Strategic Human Resource Development Strategic Essay

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The differences identified during this process determined the training objectives that must be reached by these programs. Furthermore, the company selects the trainees, the training methods, and the evaluation process.

The necessity of training programs relies on a series of factors. This is because these programs are able to help the company develop a pool of skilled employees that can be recruited on several positions within the company. This is useful in the case of companies that prefer to focus on internal recruitment sources. In addition to this, such training programs allow the company to better use technological developments as a result of skilled employees.

Training programs also develop motivated teams, characterized by high efficiency and productivity levels. This increases employee satisfaction and helps the company improve its position on the market in comparison with its competitors. This strategy also allows the company to expand its business on international level.

There are numerous advantages determined by company's interests in training programs. Training and development activities determine increased productivity of the company's processes. In addition to this, training programs are intended to reduce employee turnover. The increased efficiency determined by training programs helps the company increase its profits. Companies that focus on training programs for their employees have observed increased morale levels within the company and improved employee satisfaction. This leads to increased performance (McNamara, 2010).

There are different levels of employee satisfaction that are determined by training programs. Given the fact that these programs help them reach the company's objectives, their satisfaction increases because they can also achieve their objectives, and involve in their community's activity. Therefore, training and development programs provide advantages for the company and its employees.

However, there are certain disadvantages of training programs that must be taken into consideration. For example, in the case of smaller companies, managers do not have the time required for training their subordinates. This makes it difficult for the company to develop the skills of its employees. In addition to this, some of these managers do not have the skills and abilities required for training these employees. This is because training requires certain skills that the trainer must have. In such cases it is recommended to use the help of certain companies that provide training services.

The experience of managers is another disadvantage associated with training programs. This is because these managers tend to have experience in broader fields, which does not allow them to benefit from the skills required for training their employees. In addition to this, certain managers and employees prefer not to be involved in training programs.

The Impact of Coaching and Mentoring on Organizational Effectiveness

Business coaching refers to working with managers and executives in order to improve their organizational leadership skills. Specialists in the field are intended to help managers think on organizational level. This also refers to improving their relationships with subordinates. Many companies prefer to use internal coaches instead of external ones. The advantages in such cases are represented by the reduced costs of this process. In addition to this, internal coaches are aware of the situations that must be taken into consideration. Therefore, they can easier identify the aspects that must be addressed during this process.

However, there are certain disadvantages that must be taken into consideration. For example, internal coaches have limited experience in this field. This is likely to determine reduced results of the process in comparison with external coaches. Therefore, it is recommended to clearly establish the objectives that must be reached by the coaching process. These objectives determine the approach that should be used in accordance with each situation (Holbeche, 2009).

The coaching process has a significant impact on organizational effectiveness on management level. By improving the activity and leadership style, the company's processes and relationships with employees are likely to improve. This leads to improved employee satisfaction. Such working environments determine employees to increase their efficiency and productivity (Hallam, 2011).

The process of mentoring refers to senior employees tutoring younger ones. This is a very common practice in companies. The success of this strategy and its impact on organizational effectiveness reveals its importance. The most important advantage of this strategy refers to the reduced resources that are necessary. In addition to this, the company does not have to use external specialists.

The disadvantage in this case is represented by the fact that some employees might not be interested in teaching others how to do their job. This is because they might feel threatened, or might not be interested in providing the information they collected at their workplace. Therefore, companies that are interested in focusing on this strategy should identify the employees that are likely to provide important services in such cases.

Conclusions

Organizational effectiveness is influenced by numerous factors. Human resources and their development represent important factors that companies must take into consideration when developing and implementing strategies intended to improve their position on the market. Therefore, most companies focus on developing the skills of their employees.

However, there are numerous strategies that can be used in such cases. Companies' managers must identify the strategies that are likely to help the company reach its objectives by developing its human resources. Some of these companies focus on training and development activities, others focus on coaching and mentoring programs, while others focus on organizational development. It is difficult to establish which strategy is the most efficient. This is because their impact is different in accordance with the activity and objectives of the company. The targeted segment for development is also important in determining the type of strategy that must be used. This is because managers require business coaching, while employees require training programs. In addition to this, companies must establish if their situation requires internal or external providers of human resources development services.

Companies' interest in the development of their human resources relies on the impact that this process has on organizational effectiveness. The improvement of the skills of human resources determines increased efficiency and productivity regarding their activity. In addition to this, training programs are likely to help improve employee satisfaction. This leads to improved performance for the company. Therefore, the company is able to improve its position on the market and to create competitive advantage. This situation helps the company improve its competitiveness and to expand its business.

Reference list:

1. Friesen, M. & Johnson, J. (1995). The Success Paradigm: Creating Organizational Effectiveness through Quality and Strategy. Retrieved April 30, 2011 from http://books.google.ro/books?id=YhyRCupKG5wC&printsec=frontcover&dq=organizational+effectiveness&hl=ro#v=onepage&q&f=false.

2. Wang, Z. & Chen, J. (2005). Technology Innovation and Human Resource Management. International Journal of Manpower. Retrieved April 30, 2011 from http://books.google.ro/books?id=-ehC2sQOIbUC&pg=PT5&dq=organizational+effectiveness&hl=ro#v=onepage&q=organizational%20effectiveness&f=false.

3. Hallam, G. (2011). Advantages and Disadvantages of Internal Coaching. Retrieved April 30, 2011.

4. Jackson, S. et al. (2009). Managing Human Resources. Cengage Learning. Retrieved April 30, 2011 from http://books.google.ro/books?id=gpimdMwZuwsC&pg=PR10&dq=training+human+resources&hl=ro#v=onepage&q=training%20human%20resources&f=false.

5. Holbeche, L. (2009). Aligning Human Resources and Business Strategy. Roffey Park Institute. Retrieved April 30, 2011 from http://books.google.ro/books?id=F75-3vK76ecC&pg=PA304&dq=coaching+human+resources&hl=ro#v=onepage&q=coaching%20human%20resources&f=false.

6. Eigenhuis, a. & Dijk, R. (2008). HR Strategy for the High Performing Business. Retrieved April 30, 2011 from http://books.google.ro/books?id=eMwdsM1gL6sC&pg=PA144&dq=coaching+human+resources&hl=ro#v=onepage&q&f=false.

7. Carton, R. & Hofer, C. (2006). Measuring Organizational Performance. Edward Elgar Publishing, Ltd. Retrieved May 4, 2001 from http://books.google.ro/books?id=hg35tP2rfxoC&pg=PA53&dq=organizational+effectiveness+measurement&hl=ro#v=onepage&q=organizational%20effectiveness%20measurement&f=false.

8. Field, R. (2002). Organizational Effectiveness, Structure, and Technology. Retrieved May 4, 2011 from http://apps.business.ualberta.ca/rfield/Organizational%20Effectiveness,%20Structure,%20and%20Technology.htm.

9. McNamara, C. (2010). Employee Training and Development: Reasons and Benefits. Authenticity Consulting. Retrieved May 4, 2011 from http://managementhelp.org/trng_dev/basics/reasons.htm.[continue]

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