developing yourself and others produced by dr. james j. kirk professor of hrd

Developing Developing Yourself and Yourself and OthersOthers

Produced byProduced by

Dr. James J. KirkDr. James J. Kirk

Professor of HRDProfessor of HRD

Things You Will Learn AboutThings You Will Learn About

Identifying your desired niche in HRD (vision)Identifying your desired niche in HRD (vision) Comparing your strengths and limitations to the Comparing your strengths and limitations to the

interests and skills required to obtain your department’s interests and skills required to obtain your department’s visionvision

Ensuring that you have the right skills at the appropriate Ensuring that you have the right skills at the appropriate levelslevels

Understanding and making trends and change work for Understanding and making trends and change work for youyou

Meeting touch challengesMeeting touch challenges Taking deliberate steps to be competitiveTaking deliberate steps to be competitive

The HRD Field IncludesThe HRD Field Includes

Where do you want to practice?

You Must Develop YourselfYou Must Develop Yourself

To be productive in your current positionTo be productive in your current position To keep your current positionTo keep your current position To be ready to assume a different or more To be ready to assume a different or more

challenging position in the futurechallenging position in the future To maintain a healthy and fully-functioning To maintain a healthy and fully-functioning

brainbrain

Ensure That You Have Ensure That You Have Adequate SkillsAdequate Skills

Determine your strengths and weaknesses, Determine your strengths and weaknesses, assess how they will match the needs of assess how they will match the needs of your business, and decide what skills and your business, and decide what skills and attributes you'll need to implement your attributes you'll need to implement your vision of human resource development.vision of human resource development.


Plan developmental experiences to ensure Plan developmental experiences to ensure that you, as the HRD manager, have that you, as the HRD manager, have adequate business knowledge, HRD skills, adequate business knowledge, HRD skills, managerial skills, and confidence, energy, managerial skills, and confidence, energy, resilience, and flexibility.resilience, and flexibility.


Plan to stay in touch with the external HRD Plan to stay in touch with the external HRD community through ASTD meetings, Best community through ASTD meetings, Best Of America conventions, the Training Of America conventions, the Training Directors Forum, and the OD network. Call Directors Forum, and the OD network. Call up local HRD managers, and read HRD up local HRD managers, and read HRD managers newsletters.managers newsletters.


Stay in touch with your internal customers Stay in touch with your internal customers in the organization through phone calls, in the organization through phone calls, lunches, meetings, and other gatherings.lunches, meetings, and other gatherings.

Use The Follow Information Use The Follow Information To Secure Additional HelpersTo Secure Additional Helpers

Quantity of programs required to meet business Quantity of programs required to meet business needsneeds

Quality of customer serviceQuality of customer service Quality of programsQuality of programs Needs that would not be met without an assistantNeeds that would not be met without an assistant Impact on the organizationImpact on the organization

Ensure That Your Assistants Ensure That Your Assistants Have Adequate SkillsHave Adequate Skills

Identify the skills needed by your assistant. Identify the skills needed by your assistant. Consider compatibility with your style and Consider compatibility with your style and skills, administrative and organizational skills, administrative and organizational skills, communication skills, independence skills, communication skills, independence and autonomy, and other skills needed by and autonomy, and other skills needed by your department.your department.

Ensure That Your Assistants Ensure That Your Assistants Have Adequate SkillsHave Adequate Skills

Ensure that your staff develops Ensure that your staff develops professionally through a attendance at professionally through a attendance at training programs, special projects, training programs, special projects, meaningful work assignments they stretch meaningful work assignments they stretch skills, coaching, job shadowing, and skills, coaching, job shadowing, and customer contact.customer contact.

Know What Is AffectingKnow What Is AffectingHRD PracticeHRD Practice

HRD

90’ Influences On HRD 90’ Influences On HRD PracticePractice

1. Increased pressure and capacity to measure 1. Increased pressure and capacity to measure workforce productivity, performance, cost-workforce productivity, performance, cost-effectiveness, and efficiency. effectiveness, and efficiency.

2. Increased pressure to demonstrate the 2. Increased pressure to demonstrate the value, impact, quality, and practicality of value, impact, quality, and practicality of HRD services. HRD services.

3. Accelerated rate of change and more 3. Accelerated rate of change and more uncertain business environment. uncertain business environment.

4. Increased emphasis on customer service 4. Increased emphasis on customer service and expectation of quality products and and expectation of quality products and services from the workforce. services from the workforce.

5. Increased sophistication and variety of 5. Increased sophistication and variety of tools, technologies, methods, theories, and tools, technologies, methods, theories, and choices in HRD. choices in HRD.

6. Increased diversity (demographics, values, 6. Increased diversity (demographics, values, experience) at all levels of the workforce. experience) at all levels of the workforce.

90’ Influences On HRD Practice

7. Increased expectations for higher level of 7. Increased expectations for higher level of judgment and flexibility in worker judgment and flexibility in worker contribution (specifically, for more contribution (specifically, for more creativity, risk taking, adaptation to change, creativity, risk taking, adaptation to change, and teamwork). and teamwork).

