HRD2602 – TRAINING AND DEVELOPMENT PRACTICES
TOPIC 1: Training and development within an organisation
WORKBOOK 01
The management functions and the place and role of the HRD function
Whatever role the training function plays, whatever contribution it makes, it must relate directly or indirectly to the
purpose of the organisation.
1.2 THE PLACE AND ROLE OF THE HRD FUNCTION
The purpose of HRD is to bring about the changes that are necessary to enhance the organisation,
through organisational and performance improvements. In short, the function of HRD is ‘to make a
difference’ in the way an organisation and its employees operate.
The training and development function is normally regarded as a subsystem of the HR management function, based
on the following assumptions:
• The training and development function: This is a processing system that determines training needs, applies
training technology and expertise, and transforms untrained employees into trained employees who are
able to make productive contributions to the organisational objectives.
• The primary input into a training and development system: This refers to training needs and untrained
employees, and is transformed into an output (trained employees) by means of training processes such as
analysis, design, development and the evaluation of training.
• As a subsystem of an organisation: The training and development function is exposed to the same
influences as the other systems in the organisation. These influences include politics, the economy and
legislation.
A critical factor is that, in order to ensure success, training practitioners should continuously monitor the training
and development input that is made available against the organisational objectives. This will increase the credibility
of the training and development department in the organisation.
Page 1 of 15
Summary by L Petzer
, HRD2602 – TRAINING AND DEVELOPMENT PRACTICES
The key functions and activities that should be present in all HRD (training and development) departments are as
follows:
▪ management of the HRD function, which includes managing the organisational learning and performance
management systems, planning, organising, staffing, controlling, and coordinating the HRD function, and
providing strategic leadership.
▪ training and development needs analysis
▪ design and development of curricula and programmes
▪ development and obtaining of training resources.
▪ the delivery of education, training, and development
▪ evaluation of training and development and the total HRD effort
▪ quality assurance of training and development initiatives
▪ administrative management
▪ career development
▪ organisation development.
Training and development departments often take on the following additional duties:
▪ marketing training and development courses and student registration systems
▪ supply of training and development material for on-the-job training
▪ supply and management of training and development facilities and equipment
▪ organisation of achievement conferences
▪ representation of the organisation on professional bodies.
Page 2 of 15
Summary by L Petzer
TOPIC 1: Training and development within an organisation
WORKBOOK 01
The management functions and the place and role of the HRD function
Whatever role the training function plays, whatever contribution it makes, it must relate directly or indirectly to the
purpose of the organisation.
1.2 THE PLACE AND ROLE OF THE HRD FUNCTION
The purpose of HRD is to bring about the changes that are necessary to enhance the organisation,
through organisational and performance improvements. In short, the function of HRD is ‘to make a
difference’ in the way an organisation and its employees operate.
The training and development function is normally regarded as a subsystem of the HR management function, based
on the following assumptions:
• The training and development function: This is a processing system that determines training needs, applies
training technology and expertise, and transforms untrained employees into trained employees who are
able to make productive contributions to the organisational objectives.
• The primary input into a training and development system: This refers to training needs and untrained
employees, and is transformed into an output (trained employees) by means of training processes such as
analysis, design, development and the evaluation of training.
• As a subsystem of an organisation: The training and development function is exposed to the same
influences as the other systems in the organisation. These influences include politics, the economy and
legislation.
A critical factor is that, in order to ensure success, training practitioners should continuously monitor the training
and development input that is made available against the organisational objectives. This will increase the credibility
of the training and development department in the organisation.
Page 1 of 15
Summary by L Petzer
, HRD2602 – TRAINING AND DEVELOPMENT PRACTICES
The key functions and activities that should be present in all HRD (training and development) departments are as
follows:
▪ management of the HRD function, which includes managing the organisational learning and performance
management systems, planning, organising, staffing, controlling, and coordinating the HRD function, and
providing strategic leadership.
▪ training and development needs analysis
▪ design and development of curricula and programmes
▪ development and obtaining of training resources.
▪ the delivery of education, training, and development
▪ evaluation of training and development and the total HRD effort
▪ quality assurance of training and development initiatives
▪ administrative management
▪ career development
▪ organisation development.
Training and development departments often take on the following additional duties:
▪ marketing training and development courses and student registration systems
▪ supply of training and development material for on-the-job training
▪ supply and management of training and development facilities and equipment
▪ organisation of achievement conferences
▪ representation of the organisation on professional bodies.
Page 2 of 15
Summary by L Petzer
