an issue of great concern (Jaiswal, Gupta & Singh 2014: 230). This issue affects the way the HRM department handles its policies the frameworks in place cannot be optimised if the HR manager does not have the full backing of the top managers. They are responsible for the provision of the finances and drive the change process (Purohit 2015: 90). If they are not willing to support, it becomes difficult trying something new. It will be hard to sell the same concept to the employees, as they do not see the productivity anticipated in such a case.

In some cases, there is the problem of improper actualisation (Werner & DeSimone 2011: 252). The HRM department has been tasked with the assessment of the training and development programs required in an organisation (Rajasekar & Khan 2013: 50). In some cases, the employers do not have the right policies of frameworks as required in mentoring employees to change their views regarding participation and their individual learning. If the employees cannot make good use of their learning capabilities, the organisation cannot force them programs to this effect will fail (Dirani 2012: 168).

Sometimes, the HRM department fails to provide the requisite training programs that are important in enhancing the lives of the people in question. The role of developing such strategies is to gain a better way of dealing with career planning goals each employee has (Kaushik 2012: 26). The HR manager must be ready with the answers to their questions because that will provide the expected results while at the same time providing the needed results that will assist in the implementation of the human resource details that emanate from making such follow-ups in the process (Aggarwal 2015: 44).

HRM managers are also accused of providing inadequate information and that makes it difficult to develop anything formidable (Rao2014: 670). Training programs need to be outlined clearly as a way of developing the needed changes as well as address the programs that are imperative to design the changes that will assist in developing the changes within the system (Dirani 2012: 169). It allows the organisation to have a strong belief created as a boost to the implementation of the desired policies. Such frameworks are critical in addressing the management of every program in place.

In conclusion, the right and wrong way of handling HRD is not as evident as many, would think. Its benefits are many and the companies can gain a lot if they study it. If the provided attention is enough, the employees will grow their skills in a way that appreciates the results and restores the implementation program required to develop a good training session. Developing skills, talents, and competencies grows the company in many dimensions.