Differences Between Human Resource Development and Training

In the last quarter of the 20th century, the management of personnel shifted its focus from staff handling and related activities to the development of individuals with the aim of turning them into resources that would benefit the organization (Sims, 2006). According to Sims (2006), this shift led to the inception of human resource development, a critical field in today’s organizations. Initially, human resource development was referred to as training, which later evolved into training and development. This change in terminology has resulted in confusion regarding the distinction between human resource development and training and development. For the purpose of this essay, the definitions of human resource development and training and development will be reviewed. Additionally, to further differentiate the two concepts, the main objectives and strategies of both practices will be discussed.

Human Resource Development

The practice of human resource development is difficult to define due to its evolving nature. Bates (2009) states that the fluidity of human resource development is evident in the increasing number of companies seeking to incorporate it into their operations to achieve a competitive edge in the global economy. In this regard, different companies define human resource development according to their respective practices, missions, or goals.

Harbison and Myers (1964) provided the first broad definition of human resource development, incorporating aspects of culture, economy, society, and politics. From an economic standpoint, they described human resource development as the accrual of human capital. Additionally, they viewed human resource development as a tool for preparing an organization’s personnel for political participation, particularly in democratic societies (Harbison & Myers, 1964). From a cultural and social perspective, human resource development enhances individuals' lives and helps them break away from tradition. From this viewpoint, human resource development is seen as a learning experience that improves employees' performance.

Training and Development

Training and development refer to activities within an organization aimed at improving the performance of both personnel and groups. Khan et al. (2011) argue that training plays a crucial role in achieving institutional objectives by aligning the interests of both employees and the organization. As such, training has become one of the most significant factors for businesses, as it enhances efficiency and effectiveness. Furthermore, Khan et al. (2011) state that training is a key determinant of an employee’s performance.

Although both human resource development and training and development focus on improving an organization’s performance, their specific objectives differ. Training and development primarily aim to enhance employees’ performance, whereas human resource development is designed to improve organizational practices.

Key Objectives

Human Resource Development

As previously defined, the key objective of human resource development is to enhance an organization’s potential. However, Swanson and Arnold (1996) note that scholars continue to debate its actual purpose. Some argue that human resource development aims to improve performance within organizations and among employees, while others believe it focuses on broader individual development (Swanson & Arnold, 1996). According to Swanson and Arnold (1996), aligning human resource development with an organization’s strategic goals is crucial in identifying its primary purpose. In this regard, human resource development assumes an equal rank with other key organizational processes, such as funding, production, and advertising (Swanson & Arnold, 1996, p. 15).

Training and Development

Many studies emphasize the importance of training and development for individual improvement. Jehanzeb and Bashir (2013) identified the benefits of training and development for both individuals and organizations. Individual benefits include career growth, job satisfaction, and increased potential (Jehanzeb & Bashir, 2013). Organizational benefits include market expansion, improved institutional capacity, and employee retention (Jehanzeb & Bashir, 2013).

While training and development primarily focus on individual improvement, which is also a component of human resource development, it should not be considered a subset of the latter. Human resource development integrates training, career growth, organizational improvement, and performance enhancement to drive progress at individual, group, and organizational levels.

Strategies

Human Resource Development Strategies

Implementing human resource development strategies is essential for achieving organizational goals and improving performance. According to Joy-Matthews et al. (2004), linking human resource development to strategy emphasizes learning, which directly contributes to an organization’s objectives. This can be achieved by clearly defining the correlation between an organization’s mission, strategic agenda, and external environment. Assessing the current workforce capacity helps identify specific needs. Based on these insights, a system for evaluating target competencies should be established to determine whether they align with the organization’s goals. Lastly, competent leadership and a strong organizational culture are fundamental to success.

Tseng and McLean (2008) highlight six benefits of strategic human resource development practices. First, such practices enhance workplace flexibility. Second, they help integrate an organization’s mission, vision, practices, and strategies. Third, strategic human resource development fosters diversity in the workplace. Fourth, it improves performance at both individual and organizational levels. Fifth, it encourages innovation by promoting creative problem-solving. Finally, these practices lead to increased consumer and employee satisfaction (Tseng & McLean, 2008).

Training and Development Strategies

Before exploring training and development strategies, it is important to understand the different approaches to this practice. Niazi (2011) identifies three major approaches:

• Reactive Approach – This traditional method of training focuses on tactical skill development (Niazi, 2011).
• Proactive Approach – Learning activities are aligned with corporate business strategies and emphasize capability development (Niazi, 2011).
• Active Learning Approach – Trainees are exposed to real-world challenges and situational problems under a facilitator’s guidance. This approach enhances long-term retention and fosters innovation (Niazi, 2011).

To maximize the effectiveness of training and development, organizations must establish a mechanism for evaluating its impact. Niazi (2011) outlines four key strategies:

1. Identifying the training needs of employees.
2. Aligning training initiatives with strategic human resource planning.
3. Developing personalized training programs.
4. Assessing training outcomes to measure effectiveness (Niazi, 2011).

As discussed, human resource development and training and development share common goals. However, key differences distinguish human resource development as a broader, more strategic function focused on organizational processes.

Conclusion

This paper has examined the definitions of human resource development and training and development. Although both concepts continue to evolve, making precise definitions challenging, differentiation was possible. Additionally, the key objectives and strategies of both practices were analyzed to highlight their distinctions.

From this discussion, it is evident that human resource development focuses on broader organizational processes and extends beyond training and development. Human resource development integrates multiple factors—including training, career growth, and organizational improvement—to drive organizational effectiveness. Conversely, training and development primarily concentrate on enhancing individual employee performance.

Niazi (2011) identified three approaches to training and development, emphasizing active learning for long-term retention and innovation. Proper training improves employee performance, which, in turn, enhances overall organizational efficiency. Therefore, organizations should implement both human resource development and training and development practices to optimize effectiveness and ensure customer satisfaction.