The Relationship Between HR & HRD Functions in a Large Organization
A symbiotic relationship exists between human resources, or HR, management and human resources development, or HRD. In large organizations, HR management generally employs more than one person to shepherd daily HR activities. Several professionals in HRD might be responsible for employee growth duties. HR personnel recruit and hire people, among other things, and HRD employees develop those workers into productive colleagues. HR and HRD duties often overlap, because both human resources departments work together to help an organization reach its full potential.
Human resources management oversees many day-to-day concerns. These duties are multiplied significantly in large organizations because of the increased number of employees, so the HR department may have many employees. HR managers will make themselves and their personnel available for any employee-related needs, including managing unemployment claims or dealing with work-related accidents, employment lawsuits or unresolved employee disputes between co-workers or between workers and management.
In addition to supervising employee-related matters, human resources managers conduct recruitment, hiring and firing activities, oversee payroll and manage health benefits. HR staff members work toward a safe and productive work environment that maintains high levels of employee morale. HR professionals will devise employee appreciation programs, direct compensation studies and ensure that government safety standards are being met. HR managers ensure that the organization complies with all employment laws and coaches and counsels workers when necessary.
Activities pursued by HRD personnel are focused on the consequential development of the organization through its employees. As large organizations seek to flourish and employee turnover occurs, the need for qualified employees increases. HRD professionals strategically develop employees who possess the qualities and potential that can contribute greatly to the company's goals. The ideal HRD professional is perceptive enough to recognize qualities in others that can be strengthened to meet the continuing needs of the organization.
HRD team members will use the tools at their disposal to foster the growth of employees to fill strategic company needs. For example, HRD staff members may encourage an employee's ability to increase global sales by using definitive training approaches, such as sending the qualified employee to educational seminars. HRD professionals might also be involved in recruiting outside the organization when an individual is discovered who can help the company reach a critical goal.