Human

Resource
Development
Presented by: Marcus Gabriel N. Liboro
The Difference Between HRD and HRM
There are differences between HRD and human resource management (HRM). HRD represents the learning and
development orientation of both the individual and the organization, whereas HRM represents the remaining
constructs such as management, planning, and compensation, as follows:

• Human Resource Development (HRD)

1. Individual development (often called “training and development”)
2. Career development
3. Performance management
4. Organizational development (referred to as the “components of HRD”)
• Human resource management (HRM)
1. Organization/job design
2. Human resource planning
3. Selection and staffing
4. Human resource information systems
5. Compensation/benefits
6. Employee assistance
7. Union/labor relations
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Critical Components of HRD
HRD encompasses four fundamental areas: career development (professional),
individual development (personal), performance management, and
organizational development. These represent the focus of HRD initiatives and
serve as the microelements of HRD. From organization to organization, the
importance of each component varies according to the complexity of the
operation, the criticality of human resources to organizational efficiency, and
the organization’s commitment to improving human resource potential. The
components of HRD are results and focus. Results are measured in the short-
term, generally from 1 day to 1 year, or the long-term, beyond 1 year, while the
focus of HRD is either on the individual employee or the organization.

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Critical Components of HRD
CAREER DEVELOPMENT
By providing employees with a continuous developmental approach to reaching ever-
increasing levels of competency, career development is more long-term than
individual development and much more complex. Career development significantly
impacts organizational efficiency. As the individual grows and develops, so does the
organization. Career development provides the analysis necessary to identify the
specific interests, values, competencies, activities, and assignments needed to
develop skills for future jobs (development). Both organizational and individual
activities are involved. Organizational activities include job-posting systems,
mentoring practices, career resource center development and maintenance, using
managers as career counselors, providing career development workshops and
seminars, human resource planning, performance appraisals, and career-pathing
programs, while individual activities include career planning, career awareness, and
utilizing career resource centers.

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Critical Components of HRD
INDIVIDUAL DEVELOPMENT
Individual development includes the acquisition, application, and integration of
new knowledge, skills, and/or improved behaviors that result in performance
enhancement and improvement related to one’s current job (training).
Learning activities may involve formal and informal learning engagements,
although learning often occurs through informal, on-the-job training activities.
Individual development is a short term orientation to performance
improvement, involving improved knowledge, skills, or behaviors that affect a
single job or groups of jobs.

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Critical Components of HRD
PERFORMANCE MANAGEMENT
Performance management relies on a systemwide approach to monitor and enhance
organizational performance. Common components of performance management systems
include effective recruiting, training, coaching, evaluation, and compensation. The goal of
performance management is to guarantee that the right individuals have the knowledge,
skills, motivation, and environmental support to do their jobs effectively and efficiently. Thus,
performance management relies on performance, causal, and root cause analysis to identify
current and desired performance. Performance management includes the organization’s
motivation system, work climate, and performance appraisal system. It takes into account
the employees’ competencies and material resources necessary to produce performance
outputs. Quite simply, performance management is a comprehensive tool for identifying
performance breakdowns within an organizational system and appropriate interventions
useful in achieving the desired performance results. Performance management is the
primary component of organizational performance, which relies heavily on human
performance technology as its foundation. Performance improvement and management are
essential to all HRD initiatives.

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Critical Components of HRD
ORGANIZATIONAL DEVELOPMENT
Organizational development (OD) encourages new and creative solutions to
performance problems and inefficiencies by enhancing congruence among the
organization’s culture, structure, processes, mission, policies and procedures,
managerial practices, strategies, and leadership. The ultimate goals of
organizational development are to develop the organization’s self-renewing
capacity and enhance its competitive readiness, which refers to the
organization’s ability to look introspectively and discover its problems and
weaknesses and to direct the resources necessary for improvement. When
confronted with new and ever-challenging circumstances, the organization will
be able to regenerate itself repeatedly. This occurs through collaboration of
organizational members with a change agent (an HRD professional), using
behavioral science theory, research, and technology.

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The Cultural Aspects of Human Resource Development
Understanding culture helps those responsible for HRD to understand
organizational behavior and its elements, which include various levels of
interrelated values and beliefs. Each of these values drives or reacts to the
others in a multitude of circumstances, resulting in norms for acceptable and
unacceptable behavior. A nation’s culture may have the most powerful effect
on how employees perceive training, career, and organizational development
interventions and may serve as a barrier to change efforts. To further
complicate matters, one’s workplace and organizational cultures may provide
counterproductive goals resulting in conflict and ineffectiveness. The challenge,
therefore, lies in the ability to identify the unique characteristics of these
cultures and subcultures in order to maximize an organization’s effectiveness
while managing one’s own ethnocentricity.

