Seied Beniamin Hosseini

1. A REVIEW ON ORGANIZATIONAL STRATEGY IN
INTERGRATION WITH HRD POLICIES
Seied Beniamin Hosseini
January 2019
Frank and Debbie Islam Management complex
Department of Business Administration
Faculty of Management Studies & Research
Aligarh Muslim University

2. INTRODUCTION
Need for HRD
Through
Personnel training and
development (T&D)
Meet the organization’s needs
in changing environment
HRD is a process for human
expertise development for the
purpose of improving
performance in an organization
Organization
development (OD)
Organizations have increasingly adopted the
management practice such as formulating
and implementing the long-term
organizational strategies
Career development
Proactively addressing the external
environmental changes
By integrating all useful strategies into the
overall organization strategy
In this way, real-life Strategic
Management comes into action

3. Organizations in both public and private sectors require a critical group of positive factors
concerning the effective management
It involves the analysis of external and internal
environmental factors contingent to the
organization
Successfully execute their
organization strategies and goals
To influencing
key
stakeholders
Formulation strategic HRD policies
Formulation of planes in parallel with
business strategy
O’Donnell & Garavan,
1997
strategic approach
To

4. Objective
 To assess the context and value of integrating the
HRD policy and practices with the organization
strategy
 To discuss the methods of integrating the HRD with
the organization strategy for practicing strategic
HRD in the organization
 The method used for the literature search involved
accessing scholarly literature available in the
printed form as well as through electronic
databases and articles, with explicit reference to
HRD and organization strategy interlink or
integration
Method

5. Review of Literature
Slotte et al. (2004)
capacity at all levels of the organization, to integrate learning culture into its overall business
strategy and to promote the organization efforts to achieve high-quality performance
Identified HRD’s integration with organizational missions and goals as one of the nine key
characteristics of Strategic HRD (SHRD) by justifying it as “contribution to corporate goals, and
an awareness of the mission of the organization
HRD can only be strategic if it is incorporated into organization, and business strategy.
HRD is viewed as a strategic lever in organizations because it is seen as a means of helping the
organization to implement its strategies in business. It points towards “vertical integration,
Garavan (1991)
Beer and Spector (1989)
Garavan et al. (1998)

6. HRD Role in Management
HRD needs to be more proactive at the real
heart of SHRD through moving away from
strategy supporting and implementing role,
towards a role in which SHRD helps to shape
and influence organizational strategy
where an emergent strategy is dominant,
then HRD’s role is not ‘simply supporting the
strategy’ but shaping the goals and strategy
Swanson (1995)
HRD professionals have a role in strategy
implementation.
Swanson (2000)

7. Lee (1996), using a model of training
maturity, originally it proposed by Burgoyne
(1986) in relation to management
development
SHRD resides in a proactive role at the
top of the scale which is including
No systematic training
Training and learning are processes
through which strategy is formulated
Training and learning possibilities
help to shape strategy
Training is the means for
implementing corporate strategy and
achieving change
Training integrated with operational
management

8. 32% Training Should directly link to corporate
objectives
39 % Training should follow a general pattern of
specific skills training for managers at
different levels
19 % Training should be directed at individual
rather than corporate needs
10 % Training should be as a basis for
promotion
1% linked their activities with strategy
In his research he collect responses of 70 top
managers in public and large private
organizations were analyzed to identify how
development and training should be used to
ensure some form of continuous employee
development and also he investigated that how
such a policy might be implemented and what
key components would be
Hussey (1985)
organizations should start with
strategy and make the training
plan in accordance with it
corporate strategy should be the
starting point for all organizational
training and development
Integrating HRD
policy and Goals
with Organization
Strategy

9. External Environment and Factors Driving HRD Practices
Need for HRD is to meet the organization’s needs in the rapidly changing environment , as HRD
is a process for developing and unleashing human expertise development for the purpose of
improving performance, in an organization, through
Organization Development (OD)
Personnel Training and Development (T&D)
(Swanson and Holton III, 2001)
Garavan et al. (1995) identified eight contextual factors which impact on the form of the HRD function and
type of activities
 organization’s stakeholders (and their influence),
 organization’s culture,
 organization’s technology,
 organization’s structure,
 organization’s change,
 organization’s size ,and
 organization’s power.
These variables operate in an integrated fashion, which may influences the HRD functions more
perceived.
how it evaluates and manage?
its positioning and activities within the wider organization. No variable will have a dominating
relative importance, it influence each variable over the time.

10. External Environment
Technological
Legal
Political
Economic and labor
Natural and Global forces
Socio-cultural
critical to the organization’s
performance, success and
outcome
mostly uncontrollable by
the organization
management
Siswo (2004) identified
 HR-expertise suppliers
 HR-logistic suppliers
Are major external
environment factors
external environment consists of PEST-
NG factors

11. HRD-Organization
Alignment/Integration Model
Organization Mission and Goals
Core Competencies
Needs Assessment
Integrated Solutions
Organization Outcomes
Human Resource
Functions
HRD Philosophy
HRD Policy
HRD goals
Performance
Requirements
HRD Strategies
HRD systems
Career Paths
Human Resource Needs
Training needs
assessment
Organizational
Occupation
Individual Occupation
Organization Outcomes Human
Resource result
Transfer of Training
Cost Benefits of HRD
Critical Success Factors
Human Resource Planning
Integrated Solutions
HRD Priorities
HRD Programme
HRD Practices
Integrating the HRD function with the organization’s strategic goals takes time, persistence, and
an in-depth knowledge of the process involved.
Budd and Broad (1996) proposed an HRD and organization Alignment Model
Integrating HRD with Organization Strategy:
Modus Operandi
The model comprises the three levels in each block, are rare representing the relationship
among the organization, HRD, and HRM functions. The HRD Integration Model should not base
only on a “bottom-up” and "top-down"

12. Assessment of the HRD effectiveness within the Organizational Effectiveness context.
Contribution to strategic management of the organization in line and analysis of
environmental factors
Awareness of HRD as a key management tool at all levels and functional areas of
management.
A framework to plan and manage HRD agency activities
Linkage of HRD to a broader HRM framework.
Goal-driven Management by Objectives (MBO) approach outcomes
(Singh and Sthapit, 2008)

13. Organizations should take HRD function more strategic in nature. As discussed
earlier, HRD has a very crucial process for human expertise development for
purpose of improving performance either in public or private organization.
Therefore, all the organizations could adopt a particular management practices and
effective techniques through implementing long-term strategies by integrating all
useful HRD policies with organization strategies. These organizations through
effective management of HR can be successfully reached to their strategies and
achieves to high-quality performance, and promote the organization.
As it is clear, HRD is not only supporting the strategy but also shaping the goals
and strategy. Hence, it has very important role in the shaping of business strategy.
Alongside, all these positive features of HRD, can’t be ignored because its very
crucial for employee development.

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