This report is related to the unit of Human Resource Development (HRD). This report is focused more on the case of Simple Tech in regard to implementation HRD practices within the company. The scope of this report is broad as it would not only highlight main issues that have been faced by the company but also incorporates certain solutions for the given problems. Moreover, this report have two major sections: the first sector is based on the critical analysis of Simple Tech’s approach to HRD and the second sector is emphasised on several changes in association with the company’s existing approach to HRD so that it would permit the company to get maximum out of its approach to Human Resource Development.
2. Critical Analysis of Simple Tech’s Current Approach to Human Resource Development (HRD)
2.1. Company Profile
Simple Tech is famous electronic manufacturing company which has been located in UK’s East Midlands region. The company has employed about 700 individuals and is considered as major employer in the whole region. Moreover, the company is an entirely owned subsidiary of Japanese Multinational Corporation and that is the reason why the company all time must have to conform its corporate procedures and policies to several aspects (Strategic Planning, Implicating Corporate Values and Budgeting) of its parent company.
2.2. Objectives of HRD
It has been inclined to be essential for the organisation to have brief objective in regard to its function of HRD (Gibb, 2011). It intends organisation in the designing of effective instruction and also determined to be useful for development of HRD evaluation framework. Additionally it also direct the learner that what the organization is expecting from him/her to accomplish at the end of HRD intervention. Generally, HRD objectives can be classified into three categories:
a) Cognitive Domain: Objectives which are based on the acquisition of specified knowledge or information (Bloom, 1965). For example: it includes the awareness about all regulations regarding performing all tasks in a given job.
b) Psychomotor Domain: Objectives in the given domain are related to be demonstration of skills acquired through the specified learning & development activities (Jansma, 1999).
c) Affective Domain: Objectives in this domain are more concerned towards employees’ values, attitudes and emotions (McCoach, Gable, & Madura, 2013). For example it involves the employees’ training about keeping specified attitude towards their customers.
In relation to HRD objectives, it has been observed that Simple Tech HRD objectives are more concerned about corporate values which designed on the commitment of developing skills in all employees working as all management level. It has been discovered that Simple Tech’s HRD objectives fall in the category of affective domain. Therefore, Simple Tech named such objectives as Simple Way which is focused on organisation’s integrity and honesty in dealing with all of company’s stakeholders (suppliers, customers, employees and local community).
2.3. Responsibility of Designing & Delivering HRD Function
Within the organization, there are various personnel which are responsible for the designing and delivery of HRD function (Phillips, 2012). In this regard there are three different roles which are significant for this purpose which are outlined below:
1) Head of HRD Function: It has been observed that every large organization has a Head of HRD function which are inclined to be responsible for the identification and organisation of training program or initiatives for the company’s existing and new employees (Swart, Mann, Brown, & Price, 2005).
2) HRD Consultants: HRD Consultants are usually individuals who are specialised trainers and are responsible for the implementation of learning and development programs designed by organisation’s Head of HRD Function (Ulrich, 1998).
3) The Line Manager: Sometime company’s Line Managers could also play crucial role in the process of employees’ learning and development. Line Managers within HRD function are determined to be responsible for the identification of training needs and also allocates funds & flexibility for arranging training for subordinates (Phillips & Holton, 1997).
With respect to the designing and delivery of HRD function, it has been analysed that Simple Tech has appointed HRD Head and three HRD consultants who are responsible for the designing and delivery of in house courses and also organising & managing corporate programmes’ nominations. Furthermore each HRD Consultant directs different business units of Simple Tech but share the HRD interventions design and delivery across all parts of organisation once the training needs are identified.
2.4. Internal (in-House) vs. External Interventions
It has been seen that the major decision which the organization made regarding HRD interventions is whether to conduct learning & training program within or outside organisation (Sambrook & Stewart, 2013). Furthermore, cost is considered to be an important aspect while making this decision. It is also significant to understand the influence of HRD in regard to make this intervention decision. A Higher Education program is probably ascertain to be more effective if it is offered by any college or university instead of conducted within an organization (Wilson, 2005). Correspondingly if the training program is more focused on knowledge transfer or theoretical content then it may be a good option for the organization to contact external training provider (Krishnaveni, 2007).
In relation to Simple Tech case study, it has been discovered that HRD interventions within the organisation are provided in the form of one off the Job training session or short courses that are based on the needs (certain area where company’s managers think that there is something which requires to be developed) identified through the company’s performance management system. Additionally, Simple Tech also has an access to corporate which is usually organised by Simple Tech’s parent multinational company especially for the development of staff member working in management and engineering department and this program is designed and delivered the partnership contract with leading universities around the globe.
2.5. Methods for Learning & Training Development
For the purpose of arranging HRD effort, it has been determined that organisations normally have three options. All of these options are listed and described below:
I. On the Job Training: Through this option, trainees got an opportunity to learn while working. This training method is seemed to be useful for jobs where it is fundamental to acquire job related information in order to enhance efficiency and effectiveness (Frazis & Loewenstein, 2007). Only negative aspect of this method is that it does not allow enough time for the trainees to learn something new. In this category, some of the common methods are: Mentoring, Job Rotation and E-learning (Rothwell & Kazanas, 2004).
II. Off the Job Training: This training method demanded from employees to learn new things while staying away from the workplace (Jacobs, 2003). This training sometime intends employee to spend some interval time on specified training program on frequent basis or to go enroll in a full time training course for some months (Jacobs & Phillips, 2002). Some of the methods in this category are: Training Courses, Interactive Learning and Case Studies.
III. Blended Learning: It has been determined that both training options discussed previously have its advantages and disadvantages. These aspects sometime resulted in arising complication or conflict which thus create mismatching among employees and employers interest (Allan, 2007), for example: an employee desires for off the Job training option for learning purposes but the employer is unwilling to release employee from the routine job duties for undergoing training program. So, in order to create perfect match between employees’ and employers’ needs researchers came up with this new option and termed it as Blended learning (Mantyla, 2001). This learning option combines the attributes of both training options and thus offers flexibility for both employees and employers.
In relation to the Simple Tech case study, it has been found out that the company is only intended upon off the Job Training option and provides such option in the form of one off- training session or of short courses. In addition to this aspect, the company also provides chance to the employees employed in management and engineering
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- Junaid Javaid (Author), 2013, Simple Tech´s Approach to Human Resource Development (HRD), Munich, GRIN Verlag, https://www.grin.com/document/281273