miss Haleema

“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

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an organization by providing functions such as recruitment,

Human resource helps in recruiting the most efficient employees for organizations. They support the use of training and development to improve individual employees as well as the whole organization. They make sure that the training given to the employees is effective and they support any changes that are essential for the improvement of the workplace (McLagan and Suhadolnick 1987). Human resource development now has evolved from just training to development of the whole organization or individual (Chalofsky and Lincoln 1983; Gilley 1998; Harris and DeSimone 1994; Kenny 1982; Nadler and Nadler

This report identifies and assess factors that affect an organisations approach to both attracting talent and recruitment and selection. It also identifies and explains benefits of attracting and retaining a diverse workforce, describes methods of recruitment and methods of selection.

CSR lacks universal methods. The United Nations Industrial Development Organization (UNIDO) mentions that it is important to draw a distinction between CSR as part of strategic business management concept and charity, sponsorships or philanthropy. The latter applications make valuable social impacts that enhance the reputations of the companies, however, CSR is a continual effort instead of an instance. A few features that CSR should focus on are: eco-efficiency, employee and community relations, environmental management, gender balance, responsible souring, anti-corruption, stakeholder engagement and human rights. Utilizing some of these key features a company can bring competitive advantages into the market place. Increased sales and profits from operational cost savings as well as improved reputation and brand image and customer loyalty can result from a well-defined CSR strategy.

During 2006, the first part of Alan’s plan was to convince bankers into giving Ford Motor Company billions of dollars to complete this company overhaul. Once they were provided with the right amount of money, the plan was able to be executed. With this plan came a timeline; by the year 2009, the company planned to have the ‘One Ford’ mission in action and to see production increase. Because of such a short timeline, HRD was ultimately involved throughout the entire process. As part of the company’s “One Team” approach, certain areas of the plan are discussed and analyzed to examine if anything can be improved; this is accomplished by using everyone in the company. Employees are able to share how they feel about certain areas of their work and give their opinions on how certain things should change or stay the same; after everything is examined, the leaders of the company are the ones held responsible and accountable for making the changes, if any, to whatever was examined (Ford Motor Company, 2010). During this process, new strategies can also be provided by using the employee’s opinions and assessments of their strengths and weaknesses. This ultimately shows the use of human resource development as part of the company’s competitive strategy. Without the employees understanding how to complete their job correctly, the company would plunder. Thus, the company makes

Growing competition and the ever increasing emphasis on cost reduction and efficiency has caused many firms to outsource various components of their operations outside of the country. As firms are thrusted into the global marketplace and transformed into multinational corporations (MNCs), new challenges arise related to the differences/disparity in corporate social responsibility (CSR) practices between countries (Chandler & Werther Jr., 2014; Cruz, 2013). Globalization has increased companies need to consider the importance and strategic value of CSR (Chandler & Werther Jr., 2014; Cruz, 2013).

Human Resource Development (HRD) is the structures for aiding employees develop their individual and organizational skills, knowledge, and capabilities. Human Resource Development comprise such moment as employee training, employee occupation development, achievement management and development, coaching, training, progression planning, key employee recognition, protection reinforcement, and organization development.

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.

It is sometime suggested that CSR activities are increasing strategic in that it affects that core business of the firm and its growth, profitability and survival? Drawing on an example of a corporation/company (National/ International), discuss this in the context of business strategies, in particular on the issues of competitive advantage and firm performance.

1) To critically examine human resource development as an element within corporate HR and business strategy.

According to the Journal of International Social Research by Haslinda (2009), since the 1980s, the US industry of manufacturing underwent a recession which caused the popularity and importance of human resource development (HRD) to rapidly escalate among business organizations, in a desperate bid to overcome their time of intense difficulty. Meanwhile, the human resource management (HRM) shared many differences as well as similarities with the HRD which were both vital for organizations to clarify and understand. This essay will argue that the main areas of differences between HRM and HRD involve within their function, strategy, skills and training, but despite their differences HRM and HRD should be considered as one academic discipline due to how their roles and responsibilities are interrelated to each other. In this essay, the term ‘development’ will be understood as a process that is necessary for any sort of advancement, additionally, the term ‘management’ will be understood as a condition to control. First, this essay will acknowledge why the fundamental differences between HRM and HRD can cause an individual to consider them as two separate academic disciplines, however, it will immediately become clear why this perspective is flawed through a variety of reasons. The subsequent paragraphs will reinforce this argument by explaining how HRM and HRD are two interrelated concepts under the same field of study and is a single academic discipline, rather than as two

Human resource development is a concept that has existed even before the 1980s and has played an important role in the success, growth, and development of organizations. The emergence of this concept can be attributed to the establishment of apprenticeship programs in the 18th Century (Werner & DeSimone, 2011, p.5). The significance of human resource development in today’s business environment is attributed to its role in organizational profitability. Human resource planning involves the use of business activities to forecast how management strategy changes will impact human resource needs in the future. On the contrary, human resource development activities help an organization to ensure its

The future looks even more exciting and threatening. Organizations are gearing up for the difficult times ahead by tapping all the resources on hand. Organizations realize that their people or employees would be one of the prime resources for establishing a competitive edge in the future. Consequently, organizations would require workable strategies to align the individual talents/strengths of their people towards business goals. This is where Human Resources professionals can play a deciding role.

Grieves and Redman (1999) took a critical look on the characteristics of human resource development, and its purpose. They stated that human resource development facilitates competitive advantage, because it