8. Increased use of systems approaches that 8. Increased use of systems approaches that integrate HRD systems and technology in integrate HRD systems and technology in the workplace.the workplace.


9. Business strategies that concentrate more 9. Business strategies that concentrate more on human resources and require strategic on human resources and require strategic HRD actions. HRD actions.

10. Changed emphasis in organizations from 10. Changed emphasis in organizations from loyalty to merit, accountability, loyalty to merit, accountability, performance, and relevant skills. performance, and relevant skills.


11. Globalization of business; increased and 11. Globalization of business; increased and expanded international markets, joint expanded international markets, joint ventures, oversees ownerships, and ventures, oversees ownerships, and competition. competition.

12. Increased need for commitment, 12. Increased need for commitment, meaningful work, and participation on the meaningful work, and participation on the job by a larger proportion of the workforce. job by a larger proportion of the workforce.


13. Increased use of flatter, more flexible 13. Increased use of flatter, more flexible organization designs; smaller, self-organization designs; smaller, self-contained work groups; and reduced staff. contained work groups; and reduced staff.


Play The TrendsPlay The Trends

Finds Ways To Make The Follow Trends Work For You


Trend 1. Trend 1. Skill requirements will continue to increase Skill requirements will continue to increase in response to rapid technological change. in response to rapid technological change.

Trend 2. Trend 2. The American workforce will be The American workforce will be significantly more educated and more diverse. significantly more educated and more diverse.

Trend 3. Trend 3. Corporate restructuring will continue to Corporate restructuring will continue to reshape the business environment. reshape the business environment.

Trend 4. Trend 4. Corporate training departments will change Corporate training departments will change dramatically in size and composition. dramatically in size and composition.


Trend 5. Trend 5. Advances in technology will Advances in technology will revolutionize the way training is delivered. revolutionize the way training is delivered.

Trend 6. Trend 6. Training departments will find new Training departments will find new ways to deliver services. ways to deliver services.

Trend 7. Trend 7. Training professionals will focus Training professionals will focus more on interventions in performance more on interventions in performance improvement. improvement.


Trend 8. Trend 8. Integrated high-performance work Integrated high-performance work systems will proliferate. systems will proliferate.

Trend 9. Trend 9. Companies will transform into Companies will transform into learning organizations. learning organizations.

Trend 10. Trend 10. Organizational emphasis on human Organizational emphasis on human performance management will accelerate.performance management will accelerate.

Performance Is The Performance Is The New Game In HRDNew Game In HRD

Learn To Play It Well

There Are 5 Key ElementsThere Are 5 Key ElementsTo PerformanceTo Performance

1.Results that make a company competitive 1.Results that make a company competitive 2.Measurable change 2.Measurable change 3.People with the right skill, knowledge, 3.People with the right skill, knowledge,

and behavior to perform as desired and behavior to perform as desired 4.Systems and processes that connect work 4.Systems and processes that connect work

effort to desired results effort to desired results 5.Methods for analyzing and closing gaps 5.Methods for analyzing and closing gaps

between current and desired performance between current and desired performance

Paradigm ShiftParadigm Shift

Training

Performance

Emphasis upon performance represents a major shift in paradigms.

Characteristics Of High Characteristics Of High Performance Organizations-Performance Organizations-Be OneBe One

Flatter, horizontal structures Work done by Flatter, horizontal structures Work done by teams organized around processes teams organized around processes

Highly skilled workers empowered to act Highly skilled workers empowered to act Collaboration among teams, between labor Collaboration among teams, between labor

and management, and with suppliers and management, and with suppliers

Focus on quality, customers, and Focus on quality, customers, and continuous improvement continuous improvement

Flexible technologies Flexible technologies Formal change management.Formal change management.

Characteristics Of High Characteristics Of High Performance Organizations-Performance Organizations-Be OneBe One

Meet These Challenges And Meet These Challenges And You Will Be In DemandYou Will Be In Demand

Ensure successful customer satisfactionEnsure successful customer satisfaction Move from training to performance improvementMove from training to performance improvement Keep up with the pace of reengineeringKeep up with the pace of reengineering Manage and train current and new employeesManage and train current and new employees Attract qualified workersAttract qualified workers Maximize training technology.Maximize training technology.

Meet Challenges ThroughMeet Challenges Through

Industry or corporation awareness: Industry or corporation awareness: Understanding the vision, strategy, goals, Understanding the vision, strategy, goals, and culture of an industry or organization; and culture of an industry or organization; linking human performance improvement linking human performance improvement interventions to organizational goals.interventions to organizational goals.


Leadership skills: Knowing how to lead Leadership skills: Knowing how to lead others positively to achieve desired work others positively to achieve desired work results.results.


Interpersonal-relationship skills: Working Interpersonal-relationship skills: Working effectively with others to achieve common effectively with others to achieve common goals; exercising effective interpersonal goals; exercising effective interpersonal influence. influence.


