Definition Of Strategic Human Resource Development (HRD)

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Definition of Strategic Human Resource Development (SHRD) There are different versions on the HRD definition with much debate depending on the areas of activities (Garavan et al., 1995). The lack of frontiers and statistics factors is unable to firmly determine the HRD field definition process as suggested by McGoldrick et al. (2002), sharing similar sentiment as Blake (1995) who states that it is not possible to define HRD simply in ‘one box’. While current problems may resolve by one-way approach, it may not sustain long-term issues as there are multidimensional approaches in HRD (Hatcher, 2006). Swanson and Holton (2001: 145-146) express that in order for organisations to grow and improvise in changing times, the core belief lies…show more content…
17). PESTLE Analysis International HRD identifies the importance of macro environmental factors in organisational change such as globalisation and economic trends, innovation of technologies and cross-cultural differences (McGuire et al., 2011). PESTLE tool is used by organisations to analyse the influence of the macro environment. The organisation needs to understand the factors that could impact organisational changes on a long-term ongoing regular basis to maximise their opportunity advantages as well as minimise the threats in order to better guide their business strategic planning and making of management decisions, and also to place an edge against the business rivals. Political Politics plays an important role in business. Organisations need to study the opportunities and threats before expanding into new territories and identifying new sales production. Also, the impact of political change can affect an organisation such as global change, health and safety and…show more content…
Top management can emphasise the importance of learning culture and continuous learning by leading in example. And through their mentoring and coaching to their staff, they encourage personal development leading to strategic thinking abilities (Noel and Dennehy 1991; Torraco and Swanson 1995; Garavan et al. 1998). General Electric (GE)’s leaders teach the the lower level of employees on leadership training by first acquiring the knowledge. The wave of knowledge is then spread to the next lower level and so on (Henderson and Evans, 2000). This can be achieved only through strong leadership and encouragement. Environmental Scanning Garavan (1991) initiates that the HRD should play a critical role in environmental scanning, while McCracken and Wallace (2000) argues that the senior management should take on the environmental scanning together in HRD terms. Issues that challenge the organisational external and internal business strategies with HRD implications should be actively involved and managed by the senior management working closely on the strategic planning process with HRD personnel (Torraco and Swanson 1995; Garavan et al. 1998; Wognum 2001) to continuously ensure the business context is scanned in HRD

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