Download - Emergence of HRD
Emergence of HRDEmployee needs extend beyond the
training classroomIncludes coaching, group work, and
problem solvingNeed for basic employee developmentNeed for structured career developmentASTD changes its name to the American
Society for Training and Development
Relationship Between HRM and HRDHuman resource management (HRM)
encompasses many functionsHuman resource development (HRD) is just
one of the functions within HRM
Primary Functions of HRMHuman resource planning Equal employment opportunityStaffing (recruitment and selection)Compensation and benefitsEmployee and labor relationsHealth, safety, and securityHuman resource development
Secondary HRM FunctionsOrganization and job designPerformance management/ performance
appraisal systemsResearch and information systems
Line versus Staff AuthorityLine Authority – given to managers directly
responsible for the production of goods and services (direct function)
Staff Authority – given to units that advise and consult line units
Limits of AuthorityHRM & HRD units have staff authority
(Overhead function)Line authority takes precedenceScope of authority – how far (how much) can
you authorize?
HRD FunctionsTraining and development (T&D)Organizational developmentCareer development
Training and Development (T&D)Training – improving the knowledge, skills
and attitudes of employees for the short-term, particular to a specific job or task – e.g.,Employee orientationSkills & technical trainingCoachingCounseling
Training and Development (T&D)Development – preparing for future
responsibilities, while increasing the capacity to perform at a current jobManagement trainingSupervisor development
Organizational DevelopmentThe process of improving an organization’s
effectiveness and member’s well-being through the application of behavioral science concepts
Focuses on both macro- and micro-levelsHRD plays the role of a change agent
Career DevelopmentOngoing process by which individuals
progress through series of changes until they achieve their personal level of maximum achievement.Career planning
Career management
By Permission: Naughton & Rothwell (2004)
Critical HRD IssuesStrategic management and HRDThe supervisor’s role in HRDOrganizational structure of HRD
Strategic Management & HRDStrategic management aims to ensure
organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years
HRD aims to get managers and workers ready for new products, procedures, and materials
Supervisor’s Role in HRDImplements HRD programs and proceduresOn-the-job training (OJT)Coaching/mentoring/counselingCareer and employee developmentA “front-line participant” in HRD
Organizational Structure of HRD DepartmentsDepends on company size, industry and
maturityNo single structure usedDepends in large part on how well the HRD
manager becomes an institutional part of the company – i.e., a revenue contributor, not just a revenue user
HRD Organization in a Large Company@
Sample HRD Jobs/RolesExecutive/ManagerHR Strategic AdvisorHR Systems Designer/DeveloperOrganization Change AgentOrganization Design ConsultantLearning Program Specialist
Sample HRD Jobs/Roles – 2Instructor/FacilitatorIndividual Development and Career
CounselorPerformance Consultant (Coach)Researcher
HR Manager RoleIntegrates HRD with organizational goals and
strategiesPromotes HRD as a profit enhancerTailors HRD to corporate needs and budgetInstitutionalizes performance enhancement
HR Strategic Advisor RoleConsults with corporate strategic thinkersHelps to articulate goals and strategiesDevelops HR plansDevelops strategic planning education and
training programs
HR Systems Designer/DeveloperAssists HR manager in the design and
development of HR systemsDesigns HR programsDevelops intervention strategiesPlans HR implementation actions
Organization Change AgentDevelops more efficient work teamsImproves quality managementImplements intervention strategiesDevelops change reports
Organization Design ConsultantDesigns work systemsDevelops effective alternative work designsImplements changed systems
Learning Program SpecialistIdentifies needs of learnersDevelops and designs learning programsPrepares learning materials and learning aidsDevelops program objectives, lesson plans,
and strategies
Instructor/FacilitatorPresents learning materialsLeads and facilitates structured learning
experiencesSelects appropriate instructional methods
and techniquesDelivers instruction
Individual Development and Career CounselorAssists individuals in career planningDevelops individual assessmentsFacilitates career workshopsProvides career guidance
Performance Consultant (Coach)Advises line management on appropriate
interventions to improve individual and group performance
Provides intervention strategiesDevelops and provides coaching designsImplements coaching activities
ResearcherAssesses HRD practices and programsDetermines HRD program effectiveness Develops requirements for changing HRD
programs to address current and future problems
Challenges for HRDChanging workforce demographicsCompeting in global economyEliminating the skills gapNeed for lifelong learningNeed for organizational learning
Competing in the Global EconomyNew technologiesNeed for more skilled and educated workersCultural sensitivity requiredTeam involvementProblem solvingBetter communications skills
Eliminating the Skills Gap
Employees need to be taught basic skills:MathReadingApplied subjects
Need to improve schools!
Need for Lifelong LearningOrganizations changeTechnologies changeProducts changeProcesses changePEOPLE must change!!
Need for Organizational LearningOrganizations must be able to learn, adapt,
and changePrinciples:
Systems thinkingPersonal masteryMental modelsShared visionsTeam learning
A Framework for the HRD ProcessHRD efforts should use the following four phases (or stages):
Need assessmentDesignImplementationEvaluation
Needs Assessment PhaseEstablishing HRD prioritiesDefining specific training and objectivesEstablishing evaluation criteria
Design PhaseSelecting who delivers programSelecting and developing program contentScheduling the training program
Implementation PhaseImplementing or delivering the program
Evaluation PhaseDetermining program effectiveness – e.g.,Keep or change providers?Offer it again?What are the true costs?Can we do it another way?
SummaryHRD is too important to be left to amateursHRD should be a revenue producer, not a
revenue userHRD should be a central part of companyYou need to be able to talk MONEY