A Learning Evolution Within The Organization

“Strategic HR planning predicts the future HR management needs of the organization after analyzing the organization's current human resources, the external labor market and the future HR environment that the organization will be operating in” (HR Council, n.d.). Human resource planning directly ties in to an organization’s strategic development and implementation by calculating company trends, resources, design, previous works and future expansion and ensuring that the impending requirements are met. This paper will further examine the role of human resource development

Human Resources often begins as very tactical policies, records, compliance, discipline, compensation, benefits, job descriptions, hiring, performance management (). Taken to the next level, HR becomes strategic, connecting employees to the business mission, values, and vision, in order to drive business results (). Employee goals and metrics align to the business strategy and rewards tie into results. Additionally, careful consideration is given to developing talent pipelines, employee succession plans, and career planning in order to respond flexibly to the inevitable work flow and staffing changes that all businesses experience ().

In order to provide for ongoing improvements within the context of organizations, employee development is essential. However, generally organizations in the United States are notorious for lagging behind in terms of the recognition of the importance of employee development, particularly in relation to Asian and European organizations (Noe, Wilk, Mullen, & Wanek, 2014). Nevertheless, employee development “is a necessary component of U.S. companies’ efforts to improve quality, meet the challenges of global competition, use new technologies in producing products and services, and capitalize on the strengths of a diverse workforce” (Noe, et al, 2014, p. 153). The following sections outline the American

In today’s competitive business world, it is important to have fully trained and well-versed employees, which can help make or break an organization. By having an employee development plan, or career path if you will, it allows employees to set career goals. This allows companies to ensure employees are fully capable of performing their assigned duties. The following chapter, Chapter 9, discussed methods of employee development. This chapter covered current trends associated with formal education, effective development strategies, as well as how to design a

According to Senge’s 2012 concept of learning, organizations normally focus on its position as philosophy of organizational learning, while constantly minimizing its sole claim to recognize leadership with learning. To remain competitive, organizations must ensure that their workforce continually learns and develop (Salas, Scott, Kraiger, and Smith-Jentsch, 2012). Much adult informal or individual learning occurs in a business environment deriving from a variety of training methods where the focus is a way of providing employees with the tools they need to perform better in the workplace (Kenner and Weineman, 2011). Individual learning comprises of procedures and curricula used to increase the competences of individual employees (Armstrong and Taylor, 2014). Education is described as the techniques, principles, and facts that are absorbed and understood by mentees (Ford, 2014). For example, in a retail environment, an employee may learn key features as it relates to selling a product or service to a customer. Subsequently, learning may result in selling of the product based on how much the employee retains. Eventually, the employee will embrace the knowledge and articulate them often in their job duties.

Human Resource Development is vital for an organisation that would like to be active and productive. Human Resource compared to other resources, it has a rather absolute hidden capabilities. This can be used in development of people. Human Resource Development helps to readjust to changes through the development of human resource in terms of ability and skill so Human Resource is needed to cultivate the change in external environment of an organization. (Accounting-Management, 2015) It is a methodical process in which individual or groups are cultivated to obtain new competencies and make them more independent and enhance their effectiveness in realizing their goals.

We live in a dynamic world with constantly varying conditions and aspects that influence how we make business operations and manage resources. The varying conditions in different circumstances require a level of understanding that is made possible through learning. This essentially means that learning consistent with the varying condition is in order to stay in touch and articulate matters appropriately. Business operations cannot be expected to carry on in the similar ways as in the past with no considerations of what is happening in the modern world (Pless, 2007).

The success of any organization is a process of constant growth and it depends largely on the people that make up the organization. The dynamic environments of organizations and demands of rapidly changing environments have added enormous pressure for organizational leaders to adopt a series of planned intervention strategies (Cummings & Worley, 2015). These interventions aim to enhance the effectiveness of the organization and the well being of organizational members. The interventions of management aim to change the culture of an organization as well (Reus-Smit, 2013). Organizational development is a planned process that focuses on the entire organization. Organizational development is a process of constant change that makes it

The environment in which most organizations operate today is continuously changing, and the rate of change is increasing. Almost most organizations are now involving in tremendous increase in international business and foreign assignments. Training and developing the workforce offer an interesting case of change for any organization in light of uncertain and rapidly changing environment. Many researches argue that training and development programs increase the organizations' performance and effectiveness. Toward a better understanding of the effects of training and development in the workplace, this research points out the importance of training and development the workforce, determines the major types of training and development

For nearly two decades, calls have been made for Human Resources (HR) to transform into strategic partner. Scholars and practitioners, alike, have embraced this idea, yet this field of study seems to be at a bit of a crossroads. The business community no longer needs to be convinced why strategic human resources management (SHRM) is important, instead many are grappling with how is SHRM implemented and measured (Becker & Huselid, 2006). While the literature has been rich in providing arguments to support of SHRM, there is little empirical evidence of what it takes to be a strategic partner and whether HR offices are actually making the changes needed to take on this role (Lawler & Mohrmann, 2003).

It is critical for human resources management to be a strategic partner at all times in the business environment. The leaders of management are required to make sound and competent decisions that will have a positive impact on their organization. Some reasons why human resource departments choose to be strategic may be partly due to profit, perceptions, funding resources and the overall values of the company. First, “the concept of profitability is the primary driving force behind strategic management” (Mayhew, 2015).

I further understand that in order for my organization to achieve long lasting change, leaders embrace a commitment to learning for not just themselves, but also the organizations. They have made significant strides in establishing a philosophy that further individual development through the institutional, experiential, and personal development constructs. This philosophy has influenced individual development from the early stages of their career to retirement; because, the organization realize that additional benefits further develop a philosophy of long-term learning for the organizations. For example, Senge recognizes the linkage of individual and organizational development in his statement, “Individual learning does not guarantee organizational learning. But without it, no organizational learning occurs” Senge,

There are a number of reasons why those in the human resource development positions are advantaged in the process of facilitating change in an organization. One of the reasons why this is so is founded on the fact that the human resource development takes a center role in carrying out development roles in an organization. The individuals do this by facilitating trainings that are considered to be of importance in any organization. Through these trainings, it gets easy to carry out any type of change that is important to the organization (Poole & Van, 2004). Additionally, it is the human resource department that recruits new employees in an organization thus being in a position to use this as an avenue for carrying out

Organizational development is one of the most common yet most important terms in HRM and organizational behavioral studies. During this course, various strategies for developing diagnostic skills to identify OD issues, problems, and opportunities have been taught. However, it is important to understand how these skills can be applied in practical life, in order to understand their practical implications of this theory. Organizational development is a complex process with various definitions. One of the current definitions is "Organization development is a system wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of strategies, structures, and processes that lead to organization effectiveness" (Cummings and Worley, 2005, p. 1).

Human resource development is a broadly used term that refers to the helping employees develop their personal and organizational skills, knowledge, and abilities (The Balance. N.p.). The term has different connotations as it may refer to development of human capacities with the aim raising profit in business but also, especially in developing countries, with the aim of achieving personal and societal advancement (Cengage Learning, 2016.). Human resource development can be used by both public organizations, such as governments, and private corporations (Cengage Learning, 2016.). The focus of all aspects of human resource development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers (The Balance. N.p.). Also, it is the framework for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement (Boundless Business, 26 May 2016.).