chapter 01 slides 4e

8/3/2019 Chapter 01 Slides 4e

1/53

Introduction to HumanResource Development

Chapter 1


2/53

2

Definition of HRD

A set of systematic and plannedactivities designed by an organization to

provide its members with the necessaryskills to meet current and future jobdemands.


3/53

3

Evolution of HRD

Early apprenticeship programs

Early vocational education programs

Early factory schools

Early training for unskilled/semiskilled

Human relations movementEstablishment of training profession

Emergence of HRD


4/53

4

Early Apprenticeship Programs

Artisans in 1700s

Artisans had to train their own workers

Guild schools

Yeomanries (early worker unions)


5/53

5

Early Vocational EducationPrograms

1809 DeWitt Clintons manual school

1863 President Lincoln signs the Land-Grant

Act promoting A&M colleges1917 Smith-Hughes Act provides funding ($7 Million annually) for vocational education at thestate level

Targeted for the state programs in agriculturetrades, home economics, industry, and teachertraining.


6/53

6

Early Factory Schools

Industrial Revolution increases need fortrained workers to design, build, and

repair machines used by unskilledworkers

Companies started machinist andmechanical schools in-house

Shorter and more narrowly-focusedthan apprenticeship programs


7/53

7

Early Training forUnskilled/Semiskilled Workers

Mass production (Model T)

Semiskilled and unskilled workers

Production line one task = one worker

World War I

Retool & retrain

Show, Tell, Do, Check (OJT)


8/53

8

Human Relations Movement

Factory system often abused workers

Human relations movement promotedbetter working conditions

Start of business & managementeducation

Tied to Maslows hierarchy of needs


9/53

9

Establishment of the TrainingProfession

Outbreak of WWII (World War II) increasedthe need for trained workers

Federal government started theTraining Within Industry (TWI) program

1942 American Society for Training

Directors (ASTD) formed


10/53

10

Emergence of HRD

Employee needs extend beyond thetraining classroom

Includes coaching, group work, andproblem solving

Need for basic employee development

Need for structured career developmentASTD changes its name to the AmericanSociety for Training and Development


11/53

11

Relationship Between HRMand HRD

Human resource management (HRM)encompasses many functions

Human resource development (HRD) isjust one of the functions within HRM


12/53

12

Primary Functions of HRM

Human resource planning

Equal employment opportunity

Staffing (recruitment and selection)

Compensation and benefits

Employee and labor relations

Health, safety, and security

Human resource development


13/53

13

Secondary HRM Functions

Organization and job design

Performance management/performance appraisal systems

Research and information systems


14/53

14

Line versus Staff Authority

Line Authority given to managersdirectly responsible for the production

of goods and services (direct function)Staff Authority given to units thatadvise and consult line units


15/53

15

Limits of Authority

HRM & HRD units have staff authority(Overhead function)

Line authority takes precedence

Scope of authority how far (howmuch) can you authorize?


16/53

16

HRD Functions

Training and development (T&D)

Organizational development

Career development


17/53

17

Training and Development (T&D)

Training improving the knowledge,skills and attitudes of employees for theshort-term, particular to a specific jobor task e.g.,

Employee orientation

Skills & technical training (to teach new employees aparticular skill or area of knowledge)

Coaching (to encourage to accept responsibility, address workrelated problems, and to achieve and sustain superiorperformance)

Counseling (deals with personal problems e g. stress mgt.,smoking cessation, fitness, nutrition, and weight control)


18/53

18

Training and Development (T&D)

Development preparing for futureresponsibilities, while increasing the

capacity to perform at a current job Management training

Supervisor development


19/53

19

Organizational Development

The process of improving anorganizations effectiveness and

members well-being through theapplication of behavioral scienceconcepts

Focuses on both macro- and micro-

levelsHRD plays the role of a change agent


20/53

20

Career Development

Ongoing process by which individualsprogress through series of changes until

they achieve their personal level ofmaximum achievement.

Career planning

Career management


21/53

21

Learning &Performance

By Permission: Naughton & Rothwell (2004)


22/53

22

Critical HRD Issues

Strategic management and HRD

The supervisors role in HRD

Organizational structure of HRD


23/53

23

Strategic Management & HRD

Strategic management aims to ensureorganizational effectiveness for the

foreseeable future e.g., maximizingprofits in the next3 to 5 years

HRD aims to get managers and workers

ready for new products, procedures,and materials


24/53

24

Strategic Management & HRD:Areas that need to be addressed

Management Practices:how employees and

managed and treated i.e. how much do employees

participate in decision making

Organizational Structure: e.g. how flat is the org.

structureHuman Resource Systems: Process ofrecruitment and appraisal, further pay linked toindividual, team, or organizational performance

measures)Other Work Practices: e.g. the use of technologyand info. Sys. To facilitate the work process).