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What is Human Resource Development?
• Human Resource Development (HRD) is a framework, designed to serve the
company employees. It helps to develop their personal and organizational
skill-set, abilities, and knowledge criteria. HRD is one of the essential forms of
a system that retains and motivates employees. It used to regain their
enthusiasm towards work while performing at par for the success of the firm.
• HRD framework is essential because it provides necessary training and
support to the employees of the company. The main focus is to enhance the
efficiency for better performance. On the other hand, it aims to develop the
most efficient workforce for the organization to accomplish the targeted goals
while serving the customers.

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The objective of the HRD Framework
The HRD Framework includes the processes and activities to develop and
maintain the skills and competencies of the employee. The core objective is to
ensure the availability of a highly trained and talented set of employees. It will
help to meet future needs. Nowadays, the technical advancements,
improvement in the education system, and economic development in
communication have broadened the scope of human resource capabilities.
Companies are taking benefits from such promotions to train the employees in
a much better way.

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Four Stages of HRD Framework
The Human Resource Development or HRD provides a framework for the
employees of the company to help in the development of their professional
and personal skills. Along with this, it focuses on the career development of the
employee and the organizational development overall. Meanwhile, HRD is one
of the most critical factors a firm practices to enhance the efficiency of the
workforce to become more competitive and profitable. A highly motivated staff
tends to retain for longer as well; therefore, the company follows Four Stages
of HRD Framework, namely:
1. Assessment
2. Design
3. Implementation
4. Evaluation

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HRD Framework Diagram

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Assessment
The Assessment in the HRD Framework involves prioritizing the need, understanding
and examining the performance of the employees, job tasks and organizational
environment. Above all, the need to acknowledge the gap between current
competencies and skills needed for the production of a particular task is to ascertain.
This is the first stage out of four stages of the HRD framework.

Assessment is the first step that requires identifying the specific skill-set requirement
as per the job performance. As a result after understanding the deficiencies, the
prospective employee skill is developed based on measurable knowledge and
performance objectives.

Analyzing or assessing the training need depends upon what the organization expects
from the staff and what it gets. It also discovers to whom should the training is to be
provided, that is whether it be the new employee or the current employee.

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Need Assessment
The organization goals and process of reaching those goals determine through the
Need Assessment. It articulates the gap between current skills in the company and
the skill required for better performance. The difference between employee’s existing
skills and the skills necessary for a successful job completion and the situations when
the HRD can be applied.

A need is defined as either a current deficiency or entirely a new challenge that

demand changes in the organization. Identification of the requirement consists of
evaluating the individual, job tasks, environment and preferences.

Gap Analysis
The Gap Analysis involves comparing the actual performance with the desired
performance. The foremost step is to assess the organizational performance and that
of the workforce of the company. It has two parts, namely; current situation and
desired situation. The difference between these two is the actual gap analysis that
will identify the needs, purpose, and objectives.

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Design
The designing of effective HRD program consists of the integration of business plans and goals of the
firm with the HRD process. It involves designing the HRD program and intervention that includes
training and development methods. After successfully understanding the needs, there comes the
designing of the training program. It involves the training content and the delivery method.
To Sum up, the following are the process of integrating HRD in training the employees:

• Define objective –The objective to implement a training session should be mentioned beforehand.
It is related to the goal of the firm and the skills required to achieve.
• Develop Lesson-plan – The next step involves the development of the lesson plan. It includes a
detailed description of the training course and instructions.
• Develop/Acquire Material – Acquiring or accumulating the training material is the next step of the
HRD program. These materials are related to classroom training or online training etc.
• Select Trainer/Leader – The selection of the right trainer or leader is essential to enhance the skills
of employees. It could be the immediate boss or a professional trainer.
• Selecting Methods and Techniques – The training could be delivered using any method or technique
like a lecture, role play, conference or group discussion or online training technique.
• Schedule the Program/Intervention – The scheduling of the final training program done after the
accumulation of resources. It’s based upon the organizational norms.
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Implementation
The implementation involves the successful delivery of the assessment and
design phase as effective HRD programs or interventions. The plans or
response must be implemented using the most appropriate and reliable
methods. The implementation of HRD program is done by delivering most
appropriate training sessions as per the requirements of the firm and thus
creating a productive learning environment for on-going improvement in the
employees. This way, it enables the workforce to perform efficiently towards
company goals and objectives. In addition to the above two, this also plays an
important role in four stages of HRD framework.

