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40RT - LECTURE 16
STRATEGIC HUMAN RESOURCEDEVELOPMENT I
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STRATEGIC HRD I
How can we define SHRD?
How does SHRD relate to overall corporate strategy?
What are the triggers for the development of SHRD?
External
Internal
What are the characteristics of SHRD?
Garavan (1991)
McCracken & Wallace (2000)
Do we need to redefine SHRD?
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STRATEGIC HRD I
Strategic HRD
SHRD isconcernedwith the management of employeelearning for the long term keeping in mind the explicit
corporate and businessstrategies(Garavan 1991: 17)
StrategicHRD is development that operates within an
overall strategic framework. Business-led HRD isdevelopment that is responsive to the businessneeds of anorganisation
(Harrison 1997: XV)
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STRATEGIC HRD I
Strategy
the process by which the basic mission and objectives
of the organisation are set, and the process by whichthe organisation uses its resources to achieve thoseobjectives
(Tichy, Fombrun and Devanna 1982:47)
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STRATEGIC HRD I
Strategy can be:
emergent - in response to an evolvingsituation
deliberate - brought about by formulationand implementation
(Mintzberg 1987)
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STRATEGIC HRD I
Emergent strategy in organisations where there are frequent changes
strategy shaping role for HRD
adds value at formulation stage
Deliberate strategy: more stable and less knowledge intensive organisations
strategy supporting role for HRD adds value in the implementation stages
(Torraco and Swanson 1995)
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STRATEGIC HRD I
External triggers:
(may drive SHRD but not sufficient alone)
Legislation
Government grants and initiatives
product-market changes
the drive for quality
privatisation, deregulation, acquisitions, mergers etc..
internationalisation of business and increasingglobalisation of markets
etc...
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STRATEGIC HRD I
Internal triggers:
(stabilise and sustain SHRD)
systems, philosophy and culture of the organisation
changes in organisational structures (e.g. downsizing)
organisations becoming more flexible and responsive
skills shortages internal or external labour market
greater workforce diversity
etc...
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STRATEGIC HRD I
Characteristics of SHRD
1. Integration with organisational missions and goals
2. Top Management support
3. Environmental scanning4. HRD Policies and plans
5. Line Manager commitment and involvement
6. Existence of complimentary HRM activities
7. Expanded Trainer role8. Recognition of Culture
9. Emphasis on evaluation
(Garavan, 1991)
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STRATEGIC HRD I
1. Integration with organisational missionsand goals
Vertical integration
Strategy implementation - supporting role
Strategy formulation - shaping role
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STRATEGIC HRD I
Scale of Training Maturity
6. Training and learning are processes through whichstrategy is formulated
5. Training and learning help to shape strategy
4. Training is the means for implementing corporatestrategy and achieving change
3. Training integrated with operational management2. Isolated tactical training
1. No systematic training
(Lee1996)
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STRATEGIC HRD I
2. Top Management support
active involvement
key stakeholders
leadership rather than just support
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STRATEGIC HRD I
3. Environmental scanning
analysis of external environment for threats& opportunities
continuous process
not just L&D professionals - partnerships
senior mangers
specifically in HRD terms
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STRATEGIC HRD I
4.HRD Policies and plans
flow from business policies
integrated with business policies
strategy is even more vital
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STRATEGIC HRD I
5.Line Manager Commitment andinvolvement
Need support, but it is reality? Centralising and decentralising trends
contradictory or complimentary?
The devolution of responsibility for human
resource development to line managers has beenseen as a key indicator of the ability to integratehuman resource and businessstrategies
Rainbird (1995: 83)
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STRATEGIC HRD I
6.Existence of complementary HRMactivities
Horizontal or internal integration
HRM/HRD links (Sisson 1989) :
if companies neglect to train they become dependent onthe external labour market to meet their skills needs
HRM strategies can protect the HRD investment
HRD = symbolic value & a motivational strategy
Strategic partnerships - HRM/HRD
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STRATEGIC HRD I
training and development should be regarded
as central to anything that can sensibly betermed HRM
(Keep 1989)
effectingchange in training and HRD involvesthinking in broad HRMterms
(Pettigrew et al 1988)
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STRATEGIC HRD I
7. Expanded Trainer role
Facilitators
Consultants
Change agents
Organisational change consultants
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STRATEGIC HRD I
8. Recognition of Culture
awareness of cultural issues
different role: Adaptive change role - maintenance
Adoptive change role - change
Innovative feedback role - influence(Talbot, 1993)
develop, enhance, influence, changeculture?
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STRATEGIC HRD I
9. Emphasis on evaluation
not just effectiveness
ultimate value
results & business outcomes
cost effectiveness
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STRATEGIC HRD I
1. Integration with org. missionsand goals
2. Top Management support
3. Environmental scanning
4. HRD plans and policies5. Line manager commitment &
involvement
6. Existence of complementaryHRM activities
7. Expanded Trainer role8. Recognition of culture
9. Emphasis on evaluation
(Garavan 1991)
1. Shapingorg. missions and goals2. Top Management leadership
3. Env. scanning by senior mgt.specifically in HRD terms
4. HRD strategies, policies & plans
5. Strategic partnershipswith linemanagement
6. Strategic partnershipswith HRM
7. Trainers as organisational
change consultants8. Ability to influencecorp. culture
9. Emphasis on cost effectivenessevaluation
(McCracken & Wallace, 2000)
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STRATEGIC HRD I
Training
reactive role - supporting strategy
admin/delivery focus
no evidence of the 9 Garavan (1991)SHRD characteristics
Strategically immature
No learning culture
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STRATEGIC HRD I
HRD
systematic implementation role -
supporting strategy internal learning consultancy focus
All 9 Garavan (1991) SHRD characteristics
in place Strategically quite mature
Weak learning culture
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SHRD
Proactive role in strategy shaping
Strategic change focus
all 9 enhanced SHRD characteristics inplace (McCracken & Wallace, 2000)
Strategically very mature
Strong learning culture
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SHRD redefined:the creation of a learning culture, within which a range
of training, development and learning strategies bothrespond to corporate strategy and also help to shapeand influenceit
(McCracken & Wallace, 2000)
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So much for the theory, but what aboutreality?