The following discussion presents a detailed account of how firms shape and re-invent their HRD policies in conformity with their business requirements and what processes are the most crucial for survival in an environment where a competitive advantage is the only way to survive in the market.
The paper also contextualizes the various learning and developmental activities that international firms take up in the attempt to brace with the changing business climates and the paper provides a brief outline of the HRD processes implemented by two international organizations in their various international business units.
Strategic steps for human resource development are among the most crucial decisions that organizations take as these decisions usually are the critical factors which determine not only the effectiveness, but also the efficiency of the organization and its workforce in the long run.
The initiatives that are taken for developing systematic HRD plans pay out for organizations because they bring together the development of employee‘s competence , the development of a shared vision of the business and the various business strategies employed so that they are aligned together to provide maximum benefit to both the employees and the employer.
For a business operating in more than one country, the dilemmas regarding HRD and HRM strategies are numerous and varying in their degree of influence on the organizational success, however, since organizational effectiveness is a key component which drives the need to have any such strategy to begin with, these dilemmas pose a serious question for all such organizations. This paper has tried to evaluate the major forces which drive organizations to bring about a change in their management philosophies and how these changed perspectives affect the Human resource development policies of these firms.
This paper aims to evaluate the impact of management ideals and strategic decision making on the