Strategic Human Resource Development

Strategic Human Resource Development
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Strategic Human Resource Development Sustainable growth and development is a common objective for organizations worldwide. It thrives on the ability of an organization to develop and implement strategic interventional measures toward promoting its competitiveness in the increasingly competitive economic sectors. One of the strategic interventional measures for increasing and maintaining an organization’s competitiveness is the development of effective human resource management practices. Effective human resource management practices align the executives, managers, and employees with the organization’s growth objectives (Alagaraja, 2013). Such practices thrive on integrating the individual knowledge and skills of executives, managers, and employees with the organization’s growth objectives. In essence, human resource management focuses on integrating the diverse competencies of its human workforce with the organization’s strategic orientation for sustainable growth and development. Executives, managers, and employees receive the necessary guidance or development to enhance their capacities to embrace the organization’s beliefs and practices tailor-made for achieving the set goals and objectives. However, the current era of a globalized economy and increasingly competitive global markets is characteristic of emerging issues and challenges in the workplace that require more than having a workforce that meets the competencies for realizing the organization’s strategic orientation (Garavan, 2016). For instance, globalization and the increasing use of advanced technologies in executing daily operational activities raise emergent issues and challenges for human resource management. The issues of discrimination and bullying in the globalized and technologically advanced global economy justify the diverse mutations witnessed in human resource management toward mitigating the effects of these emerging issues and challenges. Among such transformations in the field of human resource management was the emergence of strategic human resource development. Strategic human resource development (SHRD) enhances the flexibility of the workforce’s competencies to deal with emerging issues and challenges in the workplace for maximum capitalization of potential toward maintaining the organization’s competitiveness (Parameswaran, 2020). Strategic human resource development (SHRD) plays the crucial role of enhancing the efficacy of human resource management practices to meet the demands of the increasingly dynamic business contexts across different economic sectors worldwide. It entails the incorporation of strategic training, employee development, and organizational development (Garavan, 1995). Strategic employee development involves the holistic enhancement of the organization’s human resource competence to accommodate the emerging changes and challenges in the workplace to maintain its strategic orientation towards the key objective enshrined in its business plan (Parameswaran, 2020). On the other hand, strategic organizational development involves adopting strategic human resource practices to enhance the flexibility of the organization’s strategic orientation in mitigating the effects of emerging changes or trends in the current and future business contexts (Garavan, 1995). Strategic training offers purpose-driven enhancement of human resource knowledge and skills to increase the capacity of employees, managers, and executives to achieve emerging objectives in the equally dynamic business context (Mitsakis, 2019). The outlined characteristic features of strategic human resource development are the interventional measures or methods embraced by human resource development (HRD) managers to effect strategic human resource development in their organizations. Provided herein is the application of the outlined strategic human resource development (SHRD) interventions in addressing current issues and challenges, discrimination and bullying in the workplace, in human resource management. The Role of the HRD Manager and Current Issues and Challenges Human resource development enhances the flexibility of an organization’s human resources to mitigate the effects of emerging issues and challenges in the dynamic business context across the diverse sectors of the global economy (Mitsakis, 2019). Achieving the said outcome calls for the development and implementation of strategic interventions to increase the capacity of human resource management practices to meet the demands of the current issues and challenges in human resource management. Human resource development (HDR) managers are responsible for developing and implementing strategic interventions to enhance the organization’s ability to mitigate such issues and challenges. Successful implementation of such interventions maintains the organization’s strategic orientation towards achieving the sustainable growth and development objective (Grieves, 2003). Developing strategic human resource development interventions reveals the key roles played by the human resource development manager in an organization.

• The Role of HRD Manager

One of the key roles of a human resource development manager is active participation in the organization's strategic management. HRD managers’ active participation in formulating the organization’s strategic management creates an effective platform for adopting a strategic human development approach that synchronizes with the organization’s overall strategic orientation. The organization’s strategic orientation refers to the sustainable growth and development trajectory formulated and embraced by the organization (Parameswaran, 2020). HRD managers should present their ideas and information and make recommendations during the formulation of the organization’s strategic plan for effective integration with the managers’ human resource development (HRD) strategy. HRD managers should ensure that the preferred strategic human resource development approach and its objectives align with the organization’s mission, objectives, and standard operating procedures within its internal and external environments (Garavan, 1995). As part of ensuring effective integration of the organization’s strategic orientation with the HRD strategy, HDR managers also have the mandate to evaluate and report on the competence of the organization’s human resources to meet the demands of its strategic orientation. HDR managers also play the crucial role of educating and training unit managers in the methods and concepts of strategic human resource management and planning to achieve the organization’s strategic orientation objectives (Grieves, 2003). Strategic training and education in planning and management concepts enable line managers to impart systematic knowledge and skills to the employees to enhance their abilities to meet the demands of the dynamic business context (Garavan, 1995). The role forms one of th...