This paper examines the relationship between employee development and organizational development, arguing that a coherent, HRM-managed approach to training and career planning produces the strongest outcomes for both individuals and organizations. Drawing on definitions of training as knowledge transfer and organizational development as a planned, organization-wide effort, the paper surveys methods including structured training, personal development plans, and mentoring. It discusses the strategic value of internal hiring pipelines and the central role human resource management plays in aligning individual career pathways with broader organizational needs. The paper concludes with a personal reflection on applying these principles to the author's own career development.
Training can play an important role in organizational development. Organizational development is understood to be a "planned, organization-wide effort to increase organizational effectiveness" (ODN, 2014). Training naturally plays a critical role in this process. De Silva (1997) defines training as "transferring information and knowledge" and equipping employees to put this knowledge into practice. Training, therefore, is a means of increasing the organization's total knowledge in order to expand its capabilities.
For a training program to be effective in improving organizational development, it needs to be focused on specific objectives that pertain to the organization's overall mission. By creating an alignment between the needs of the organization — through a skills assessment, for example — a training program can be developed to increase the organization's capabilities in its most critical areas. Knowledge and capability are, of course, only part of the equation. By increasing organizational knowledge, the potential capability of the organization is enhanced. The organization then needs to put this potential into action. The next step is to learn how to use this knowledge and these capabilities — the practical application of these skills will deliver the organizational development.
Training is one of many employee development methods. Some others are personal development plans and mentoring (Jenkins, 2014). Even training itself can take different forms. Some training can be organized and skills-specific. Other training can take the form of company funding for development that the employee directs themselves, such as outside schooling in areas like leadership, languages, or communication. A personal development plan is a valuable framework for the full range of personal development strategies, and there is organizational value in having such plans for key employees that align with the identified needs of the organization.
Mentoring is another method of development within an organization, especially where younger employees are able to learn from those further ahead in their careers (Kram & Isabella, 1985). It is important for younger employees to also be given opportunity. This is a critical part of organizational development that is sometimes overlooked — the organization cannot simply wait for older workers to retire in order to give younger workers opportunity; it must find ways to actively develop younger workers.
Employee development is a critical component of organizational development. There are other ways to develop the organization as well — hiring is a significant one, and technology can also play a role. Hiring is important because the organization can improve its capabilities quickly by bringing in new talent from outside. This is a fast track to organizational development. Employee development is a slower process, given the time it takes to build skills in employees. It can be powerful nevertheless, because the organization, in guiding the process of employee development, is capable of ensuring that employees acquire the skills it needs. The more effectively the organization guides employee development, the more closely aligned that development will be — when aggregated — with the organizational development pathway.
The implications of this are significant. Organizations benefit immensely from having a coherent employee development program that is aligned with organizational needs. Many companies find it valuable to do most of their hiring internally. There are morale benefits to providing an internal career path for existing workers, but beyond that, hiring internally means that people have been properly enculturated and trained in the industry and systems with which they will be working. For any company that does the majority of its hiring this way, it is important to maintain a pipeline of talent so that there are always capable people ready to fill organizational needs and reduce dependence on outside hiring. Research in strategic human resource management consistently supports this alignment between talent pipelines and long-term organizational performance.
"HRM's functions in guiding and retaining key employees"
"Author's own career development goals and expectations"
In conclusion, it is evident that there is a strong link between personal development and organizational development. Understanding this link not only helps those working within HRM to better align the development of internal human resources with the overall development of the organization, but also helps me, as an employee, understand how the organization can assist me in creating a strong personal development pathway that is mutually beneficial.
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