Key Components of Human Resource Development

Three fundamental component of HR

Organization Career

Individual

HR Development

A. All three have one focus—individual performance improvement.

B. Individual performance improvement is the heart of an HRD program,

C. HRD can be described as the "area of congruence" among the three components

Jerry Gillet and Seteven Eggland, Principles of Human Resource Development, Perseus Books Group

• Three fundamental component areas :– individual development (personal), – career development (professional), and – organizational development.

INDIVIDUAL DEVELOPMENT

• Development of new knowledge, • Skills, and/or improved behaviors that result in

performance enhancement and• Improvement related to one's current job

(training). • Learning may involve formal programs, but is

most often accomplished through informal, on-the-job training activities.

CAREER DEVELOPMENT

• Identify the individual interests, values, competencies, activities, and assignments needed to develop skills for future jobs (development).

• Both individual and organizational activities: – Individual activities include career planning, career awareness,

and utilizing career resource centers. – Organizational activities include job posting systems,

mentoring systems, career resource center development and maintenance, using managers as career counselors, providing career development workshops and seminars, human resource planning, performance appraisal, and career pathing programs.

ORGANIZATIONAL DEVELOPMENT

• Developing new and creative organization solutions to performance problems

• Enhancing congruence among the organization's structure, culture, processes, and strategies within the human resources domain (closer working relationship among these elements)

• Organization's self-renewing capacity (organization ability to regenerate itself over and over again)

Each component will vary :

• Type of organization • complexity of the operation• the criticality of human resources

to organizational efficiency, and • the organization's commitment to

improved human resources.

Human “Resource”

• A resource is any physical or virtual entity of limited availability that needs to be consumed to obtain a benefit from it.

• In most cases, commercial or even non-commerial factors require resource allocation through resource management.

• There are two types of resources; (1)renewable and (2)non-renewable.

http://en.wikipedia.org/wiki/Resource (2011)

(1) utility, (2) quantity (often in terms of availability), and (3) consumption.

“Resource” Resources have three main characteristics:

Note : Some do not accept this definition Ex : deep ecologists who believe that non-human elements are independent of human values.

Types of resources

Natural resources

Renewable Resources

Non-renewable Resources

Conditionally Renewable Resources

Human resources

Tangible / intangible resources

“Human Resources”

“individuals who make up the workforce of an organization”

8.6 Sport and physical recreation services, By sector - 2004-05

SECTOR For profit Not for

profit Government Total

Number of organisations at end June 5 007 3 649 600 9 256 Total employment at end June 53 917 46 552 11 051 111 519 Total volunteers during June *7 480 174 351 . . 181 832

Source: Sports Industries, Australia, 2004-05 (cat. no. 8686.0).

Not for profit organisations accounted for 42% of the paid employment and 96% of the volunteers.

Services and Human Resources in Sport

• Efficient organisational function requires necessary resources at its disposal: – Material resources in the form of ‘capital ‘– Facilities and equipment– Human Resources

• Organisation gives attention to human resources :– Put materials in to use – Convert them in to wealth (products)

Types of ‘products’

• Production of ‘services’ rather than goods :– Client or customer is the input, as well as the

output of the organisation process• Volunteers and paid staff make the workforce :

– Managing two different sets of workers is complex and difficult

Clients (Customer) as Human Resource

A. Significance of client as a human resource in sport management

B. Client motivation and broader classification of motives of clients

Client = Customer

• Client : somebody using professional service

• Customer: a person or organization to whom goods or services are provided and sold

14th century. < Latin client- “dependent”

At Sport Liverpool we pride ourselves on our service standards, based on the following principles:

Customer Safety Value and Satisfaction Clean, well maintained facilities and equipment Professionally qualified and highly-trained staff

Excellence

Performance

Participation

Foundation

Sports Development Continuum

• The Sports Development Continuum, also known as the performance pyramid, – is a model that represents a persons’ involvement

in sport by what stage they are at. – It can also highlight the route a performer can take

to become an elite performer. – The model has 4 stages.: (1) Foundation stage,

(2)the Participation stage, (3) the Performance stage and (4) the Excellence stage.

