Organizational Development fits with Adult Learning, HRD, and Career Development One of the critical areas affiliated with thefield of human resource development (HRD) is career development. The major activities affiliated with the HRD include human resource planning, training and development, organization development, and career development. Major companies in the world regard career development as one of the major features of growth. In this case, it is true that career development is one of the major components of HRD. However, while exploring research pertaining to HRD most scholars in this field fail to accord it sufficient attention (Marieke 771).
This paper will depict the manner in which organizational development fits with adult leaning, HRD consulting, and career development. Discussion Career development is an initiative aimed at aligning career aspects of an individual in order to fit within the individual as well as organizational goals. From a historical perspective, the practice of career development results from vocational guidance. For instance, the move an agricultural to an industrial economy raised the need for people to boost their careers for them to match with emerging careers.
During that time, career development emphasized on creating room where individuals could choose their professions. In the beginning of the 21st century, career development included ways of developing effective interventions across a broad range of organizational populations and settings. In this perspective, it is true that career development describes to sets of conceptual domains (Marieke 771). Firstly, it targets human behavior development with time and emphasizes on the provision of occupational information as well as matching individuals with appropriate jobs. This process is referred to as career planning or career counselling.
Secondly, it emphasizes career management or organizational career development. In this case, it provides an explanation pertaining to ways in which career behavior changes based on particular interventions in an enterprise. Career management describes an approach that addresses the needs for human resources on an organizational level. It develops connections with development needs as well as career plans in an organization (Marieke 772). Forces Influencing Career Development in HRD and Adult Learning Based on systems theory, macro environment factors play a vital role in influencing the manner in which an individual develops in an enterprise.
The various advancements that have been realized in the technological environment, expansion of global markets, and changes in workforce demographics affect the skills an individual needs to progress in a given career. They also influence the manner in which career is developed. For instance, economic situations and performance of various sectors in an economy affect the constraints and opportunities that one encounters in his career. Additionally, the influence of macro environment factors also affects the perceptions of an individual regarding the attractiveness of certain career opportunities.
The impact of these forces is greater compared to influence that the nuclear family has on the development of one’s career. Furthermore, external markets are playing a major role with regard to influencing decisions in career development. External forces influence the availability of training opportunities and prevalence of jobs, especially if adult learning is facilitated through career development initiatives in an enterprise (Marieke 774). Influence of Professionals and Nonexempt Workers on Organizational Development One of the major guiding principles towards career development is that it should be made available for every individual.
It should not only be directed to those who show high potential. Research shows that nonexempt workers are assumed in HRD and career development. Traditionally, access to various forms of developmental initiatives has been restricted to managerial roles. This is because managers are treated as human resources with the highest potential. In this case, it is assumed that nonexempt workers lack careers and can only afford jobs. Even today, a number of assumptions reveal that nonexempt workers lack long-term ambitions, which can attract the attention of staff who focus on career development.
However, opponents of this assumption stipulate that three major themes play a vital role with regard to nonexempt workers. Career development and HRD staff should also focus their attention towards nonexempt employees. These themes include climate issues (colleague relationships, input potential, and being appreciated), the work itself (accomplishment, variety, and challenges), and compensation/security/benefits (good pay/benefits, job security, and flexible work schedules) (Marieke 775). Additionally, fears of mass lay-offs and securing a job have raised concerns regarding prevalence of career opportunities. This situation is anticipated to change in future.
However, even then, as the number of employment goes down, problem of matching problems will still be evident. The appropriate people for a job position may not be the ones seeking for employment. This group of nonexempt employees is unnoticed in HRD and career development initiatives. In this case, future efforts directed towards the field of career development should target raising awareness that career development is applicable to everybody. It is not just meant for the upper management and those with high potentials (Marieke 775). Influence of Winner-take-all Situation on Organizational Development Absence of opportunities for career development for certain groups of workers may also result to the emergence of winner-take-all situations.
In these situations employee at the top levels are given astronomical awards while those slightly below the top tier are overlooked. These situations operate the same way as in the case of professional athletes. In this case, the difference that prevails between the first and second place is huge based on the awards being given. This is irrespective of whether any discernible differences prevail between the two both in term of actual talent or skill.
The major consequence in the event of career development is that the best of the best should be considered to compete for top professions in a winner-take-all situation. This is a vital aspect to consider when deciding to change a career or choose a vocation (Marieke 777). It is the role of HRD and career development professionals to pay attention to the emergence of unexploited potential among workers in non-managerial posts to help decrease the prevailing gap.
If career development and HRD practices want to make significant contribution to the national level, they should prevent the widening of the gap between low-level employees and those at managerial positions (Marieke 778). National Role of Career Development in Organizational Development HRD and career development with regard to adult leaning on an organization share similar traits. These traits extend beyond matching of organizational and individual needs. This means that the two fields are capable of influencing the economic performance as well as skills and knowledge of employees nationally. In the world today, the role played by career development will go beyond national boundaries to become a global issue.
In this case, there is a need to design sociopolitical forces, which will help to boost nations’ economic health. As such, they will reveal the purpose for boosting the productivity of individuals in the workplace. Additionally, experts stipulate that the career development philosophy is preparing individuals to work effectively in their countries. In this case, countries will manage to attain a competitive edge in the international marketplace. This claim shows the close relationship that prevails between HRD and career development in terms of facilitating adult learning in the workplace (Marieke 780).
With regard to the definition of HRD and career development, a number of opportunities are evident based on the contribution that make at the national level. HRD is any process, which has the potential of developing adults either initially or on the long-term in matters pertaining to expertise, workplace knowledge, satisfaction, or productivity. In this case, adults are developed either for team or personal gain, or for the overall benefits of the community, organization, country, and general humanity.
As such, it is appropriate to explore future research with regard to HRD and career development based on the ways in which they are influenced by the society. In this case, they can help to influence knowledge and skill development for countries in the world (Marieke 780). Conclusion The demographical, technological, and economic changes with regard to the area career development have changed melodramatically over the years. This issue has raised the question as to whether career development should be regarded as an element of HRD with regard to facilitating adult learning in new workplace environments.
Based on the new paradigms evident in the area of HRD, career development should be emphasized on, especially with respect to career counselling, developmental stages, and career choice. In this case, a holistic approach should be followed in order to show the relationship that prevails between HRD objectives and outcomes. Works Cited Marieke, van Dijk S. Career Development within HRD: Foundation or Fad? Minnesota: University of Minnesota Press, 2004. Print.