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. (...)
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).