•

The Foundation Stage A. At the bottom of the pyramid this consists of people who

are beginners in sport.

B. This stage will generally contain younger children who will not understand all the rules of the game but will be developing basic skills and movements.

C. It is important that good habits are instilled into the performer here, for use further up the pyramid.

D. The foundation stage is categorised by people being introduced to the basic skills of a sport, this mainly happens at school via PE lessons and is the first contact children have with some sports.

The Participation Stage

A. The stage consists of anyone who participates in sport regularly.

B. It is important that these people gain something positive from participating.

C. Some reasons for participation in sport could be socialising, health or fitness or enjoyment.

D. Participation is categorised by someone participating in a sport by choice and they extend an interest in an activity they may have been introduced to in PE at foundation level.

E. They participate also to develop their skills in an activity and may do this by taking part in a schools extra curricular programme or by joining a sports club.

The Performance Stage

A. The Performance level consists of anyone involved in sport who aims to improve their skills.

B. This could be playing for a sports team where you receive coaching.

C. At performance level a participant will show commitment to training to help perfect their skills and they will be at a club or regional standard.

The Excellence Stage

A. The top of the pyramid consists of skilled performers who aim to achieve set standards that are measurable usually through competition.

B. Activities at Excellence level usually have rewards that motivate the individual, such as trophies or money.

C. This is where elite performers are and national recognition is achieved.

‘Service’ differentiation

Largest investment of an organisation‘Service’ is a intangible and perishable

occurrence that is created and used simultaneously (Sasser, Olsen, and Wyckoff

1978)

Characteristics of ’Services’

• Intangibility : lacks physical existence or form) cannot be seen, smelled, tasted, touched, or stored.

• Perishability : cannot stockpiled (inventoried) before consumption: they exist only at the time of their production.

• Simultaneity(inseparable) : from their means of production, and from the customer's experience of them. Requires that a consumer of a service interacts (sometimes physically) with its producer to receive its benefits.

• Heterogeneity (variability): Range of possible outcomes of a given situation.

•

Preparing for the London Olympic Games 2012:

Suggestions for HR• The International Olympic Committee’s recent inspection

of preparations for the 2012 Olympics was a timely reminder to employers, particularly those in London, of the need to start planning for workforce issues during the Games.– Olympics’ rules and policies to ensure that everyone can enjoy

this important national event without undue disruption to trade. – policies to be communicated to staff well in advance, and set out

clearly what is and is not acceptable behaviour. – Rules to be enforced consistently and – the Olympics could be a cheap if manage well and easy way to

boost staff morale and employee engagement

Human Resource Management Process

1. Planning2. Attracting

3. Developing and 4. Retaining

Human Resource Planning

Attracting Employees

Retaining Employees

Developing Employees

Human Resource Planning

Strategic Human Resource Planning : A. How many people

organization wants; B. type of people organization

wants at present and future in terms of their expertise

C. how they “fit” the organizational culture

D. demand and supply for future labour

Job Analysis :

“ Integrating human resource management strategies and systems to achieve the overall mission, strategies, and success of the organisation while meeting the needs of employees and other stakeholders. “

Source: Herman Schwind, Hari Das and Terry Wagar, Human Resource

Management: A Strategic Approach.

a process to understand and describe the duties and responsibilities of a position as well as the knowledge, skills and abilities required to do the job.

Attracting Employees

Recruiting

Selecting

A. The recruitment process is fair and objective

B. internal or external, are being assessed using the same criteria.

C. Recruitment will comply with human rights legislation.

Developing Employees Orientation :

Training and Development

Performance appraisal

Retaining Employees

Compensation

Health and safety

Labour relations

Termination and outplacement