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National context and NHRD interventions in China

Discuss all factors and how these factors have impacts and as well the influence of NHRD policy

The national context is selected as personal characteristics of humans like knowledge in addition to learned abilities, as for example, the NHRD interventions include ensuring that all-purpose learning curriculum includes knowledge vital to the wellbeing of employees and supporting them in carrying out on-the-job training programs. The selected country is China.

From the last three decades, China was undergoing socio-economic reforms, as accompanied by strong growth rate of the country’s economy. Recent worldwide recession has no such effect on the economy of China; even the increase in quantity of unemployment is also negligible. China is planning to increase their innovation in addition research by the year 2020. New social reforms are being leaning in path of growth of the society with elevated confidence ideals and elevated quantity of imagination and expansion of the person capitals to the industry strategy. The educational system of China is long history and it is to be believed that middle ages China is leading the position in world in terms of the educational development. The economic factor is having an effect on the NHRD policy, as the development of utilization of human skills as well as knowledge can contribute to the wealth of the nation. Talent development is critical for innovation and sustainable economic growth. The road to economic development is being tried to skill the formation of human capital.

China is exploring different national models of talent development to formulate policies that can impact the economic and cultural systems. There is a high level of economic competition due to the increase in international trade among China that are having concerns regarding standards of education as well as training (Mackenzie, Garavan, & Carberry, 2012). The economic recession is influencing the amount of investment provided by the government along with national bodies. The key aspect of NHRD policy is to ensure that people have the required skills as well as knowledge of economic success. The national budgets, along with funds, are being reduced by the economic recession, and it remains an urgency to spend money on training and developing society to reduce the high rate of employment. New strategy for the NHRD development is formulated under guidance of Ministry of the Human Resources as well as Social Security and it is including some of the priorities such as:

  • Development of the learning education system based on the cultural norms of China
  • Expansion of the vocational training as well as matching of the competencies of employee to requirements of the business (Bierema 2020).
  • Investment in the intellectual capitals, providing a link among the education as well as technical innovations and economic development

In mid 1980s, the government is creating conditions to develop and enhance the technological ability. The state programme was launching to develop the technical ability of country as basis for the sustainable growth of the economic. The government of China is emphasized on requirements for the transition from the excessive focused on the specialized vocational training to the professional education procedures focused on ability to think and being original (Clardy 2008). For example, if there is change in the government in coming years, then it will require an understanding of the priorities of the administration in relation to the marketplaces in order to improve the organizational transformation approaches (Gold 2013). There is a requirement for human resources to manage the change in the workforce. For example, a new government can change communication styles and change worldwide visions. Political factors are impacting the policy by making the market environment less friendly for business. The governments are dealing with power over the businesses, and therefore, there is not much that the businesses can do.

Impact of economic factors on NHRD policy

Critically discuss what the L&D function will need to do to support these changes and examine the implications of these on the L&D function/team

Learning and development is the process of improving employees' skills and knowledge, which leads to improved performance in the workplace. KPMG is gaining access to technical and leadership skill development. The organization is announcing investments in technology and innovation, as well as expects to invest US $5 billion in digital leadership in professional services (Beevers and Rea 2020). The investment is being accelerated to support the digital transformation of the business along with the clients. Business has benefited from the technological developments across the enterprise of highly skilled professionals to help them with business transformation. The business's investment is being prioritized in three key areas in order to strengthen client relationships and capitalize on growth opportunities during the transformative changes.

  1. The L&D department is responsible for assisting the change in the KPMG business by providing cloud-based platforms for driving high-quality service delivery as well as client-facing business solutions. Data analytics is used to define the learning requirements of the business.
  2. People included the digital skills of the global workforce of businesses and the expansion of their talents in the areas of data science and digital architecture (Garavan et al. 2016).
  3. Innovation is extending the range of digital offerings through the diversified ecosystem of strategic alliances and worldwide innovation networks. Technology is disrupting business organizations across the globe.

Training as well as development helps the business to retain top-talented people, increase job satisfaction, improve productivity, and earn a profit for the business. The business is interested in seeing low absenteeism among the employees and an increase in productivity due to learning and development functions within the workplace. There is also improvement in the employees' job knowledge and skills for all organizational levels. L & D helps the business to shape a desired culture and foster new ways of thinking, along with driving strategic opportunities (Kuchinke 2017). Various changes have taken place due to the COVID-19 pandemic in the world in the field of L & D, including increasing usage of technology as well as digital social media forms like Zoom, Teams, GoogleMeet and others. Human resource development is a challenge for businesses to keep up relationships and social cohesion while making sure that social distancing is required among people to live safely. By means of HRD practice, the organization is developing ability through the vertical integration of human resource development.

The discussion demonstrated that L&D helps to learn by providing emergency management training as well as development to provide the managers and leaders with the expertise needed to lead through the uncertainty. The development of human resources is moving towards developing agile training procedures that can help in facilitating responses required at the time of change. For most of the employees of KPMG, L&D programmes enable the employees to learn the knowledge and skills required to excel in their position in the workplace. It also aids in the development of a positive workplace culture and the enhancement of employee morale. Therefore, it builds new relationships for the managers while helping the employees build their own networks. There is an assigning of cross-departmental activity among the project team members. This tactic helps the workplace to promote the managerial role internally (Syakur and Sabat 2020). The possible key purposes of the L & D function in the workplace are consulting the partner for organizational development, identifying skills needed for the current job roles, and promoting digital learning through using technology. In the coming 1–5 years, L & D will play a key role in causing rapid changes in the market demands as well as organizational requirements of the organization, KPMG.  

References

Beevers, K. and Rea, A., 2020. Learning and Development Practice in the Workplace. Kogan Page Publishers.

Bierema, L.L., 2020. HRD research and practice after ‘The Great COVID-19 Pause’: the time is now for bold, critical, research. Human Resource Development International 23(4): 347-360.

Clardy, A., 2008. The strategic role of Human Resource Development in managing core competencies. Human Resource Development International 11(2): 183-197.

Garavan,T. Shanahan, V. Carbery, R. and Watson, S., 2016. Strategic human resource development: towards a conceptual framework to understand its contribution to dynamic capabilities. Human Resource Development International 19(4): 289-306.

Gold, J. Holden, R. Stewart, J. Iles, P. and Beardwell, J., 2013. Human Resource Development Theory and Practice. 2nd ed. Palgrave Macmillan.

Kuchinke, K.P., 2017. The ethics of HRD practice. Human Resource Development International, 20(5), pp.361-370.

MacKenzie, C.A., Garavan, T.N. and Carbery, R., 2012. Through the looking glass: challenges for human resource development (HRD) post the global financial crisis–business as usual?. Human Resource Development International, 15(3), pp.353-364.

Syakur, A. and Sabat, Y., 2020. The Effectiveness of Coopertative Learning (STAD and PBL type) on E-learning Sustainable Development in Higher Education. Journal of Development Research, 4(1), pp.53-61.

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