25/53

25

Supervisors Role in HRD

Implements HRD programs andprocedures

On-the-job training (OJT)

Coaching/mentoring/counseling

Career and employee development

A front-line participant in HRD


26/53

26

Organizational Structure ofHRD Departments

Depends on company size, industry andmaturity

No single structure used

Depends in large part on how well theHRD manager becomes an institutional

part of the company i.e., a revenuecontributor, not just a revenue user


27/53

27

HRD Organization in a LargeCompany


28/53

28

Sample HRD Jobs/Roles

Executive/Manager (responsible for all HRD activities)

HR Strategic Advisor (articulates org strategies andperformance goals)

HR Systems Designer/Developer (Designs andimplements HR programs, and intervention strategies)

Organization Change Agent(prepare material andother learning aids)

Organization Design Consultant( alternative workdesign, and implementation)

Learning Program Specialist(designs appropriatelearning programs; i.e. lesson plans etc.)


29/53

29

Sample HRD Jobs/Roles 2

Instructor/Facilitator

Individual Development and Career

Counselor

Performance Consultant (Coach) (designinterventions and to improve individual and group

performance)Researcher


30/53

30

HR Manager Role

Integrates HRD with organizationalgoals and strategies

Promotes HRD as a profit enhancer

Tailors HRD to corporate needs andbudget

Institutionalizes performanceenhancement


31/53

31

HR Strategic Advisor Role

Consults with corporate strategicthinkers

Helps to articulate goals and strategies

Develops HR plans

Develops strategic planning education

and training programs


32/53

32

HR SystemsDesigner/Developer

Assists HR manager in the design anddevelopment of HR systems

Designs HR programs

Develops intervention strategies

Plans HR implementation actions


33/53

33

Organization Change Agent

Develops more efficient work teams

Improves quality management

Implements intervention strategies

Develops change reports


34/53


35/53

35

Learning Program Specialist

Identifies needs of learners

Develops and designs learning

programs

Prepares learning materials andlearning aids

Develops program objectives, lessonplans, and strategies


36/53

36

Instructor/Facilitator

Presents learning materials

Leads and facilitates structured learning

experiences

Selects appropriate instructionalmethods and techniques

Delivers instruction


37/53

37

Individual Development andCareer Counselor

Assists individuals in career planning

Develops individual assessments

Facilitates career workshops

Provides career guidance


38/53

38

Performance Consultant(Coach)

Advises line management onappropriate interventions to improve

individual and group performanceProvides intervention strategies

Develops and provides coaching designs

Implements coaching activities


39/53

39

Researcher

Assesses HRD practices and programs

Determines HRD program effectiveness

Develops requirements for changingHRD programs to address current andfuture problems


40/53

40

Certification and HRD

Certified Professional in Learning andPerformance (CPLP)

The ASTD Certification Institute offers workplacelearning and performance (WLP) professionals anopportunity to enhance credibility and prove value inan increasingly competitive marketplace. It coversnine areas of expertise as defined by theASTDCompetency Model.

Professional in Human Resources (PHR)

SHRM offers the PHR exam to all HR professionals

..\PHR Exam Breakdown by Topic.doc


41/53

41

Challenges for HRD

Changing workforce demographics

Competing in global economy

Eliminating the skills gap

Need for lifelong learning

Need for organizational learning


42/53

42

Changing Demographics in theU.S. Workplace

By 2020, it is predicted that:

African-Americans will remain at 11%

Hispanics will increase from 9% to 14%Asians will increase from 4% to 6%

Whites will decrease from 76% to 68%

Women will increase from 46% to 50%Older workers (>55) will increase to 25%


43/53

43

Competing in the GlobalEconomy

New technologies

Need for more skilled and educated

workers

Cultural sensitivity required

Team involvement

Problem solving

Better communications skills


44/53

44

Eliminating the Skills Gap

Example: In South Carolina, 47% of enteringhigh school freshmen dont graduate.

Best state is Vermont, with 81% graduatingEmployees need to be taught basic skills:

Math

Reading

Applied subjects

Need to improve U.S. schools!


45/53

45

Need for Lifelong Learning

Organizations change

Technologies change

Products change

Processes change

PEOPLE must change!!


46/53

46

Need for OrganizationalLearning

Organizations must be able to learn,adapt, and change

Principles: Systems thinking

Personal mastery

Mental models

Shared visions

Team learning


47/53

47

A Framework for the HRDProcess

HRD efforts should use the followingfour phases (or stages):

Needs assessment

Design

Implementation

Evaluation

(A DImE)

T i i & HRD P M d l


48/53

48

Training & HRD Process Model


49/53

49

Needs Assessment Phase

Establishing HRD priorities

Defining specific training and objectives

Establishing evaluation criteria


50/53

50

Design Phase

Selecting who delivers program

Selecting and developing program

content

Scheduling the training program


51/53

51

Implementation Phase

Implementing or delivering the program


52/53

52

Evaluation Phase

Determining program effectiveness e.g.,

Keep or change providers?

Offer it again?

What are the true costs?

Can we do it another way?


53/53

53

Summary

HRD is too important to be left toamateurs

HRD should be a revenue producer, nota revenue user

HRD should be a central part of

companyYou need to be able to talk MONEY

chapter 01 slides 4e

Documents