Developing People (HRD)
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Human Resource Management in a Business Context

Human Resource Management in a Business Context, 3rd edition
by Alan Price
 Human Resource Management in a Business Context provides an international focus on the theory and practice of people management. A thorough and comprehensive overview of all the key aspects of HRM, including articles from HRM Guide and other sources, key concepts, review questions and case studies for discussion and analysis.
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Development initiatives

  Development programmes

Whether it takes place within a learning - or non-learning - organization, the fundamental principle of human resource development is that it goes further than piecemeal training. In this section we go on to examine the organizational and personal decision-making which lead to systematic, planned HRD programmes. (...)

Where does HRD fit into the human resource strategy of an organization? It should be part of a planned and systematic process in which:

* Competences are identified by a performance management system.
* These are matched with needs specified by the human resource strategy.
* Gaps are addressed by the development programme.

Within an HRD programme, training is geared towards planned development rather than being an isolated activity unconnected to the organization's objectives. HRD programmes use a combination of organized patterns of experience as well as formal training. (...)

  Induction

Development starts with the effective induction of new employees - the period of training which takes place immediately on recruitment. Notionally, induction programmes are intended to help newcomers adjust to the job, the people they will work with, and wider aspects of the organization's structure and culture. However, in reality comparatively few employees are provided with this treatment. Looking after newcomers tends to receive low priority in a busy environment (...)

Unfortunately, joiners are commonly 'thrown in at the deep end'. Finding themselves in a strange environment and told to get on with it, they are easily forgotten. Raw recruits are left feeling anxious and vulnerable, forced to make sense of new surroundings and learn correct procedures the hard way. Many managers regard this approach with favour: after all, this was how they learned to cope and get to grips with the business. It is regarded as a test of competence, of machismo, of the ability to survive in a demanding environment. This can be a valuable 'growth' experience, but there is a considerable risk of individuals becoming disillusioned, leaving or developing bad habits.

... there is a well-known 'induction crisis' in which a proportion of new recruits leave within the first few weeks. Effective recruitment and selection take time and cost money. Careless handling of new recruits can render this easily into waste ... (the book continues the theme and contrasts this approach with that of Toyota and Aldi).

Induction - orienting the new employee



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