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Question: Discuss About The Increasing Employability By Implementing? Answer: Introduction The report deals with the human resource development (HRD) that is a part of the Human resource management (HRM). HRD is the process of developing human expertise, through training and development. HRD is also involved in the performance appraisal, counselling sessions and promotion of organisational effectiveness. The focus of the paper is a learning organisation. In this context, the paper discusses the important actions to be taken by the HR developer to manage and coordinate the learning program. Further, the report discusses the relationship between the organisational development (OD) and HRDs strategic and tactical contribution to the organisational effectiveness, productivity and quality of working life. The notion of the learning organisation is debatable and is highlighted. Lastly, scoring, formative and summative assessment are discussed. Actions to manage and coordinate the learning programme To manage and coordinate the learning program the important actions to be taken by the HR are Assess the learning needs- It is the most basic action to be taken by any HR. Upon assessing the most common learning needs, the HE can design a learning program to solve the particular problem faced by the employees in meeting the professional goals. Assessing the needs helps to develop the program that aligns with the organisational objectives and satisfy the employees expectation. Assessment is needed when the learning program is developed from the scratch without predetermined objectives. By assessing the learning needs, one can assess the learning objectives for the target group of employees (Armstrong and Taylor 2014). Set learning objectives- The learning program must be designed in a manner that the employees should be able to perform what is expected of them. The organisational learning objectives must be formed from the gaps identified in employees skill set and prioritised. The learning program thus aims to mitigate the gap between the current and the expected performance with the help of the specific learning program. A human resource manager (HRM) must perform the 360-degree evaluation, to ensure that the learning program matches the areas of improvement. It will better help manage and coordinate the program (Taylor and Govender 2017) Comprehensive learning action plan- The learning program must be comprehensive and involve appropriate learning theories. The HRM must develop the learning materials such as lectures and presentation along with eye-catching materials, and instructional design and content. The learning program must reflect the learning style of the target group. Prior to launch of program, the HRM can collect feedbacks to make the necessary adjustments (Rees and Smith 2017) Implement the learning and development initiatives- The HR must now decide through proper coordination if the learning program will be delivered in-house. It can also be externally coordinated. This phase involves scheduling of the learning activities. HR must organise the related resources such as equipment, facilities and finally launch the learning program. Further, action must be taken to evaluate the effectiveness of the programme by monitoring the progress. In his phase, a transactional change occurs. For instance, if the objective was to increase the monthly productivity, then new tricks or methods may be taught successfully. In such case, employees may continue to work in their old fashion with new strategies tried successfully in short time. However, the same may not be expected with the untried methods. It will lead to transformational change that will occur over a long time (Armstrong and Taylor 2014). Evaluate and revise the learning- As mentioned the learning programme must be continuously monitored to identify if it is meeting the learning objectives. HR must collect the instructor feedback as well as that of employees. The program should be evaluated to identify the skill acquisition. Weakness in the learning protocol can be identified by analysing the feedback. In case the objectives are not met the action plan can be revised. The goal of the HR should be to capitalise on the most profitable outcomes. In case of the resistance to change, different models can be applied such as Lewin model, Kotters change model or any other (Rees and Smith 2017). Relationship between the organisational development (OD) and HRDs' strategic and tactical contribution To enhance the speed of the OD process, the practitioners use the strategies and tactics of the HRD. OD practices are the top-down approach to increase the organisation effectiveness. There may be many factors contributing to change in the organisation and changing its shape. However, the HRD and the OD remains same. According to Creasey et al. (2016), the innovations in technology, employee development and the different hierarchical level in the organisation depend on the workforce and related trends. In order to ensure success, the workforce can change the shape of the organisation. This is the corporate approach that is related with the OD and HRD practices. Managers with different specialisation seek different opportunities. It is from the organisational management perspective that the HR managers utilise the employee development opportunity. It can be attributed to the combined activities of OD and HRD in modern organisational times. Every organisation has mission plan and certain objectives. HRD contributes to business objectives by increasing the productivity by training and developing the employee's skills and motivation. It contributes to the organisational objectives through technical competence and strategic innovation. Organisation invests highly in the human resource for the organisational development. The effects of HRM come into play when the employees stay in the organisation. HRD involves in strategic and diverse thinking to maintain the organisational standards. HRD demonstrates competency and competitiveness by using various strategies or rigorous recruitment and retention and encouraging