The context of human resource

development

Chapter 1
Mankin: Human Resource
Development
 Human Resource Development

Human resource development (HRD)

encompasses a range of organisational
practices that focus on learning: training,
learning and development; workplace learning;
career development and lifelong learning;
organisation development; organisational
knowledge and learning.
 Globalisation

Globalisation is about the creation of a

borderless global economy that allows
unhindered movement of finance, products,
services, information, and people.
 The underpinning principles
of globalisation
Global markets create competition which
ensures better products and services at
better prices.
Economic integration is a prerequisite for
tackling global issues such as poverty.
Promotes the mobility of financial capital
across the globe.
 The impact of globalisation

Changes in:
Deregulation of markets
How organisations are
The dispersal of business
structured
operations through outsourcing
and off-shoring How organisations are
managed
Interconnectedness of markets
(ICT) How organisations conduct
their operations
Cultural homogeneity (Water
1995); de-localisation (Gray, How organisations plan for the
2000) future
HRD implications of developing global
leaders

Formal
Management development programmes that focus on the
development of leadership skills. (T&D).
Educating managers to behave in ethically and socially
responsible ways (T&D).
Identifying and developing less senior managers who
demonstrate potential senior managerial talent (CD).

Informal
Promoting ethical management and leadership as part of daily
activities (Role models).
Informal mentoring and coaching.
 HRD implications of changing
organisational structures

Formal
Managing and/or facilitating culture change programmes (OD).
Management training in change management processes (T&D).
Using multiple communication channels to keep employees
informed (OD).
Educating management about potential reorganisation options
and the implications for the organisation and its workforce of
those options (T&D).

Informal
Keeping departments and employees affected by an impending
merger or acquisition informed about the change using informal
communication channels.
 HRD implications of managing
supplier chains
Formal
Creating and sustaining new forms of organisational structures (OD).
Building global teams that can handle problems of diversity and
distance (OD, T&D).
Training local customer service/call centre staff (T&D).
Training local, indigenous managers in modern management
techniques and behaviours (T&D).
Cross-cultural training for managers: cultural fluency (T&D).
Increasing the cultural competence of employees generally (OD, T&D).
Preparing employees and managers for expatriation (T&D, CD).

Informal
Facilitating the activities of global teams.
Preparing employees and managers for expatriation.
 HRD implications of managing a
diverse workforce
Formal
Diversity education and training programmes. (T&D).
Developing cross-cultural team-working and communication skills.
(T&D, OD).
Training immigrants in technical and customer service skills (T&D).
Re-skilling and re-training of older employees beyond the traditional
retirement age (T&D).
Providing employees with opportunities to improve their basic literacy
and numeracy skills (CD, T&D).

Informal
Promoting cultural sensitivity.
Helping employees to understand how they can learn from team
experiences.
 HRD implications of updating
employee competencies
Formal
Systems for the identification and monitoring of core
competencies and skills (OD).
Training and development programmes to enable employees to
upgrade or learn new competencies and skills (T&D).
The promotion of lifelong learning (CD).
Developing alliances with regional and national institutions (e.g.
Learning Skills Councils in Britain; labour-market partnerships in
the USA) (OD).

Informal
The promotion of lifelong learning and facilitation of informal
workplace learning.
 HRD implications of innovation
and creativity
Formal
Developing a global culture of continuous learning which instils
employees with a spirit of innovation (OD).
Helping employees to unlearn old behaviours and skills and to
learn new ones (T&D, OD).
Creating new ways to work (OD).

Informal
Promoting the role of informal groups and social networks as
sources of innovation and problem solving.
Facilitating the activities of informal groups and social networks.
Helping employees to unlearn old behaviours and skills and to
learn new ones.
 HRD implications of Knowledge
Management systems
Formal
Developing employee competencies in knowledge creation, sharing and
transfer (T&D).
Creating a learning infrastructure that maximises opportunities for
organisational learning and knowledge sharing between organisations
(OD).
Improving employee familiarity with technology-based KM systems
through the utilisation of new technologies to deliver e-learning
programmes around the globe (T&D, OD).

Informal
Facilitating knowledge management processes involving both electronic
and face-to-face interactions.
Identifying and improving opportunities for knowledge creation, sharing
and transfer.
 NHRD and NVET
National human resource development (NHRD) is intended
to provide a coherent set of policies for the social and economic
development of a country. It encompasses a wide range of
concerns including: public health, environmental protection,
diversity, education, and vocational training. The way in which
national HRD is handled varies from country to country.

National vocational and education training (NVET) is

focused on developing a countrys human capital and
represents a strategic response to the long term skills needs of
its indigenous private, public and non-profit sectors.