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Methods of Delivering the Training
Once the training needs and goals decided, the implementation of the training program will begin. The purpose
of providing training leads to determining the methods of imparting effective HRD interventions. The content of
the training program is of prime importance. It is supposed to encourage employee engagement and thus to
improve productivity by making them learn new skills or polishing their knowledge. Following are the methods
of the training program:

• On-the-job Training (OJT) - This method leads to the employee to learn the job by actually performing it. The
types of OJT are Job Instruction Training (JIT), Job Rotation, Coaching, and Mentoring.
• Off-the-job Training – This method involves the employee to be shifted away from their place of work to
provide training. Types of Off-the-job Training are Case Study Method, Management Games, Distance
learning, and sponsored higher education courses.
• Apprenticeship Training – This is a combination of classroom training and OJT. It is a structured process to
enhance the skills of an employee with a set of instructions.
• Distance/Internet-Based Training – This is a prevalent type of training method that doesn’t require the trainer
or trainee to meet at one place. This is done through video-conferencing, telephonic training and over the
internet training.
• Simulated Training – This method involves the use of simulator equipment where the employee can feel the
actual environment and work accordingly.
• Computer-Based Training (CBT) – This method leads to training the employee as per his time availability. CBT
can also provide a progress report from time to time for better engagement.
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Evaluation
• Evaluation of the program is the final step of the HRD process and training
sessions. The effectiveness of the HRD intervention measured during this
phase. It is a significant and vital activity, so should be performed carefully.
The attentive evaluation of the employee’s Reaction towards the training
program leads to gather information about the effectiveness of the program.
• The purpose of the evaluation lies upon the identification of the program
meets intended objectives and employee engagement throughout the
session. However, It leads to strengthen the stronger points in the worker and
to overcome the weaker aspects within him. Another purpose is to motivate
employees to work with more enthusiasm. It will gather the information
related to future participants and further improvement in the program.

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How to Evaluate Effectiveness
The effectiveness of the HRD program can be measured by evaluating the skills of the employee before
training, during training and after training sessions. Other than this, there are few points to be considered for
the appropriate evaluation of the HRD program as follows:

1. Select Evaluation Criteria – The evaluation criteria involves the reaction of the participants, noticeable
changes in participants attitude, skills and knowledge, the difference in performance standard of the
participant and at the same time the organizational performance overall.
2. Determine Evaluation Design – Designing the evaluation study is the second and vital step in making an
accurate evaluation of the program. The first method is Time Series Design method that involves a series
of measurements made before and after the HRD program. In addition, The second method is called
Controlled Experimentation method that is the most used and formal method of evaluation. Above all in
this method, a controlled group organized, and data is collected from training and controlled group both
before and after training, and then the review is done accordingly.
3. Conduct Evaluation of Program or Intervention – The evaluation of the HRD program is through measuring
three basic categories. These are the Reaction of the participants by understanding their liking or disliking
about the session. Learning of the participants related to skill development and knowledge after the
meeting. Behavior change is also a noticeable factor. The evaluator should find out how is the employee’s
overall behavior after participating in the training.
4. Interpret Result – The final result of the evaluation based on the objectives and goals set by the
organization. The evaluator interprets whether the outcome matches with the desired effect or not.

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What is Training and Development?
Training and development is an ongoing process where companies help their employees
acquire the knowledge and skills needed to reach their full potential and optimum
performance.
Training employees is about teaching them how to perform a specific task or procedure. It’s
usually focused on short-term gains—enabling employees to become better at their current
job. For example:
• Training employees to use the latest update of your office suite
• Training a new hire to use your billing system
• Introducing the latest digital marketing tools to your marketing department

Development, on the other hand, is about growth and acquiring skills that will be beneficial
in the long term. For example:
• Hosting a boot camp on workplace communication
• Establishing a culture of knowledge sharing
• Starting a mentorship program for rising stars in your sales team
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Benefits of Training and Development
• Improved performance
• Higher job satisfaction and motivation
• Improved loyalty and retention
• Improved engagement
• Smaller skills gap
• Competitive edge
• Innovation
• Efficient knowledge transfer
• Improved company reputation
• Profit growth and cost savings
• Lesser-known benefits

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Types of Employee Training and Development
Orientation A one-time event to welcome a new hire that usually covers topics like
company mission, corporate culture, administrative procedures.

Onboarding Like orientation, onboarding is part of new employee training. The

difference is that onboarding is a series of ongoing lessons or learning
sessions to help a new employee acquire the critical skills they need.
Technical training Technical training is for jobs that require technical skills like data analysis,
programming, etc.

Soft skills training More in the area of employee development, soft skills training helps your
workforce enhance personal attributes like communication, leadership,
emotional intelligence.

Product and services training Used to provide employees with proper product knowledge on the latest
products, services or features your company offers so that they can provide
the right support to customers.
Leadership training The best employees often get promoted to management positions and,
when this happens, they need to be trained in skills like decision-making,
conflict resolution and project management.
Safety training Public-sector employees are often required to take occupational health
and safety training so that the company can stay compliant with industry
standards.
Customer service training Helps employees learn the proper skills and knowledge to ensure that they
can provide an exceptional experience to your customers.
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References
• Gilley, J. W., & Gilley, A. (2006). Human Resource Development. In F. W. English (Ed.), Encyclopedia of
Educational Leadership and Administration (Vol. 1, pp. 479-485). SAGE Reference.
https://link.gale.com/apps/doc/CX3469600293/GVRL?u=unieast&sid=bookmark-GVRL&xid=0135e8da
• https://www.aimmaker.com/four-stages-of-hrd-framework.html
• https://helpjuice.com/blog/employee-training-development

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