Human resource development can be a stand-alone function, or it can be one of the primary functions within HR. Training typically involves providing employees the knowledge and skills needed to do a particular task or job, though attitude change may also be attempted. Developmental activities, in contrast, have a longer-term focus on preparing for future work responsibilities while also increasing the capacities of employees to perform their current jobs.

Training and development activities begin when a new employee enters the organization, usually in the form of employee orientation and skills training. Once new employees have become proficient in their jobs, HRD activities should focus more on developmental activities—specifically, coaching and counseling. Coaching involves treating employees as partners in achieving both personal and organizational goals. Counseling techniques are used to help employees deal with personal problems that may interfere with the achievement of these goals.

HRD professionals are also responsible for coordinating management training and development programs to ensure that managers and supervisors have the knowledge and skills necessary to be effective in their positions. Organization development (OD) is defined as the process of enhancing the effectiveness of an organization and the well-being of its members through planned interventions that apply behavioral science concepts.

Supervisors play a critical role in implementing many HRD programs and processes. The HRD function, like HRM, should be designed to support an organization’s strategy.