Human Resource Development 15555

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Human Resource Development in Somaliland
Human resources:
Are the set of individuals who make up the workforce of an organization, business sector, or economy.
"Human capital" is sometimes used synonymously with human resources, although human capital typically
refers to a more narrow view (i.e., the knowledge the individuals embody and can contribute to an
organization). Likewise, other terms sometimes used include "manpower", "talent", "labor", or simply
Human Resource Development (HRD):
Is the framework for helping employees develops their personal and organizational skills, knowledge,
and abilities. Human Resource Development includes such opportunities as employee training, employee
career development, performance management and development, coaching, mentoring, succession
planning, key employee identification, tuition assistance, and organization development.
Concerns about the terminology in Somaliland
One major concern about considering people as assets or resources is that they will be commoditized
and abused. Some analysis suggests that human beings are not "commodities" or "resources", but are
creative and social beings in a productive enterprise. The 2000 revision of ISO 9001, in contrast, requires
identifying the processes, their sequence and interaction, and to define and communicate
responsibilities and authorities. In general, heavily unionized nations such as France and Germany have
adopted and encouraged such approaches. Also, in 2001, the International Labor Organization decided
to revisit and revise its 1975 Recommendation 150 on Human Resources Development, resulting in its
"Labor is not a commodity" principle. One view of these trends is that a strong social consensus on
political economy and a good social welfare system facilitates labor mobility and tends to make the
entire economy more productive, as labor can develop skills and experience in various ways, and move
from one enterprise to another with little controversy or difficulty in adapting.
Another important controversy regards labor mobility and the broader philosophical issue with usage of
the phrase "human resources". Governments of developing nations often regard developed nations that
encourage immigration or "guest workers" as appropriating human capital that is more rightfully part of
the developing nation and required to further its economic growth. Over time, the United Nations have
come to more generally support the developing nations' point of view, and have requested significant
offsetting "foreign aid" contributions so that a developing nation losing human capital does not lose the
capacity to continue to train new people in trades, professions, and the arts.
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In economically human resource development have a lot of advantages in Somaliland.
1. In increases economic growth, when human resource increase the production also increase.
2. It causes internal fairness a soon as they get developed inequality become less.
3. Cost effective.
4. Efficient administration.
5. Positive impact on behavior.
6. External competition.
The term in practice
From the corporate objective, employees are viewed as assets to the enterprise, whose value is
enhanced by development. Hence, companies will engage in a barrage of human resource management
practices to capitalize on those assets.
In governing human resources, three major trends are typically considered:
1. Demographics: the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
2. Diversity: the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base
that is a mirror reflection of the make-up of society in so far as race, gender, sexual orientation
3. Skills and qualifications: as industries move from manual to more managerial professions so does
the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for the
jobs), employers must compete for employees by offering financial rewards, community
investment, etc.
The Human Resource Development Department provides various types of business process
design, training and organizational development services.
Business process design services helps clients map out and/or re-engineer key tasks, procedures, jobs
and core end-to-end business processes. Mapping out the major responsibilities, duties, tasks and
task-elements of a particular job is referred to as a job task analysis.
Training services focus on providing internal and various external stakeholders with the competencies
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necessary to perform particular tasks both now and in the future. Training services help employees,
groups, departments, the entire organization and/or a network of organizations develop the pyramid of
competencies necessary to perform job related tasks both now and in the future.
Organizational development services focus on developing organizational capacity and health at various
levels (individual, inter-personal, and group, inter-group, organizational and inter-organizational) and
helping the organization manages change effectively. Although training is a fundamental part of
organizational development and change, we treat training as a distinct function given its level of
The provision of services typically involves the following 7 steps that make up the intervention cycle (for
a more in depth review of these steps, click on the links below or click on any of the boxes in the
● Needs Assessment (identifies needed competencies)
● Impact Assessment (impact assessment identifies the expected impacts on behavior,
organizational processes and key performance indicators that will result from delivering
particular HRD services)
● Gap and/or Outcome Driver Analysis (gap analysis is conducted when the causes of performance
gaps in KPIs need to be identified, and outcome driver analysis is conducted when the drivers
required to achieve a particular outcome or state need to be identified)
● Design the Intervention (once the key requirements for addressing a gap and/or achieving a
particular outcome have been identified, the HRD components of the solution need to be
identified and prepared for delivery)
● Implement (this involves delivery of the designed services)
● Evaluate (once the services have been delivered they need to evaluated)
● Update
(this involves
improving the
efficiency and
effectiveness of
HRD services
based on
information from
the evaluation)
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