diversity. OD practice, on the other hand, uses different strategies and tactics to develop the HR services (Gilley et al. 2015). Further, the HRD role in improving the quality of the working life in organisation is reflected in creating professional development opportunities. It is also reflected in developing and delivering the professional development programs. Training and development help in organisational development by improving the quality of the working life. It is because training addresses the employees weakness, improving the workers performance, worker satisfaction, reducing cost, and reduction in supervision. Thus the HRD practices of training and development are associated with the OD directly. Tactics are needed to handle the critical issues during the annual review, regarding benefits and compensation and adjust the job descriptions to align with the OD practice and advance technology (Ruck et al. 2017). HRD works to improve the organisational productivity by setting realistic goals. The OD practices to maintain service delivery, profitable results and long-term survival involve putting HR to initiate and develop HR communication. It is the common practice of OD and is put to use through a proper communication to the employees. HR communication is important for the change process. If the change is imposed without justification and education, then the resistance to change occurs. It is the usual OD practice in most organisations since last two decades. In the changed liberalised market, organisational effectiveness can be enhanced through HRD. It is possible through the HR competency and flexibility that improves the organisational effectiveness. It is also possible through the continuous performance improvement, initiated by HRD, which is the systematic process of the ongoing, companywide change for OD. Other HRD practices that are fruitful for OD process are learning the oriented cu lture and innovation development. It helps in developing the organisation with workers having common values, beliefs, and assumptions of organisational members on acquiring, creating, transferring knowledge and modification of behaviour to reflect new insights and knowledge (Katou and Budhwar 2015). Notion of learning organisation In contemporary management, the notion of the learning organisation has been central point. The real-life examples to the concept have been difficult to identify. It can be argued that it is too ideal a vision. The notion of the learning organisation does not seem to align with the dynamics and the requirements of the organisation. Further, the creation of the attractive commercial template to the consultants leads to under powering of the theoretical framework of the learning organisation (Li et al. 2014). The concept of the learning organisation is debatable as some of the theorists believe that the learning organisation is initiated by the senior management involved in the top-down vision. Some others contradict the argument with the bottom up or democratic approach. Some assume that any organisation can be the learning system. However, most organisations tend to focus on the outcomes rather than the process of learning. Another view that is more positive in this regard is the lea rning organisation as a process of continuous learning and sharing of knowledge. It involves learning to reach the goals, provide continuous learning opportunities, and embrace creative tension as a source of energy. Learning organisation is also believed to foster inquiry and dialogue or open communication with the people and interaction with environment (Pedler et al. 2017). According to Burke and Noumair (2015), it is necessary to become adept at learning. With the change, it is necessary to not only transform institutions, rather develop organisations that are the learning systems. There may be no theoretical basis, but there have been significant improvement in the organisation of the production and services. The function of the productivity and competitiveness are knowledge and information processing. The network of management, production, and distribution are formed by the territories and firms. These organisations have the capacity to work in real time. Otoo et al. (2015) argued that the failure of learning spells disaster for the organisation. Employees are scored on the basis of their competence. This scoring process is an important tool for recruitment of employees, gap analysis for development, and during the performance appraisal. Formative assessment refers to the tools that are used to identify and close the learning gaps. It helps offer feedback to the employees whose learning is taking place to modify the learning plan. It is the way to improve their performance. On the contrary, the summative assessments mark the arrival of the learner in the specific stage. Summative assessment can be a grade given for final piece of work. It means this tool is used after the training and development process is over. An HR must use both summative and formative assessment to achieve the best results. Most trainers are familiar with the former but not the other one. All three tools are necessary to accomplish the desired outcomes from the training and development process (Hughes and Byrd 2015). Conclusion It can be concluded that increase in globalisation has led to increasing business competition. Consequently, the human resource development has become essential. In small-scale companies the organised HR practices are evident. In the last decade, a lot of companies could not perform well due to lack of effective HRD practices. With the increase in the role and responsibility of the HRD department to perform effectively, the scenario has changed. Various training and development related initiatives have improved the organisation's productivity, quality of working life and have contributed to organisational effectiveness. Thus, the OD is directly related to the tactical and strategic contribution of HRD. References Armstrong, M. and Taylor, S., 2014.Armstrong's handbook of human resource management practice. Kogan Page Publishers. 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