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Towards a redefinition of strategic HRD - Coggle Diagram
Towards a redefinition of strategic HRD
HRD Define
a process of developing and unleashing human expertise through organization development and personal training and development for the purpose of improving performance (Swanson, 1996)
Integration with organisational missions
and goals
training and development are either more
systematically linked to such goa
systematically integrated withorganizational needs that they are seen as a necessity for organizational survival
Recognition of culture
HRD function has a key role in maintaining and changing corporate culture
Expanded trainer role
place high demands on the skills and credibility of the HRD specialist
Emphasis on evaluation
If the HRD function wishes to have a strategic focus, then it must evaluate its activities
Environmental scanning
The environment can also act as a threat to the HRD function.
HRD policies and plans
clearly sets out for employees the different types of education, learning, and development activities that they can undertake to help
develop their skills and knowledge
Top management support
build strong strategic partnerships with functional areas
Line management commitment and
involvement
the competence of line managers is vital to a successful implementation of strategic HRD
Existence of complementary HRM
activities
HRD must view itself as one strategy available to an organization wishing to retain, develop, and motivate its human resources