Human Resource Development

Human Resource Development (HRD) function is to assess and development strategies for the future and current workforce provide KSAs and performance needs. HRD strategies include designing programs and delivery processes aim at addressing training, change and performance as specified within the organization in order to be in line with business strategy. “Competitive advantage in the market place is driven by people assets” (Weatherly, 2004).

HRD activities include supporting an organization’s mission and strategy, decreasing and removing performance deficiencies, increase productivity, ensure that regulatory requirements are met and increase the workforce and organization adaptability (Weatherly, 2004). These are just a few of the activities that HRD is involved depending on the company. HRD has an impact on a company’s strategic direction is education and training that supports the strategy of the company. HRD provides feedback during a strategic planning meeting aim at improving the planning process (Weatherly, 2004). The goals and objectives of the company and HRD need to correspond with each other and aim in the same strategy direction.

In 2006, 3M experience a loss of momentum in gains and needed to develop new market-share goals. The strategies involve meant a change in their existing approach and keeping employees engage through this change (Schneider and Paul, 2011). The list of problems to be address included address employees misunderstanding regarding their benefits and pay, providing a meaningful work environment, training basic supervisory skills, improving collaboration and communication skills and involving stakeholders (Schneider and Paul, 2011). Another problem was the lack of trust from the employees toward the company. The strategy was to change the mindset of employees in order to start a change strategically. The company share price had fallen and productivity was low due to the employee’s lack of change in senior management (Schneider and Paul, 2011). After an employee survey the company understood that trust, how employees were treated, having meaningful work, recognition, and rewards were important factors that needed to be address.

The strategy that 3M developed was training for supervisors on trust and engagement,