Technological literacyTechnological literacy: Using existing or : Using existing or new technology and different types of new technology and different types of software and hardware, and understanding software and hardware, and understanding performance support systems. performance support systems.


Problem-solving skills: Closing Problem-solving skills: Closing performance gaps between actualities and performance gaps between actualities and ideals; helping others uncover the gaps and ideals; helping others uncover the gaps and use that knowledge to close current and use that knowledge to close current and future performance gaps.future performance gaps.


Problem-definition skills: Detecting Problem-definition skills: Detecting performance gaps and helping others find performance gaps and helping others find ways to close current and future gaps. ways to close current and future gaps.


Systems thinking and understanding: Systems thinking and understanding: Identifying the inputs, through-puts, and Identifying the inputs, through-puts, and outputs of a subsystem, system, or supra-outputs of a subsystem, system, or supra-system--and applying that information to system--and applying that information to improve human performance; realizing the improve human performance; realizing the implications of interventions on many parts of implications of interventions on many parts of an organization.an organization.


Performance understanding: Distinguishing Performance understanding: Distinguishing between activities and results; recognizing between activities and results; recognizing outcomes. outcomes.


Knowledge of interventions: Demonstrating Knowledge of interventions: Demonstrating an understanding of the many ways that an understanding of the many ways that human performance can be improved in human performance can be improved in organizational settings; understanding how organizational settings; understanding how to apply specific human performance to apply specific human performance improvement interventions. improvement interventions.


Business understanding: Knowing how the Business understanding: Knowing how the functions of a business work and relate to functions of a business work and relate to each other; knowing the economic impact each other; knowing the economic impact of business decisions. of business decisions.


Organization understanding: Seeing Organization understanding: Seeing organizations as dynamic, political, organizations as dynamic, political, economic, and social systems with multiple economic, and social systems with multiple goals; using that larger perspective as a goals; using that larger perspective as a framework for understanding and influencing framework for understanding and influencing events change. events change.


Contracting skills: Organizing, preparing, Contracting skills: Organizing, preparing, overseeing, and evaluating work performed overseeing, and evaluating work performed by suppliers, contingent workers, and by suppliers, contingent workers, and outscourcing agents. outscourcing agents.


Buy-in and advocacy skills: Building Buy-in and advocacy skills: Building ownership or support for change among ownership or support for change among affected individuals, groups, and other affected individuals, groups, and other stakeholders. stakeholders.


Coping skills: Knowing how to deal with Coping skills: Knowing how to deal with ambiguity and how to handle stress ambiguity and how to handle stress resulting from change and from multiple resulting from change and from multiple meanings or possibilities. meanings or possibilities.


Ability to see the big picture: Looking Ability to see the big picture: Looking beyond details to see over-arching goals beyond details to see over-arching goals and results. and results.

Additional Steps You Can Additional Steps You Can Take To Assure Your Take To Assure Your

Competitive Professional Competitive Professional AdvantageAdvantage

Your Competitive Advantage Your Competitive Advantage (Steps To Take)(Steps To Take)

Be intentional about your future: Make a Be intentional about your future: Make a deliberate shift of minddeliberate shift of mind so you are not so you are not acting out of your history, but are open to acting out of your history, but are open to future possibilities.future possibilities.


Build a Build a portfolioportfolio of skills that will put you of skills that will put you on your chosen position on the economic on your chosen position on the economic value ladder: The ability to design value ladder: The ability to design performance solutions, make them happen, performance solutions, make them happen, and measure their impact will probably and measure their impact will probably have the highest value.have the highest value.


Make sure you are Make sure you are technoliteratetechnoliterate: Be able : Be able to design applications that use many to design applications that use many technologies and learning approaches. technologies and learning approaches.


Be adept at being Be adept at being connectedconnected and at the and at the relationshipsrelationships that will open to you. that will open to you. Distinctive advantage will derive from Distinctive advantage will derive from "connectedness." "connectedness."


Consider the possibilities of Consider the possibilities of working in theworking in the power zonepower zone that will exist at the periphery that will exist at the periphery of organizations. of organizations.


Learn how to Learn how to use information technologyuse information technology to access, create, and use knowledge.to access, create, and use knowledge.


Develop your craft from Develop your craft from teachingteaching individuals to individuals to supportingsupporting learning in a learning in a networked environmentnetworked environment. .

Some Things We Have Some Things We Have LearnedLearned

Identifying your desired niche in HRD (vision)Identifying your desired niche in HRD (vision) Comparing your strengths and limitations to the Comparing your strengths and limitations to the

interests and skills required to obtain your department’s interests and skills required to obtain your department’s visionvision

Ensuring that you have the right skills at the appropriate Ensuring that you have the right skills at the appropriate levelslevels

Understanding and making trends and change work for Understanding and making trends and change work for youyou

Meeting touch challengesMeeting touch challenges Taking deliberate steps to be CompetitiveTaking deliberate steps to be Competitive

developing yourself and others produced by dr. james j. kirk professor of hrd

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