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