learning from an interview with an hrd professional
TRANSCRIPT
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AN INTERVIEW WITH AN HRD PROFESSIONAL
An Interview with a HRD Professional
Jonathan West
ADLT 620, Summer 2010
Human Resource Development Overview
Virginia Commonwealth University
Robin Hurst
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AN INTERVIEW WITH AN HRD PROFESSIONAL
Interview with an HRD Professional
I interviewed Amy Wallis, manager of talent management and performance management
at Welch Allyn, a company that manufactures medical diagnostic equipment. The interview
explored how Wallis came into the HRD field, her current position in HRD, perspectives on the
internal versus the external role of a HRD professional, a definition of HRD, qualifications of
HRD practitioners, key issues in the field of HRD, an explanation of the talent management, and
how the current economy affects HRD efforts.
Wallis’ current position is manager of talent management and performance management
in the organizational development group, which she has held for two and a half months. Wallis
has worked in various capacities both externally and internally in the HRD field since she first
began as a consultant over 15 years ago. She actually began in the field as a management
consultant and found that she had a passion for learning and subsequently changed into HRD.
After a few years of working in training, she returned to school to complete a doctoral program
in counseling psychology (at VCU) where she focused on adult learning, group learning, and
things such as 360 degree feedback.
Internal and external HRD roles
Wallis’ work as both an internal HRD practitioner and an external HRD consultant
provided her with an interesting perspective. She sees the internal and external roles as being
very different with pros and cons to both. Being and internal HRD person gave her the
opportunity to become involved and understand an organization’s culture at a deep level. It was
also very enriching for her to see have the opportunity to see the long-term effects of her efforts,
because many HR initiatives take time before they make a difference.
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AN INTERVIEW WITH AN HRD PROFESSIONAL
An external consultant rarely gets the opportunity to see long-term effects. They usually
“swoop in, do your work and then leave,” Wallis said, and, “if you are lucky the client lets you
know how things are going after a year or two” (Wallis, A., phone interview with author, 2010).
For the most part the external consultant never knows the results. One aspect that fascinates
Wallis is the credibility that people in the organization imbue external consultants with, even if
they truly do not know what they are doing. People in the organization want to listen to external
consultants. However, some organizations will never actually implement what the consultant
says once they leave even if it is ‘good advice.’
Defining HRD
Wallis definitely sees that the concept of HR has changed over the years with a traditional
definition of HRD as well as a ‘state of the art’ definition. The traditional HR department has a
director of compensation, director of benefits, director of training, and a director of employee
relations, and then a managing director of HR or VP. These functions operate quite separately. In
this kind of environment, HRD has the role of training in the context of training is done because
organizations are ‘supposed to do it.’ There is no strategic thinking on the value of HR for an
organization. Wallis suggests that many organizations are currently living the definition of what
HRD was twenty years ago.
In a ‘state of the art’ definition of HR, Wallis sees that the functions of HRM and HRD
are integrated and organizations have a strategic view of HR. In particular, leadership recognizes
the value of HR as assets. At Welch Allyn there are HR directors for various business functions
responsible for their respective populations. There is then an organizational development (OD)
group that interacts and collaborates with all of the HR directors to deliver OD solutions. A Vice-
President of HR then serves as an advisor to the CEO on human assets, rather than being the
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AN INTERVIEW WITH AN HRD PROFESSIONAL
person who works for the CEO who makes sure people are paid well, receive benefits, and are
technically trained. Wallis considers this the HR view of the future.
Qualifications of HR practitioners
In order to enter the field of HRD, Wallis considers it essential to have a masters’ degree
in OD, adult learning, or similar area with the same fundamental concepts. There are people with
bachelors’ degrees who have come up through the ranks of some organizations, but for new
entrants, a masters’ degree seems to be the ticket in. In addition, it is important to be able to
demonstrate application of the knowledge through experience rather than only have book
knowledge.
Key issues in the field of HRD
One of the key issues that Wallis sees in HRD is the recognition at the executive level of
the strategic importance of HRD. Leadership realizes that in order to become an ‘employer of
choice’ it is necessary to support ongoing HRD efforts within an organization. Within this
setting, it then becomes important for the HRD practitioner to find a champion for their HRD
project and continue to influence and motivate this person to stay engaged and invested and to
take responsibility for the project on a long-term basis. A champion could be the CEO or a VP of
product development, for example.
A reflection of the issue of the strategic significance of HRD is for the organization to
realize that learning and change are a developmental process, especially when considering soft
skills. Wallis sees this as a process of moving from ‘unconscious incompetence’ to ‘unconscious
competence.’ A learner moves through the phases from unconscious to conscious incompetence
(I do not know I do not know to I know I do not know) and then conscious competence to
unconscious competence (I know and I need to do this and then that to I just do it without
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AN INTERVIEW WITH AN HRD PROFESSIONAL
thinking about how). Most organizations do not recognize this developmental process of learning
and change and have unrealistic expectations from training or OD efforts. When an organization
recognizes a developmental process for individual and organizational learning and growth, then
HRD initiatives are a long-term investment in building capacity. To support and enable the
development of employees, state of the art HRD departments are frequently using managers of
talent management and performance management.
Talent management
Talent management is a relatively new concept in the HRD field and still being defined.
Wallis suggests that, fundamentally, talent management is envisioning the future of the
organization and preparing staff to be promotable and high performers in the future. A significant
part of this is through identifying where individuals need to grow and develop. This could be
through leadership, increasing various skills, a course of study at a university, becoming better at
communicating, or similar things. It is a combined effort of exploring the individual’s and the
organization’s goals. A part of this process is then making a plan with the individual on how they
can develop according to their own career goals. Part of this process might include training, but
there is also a significant amount individual work such as coaching and mentoring.
An example Wallis gives is that Welch Allyn is a medical equipment products company
(in existence over 80 years) that traditionally has needed primarily mechanical engineers. With
the current movement towards digitalizing medical records, there needs to be an integration of
data aspects that would include more electronics and computer programming. Talent
management’s role is to consider how to make the transition with the current staff that is
traditionally mechanical engineers. They now need engineers who can build computer systems
instead of just medical equipment. A key goal of the company is to keep employees happy. They
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AN INTERVIEW WITH AN HRD PROFESSIONAL
want people who want to work for the organization, not people who just want a job. They have
only a 6% turnover rate, which is very low. So, developing people in alignment with the
company’s goals is a primary function of talent management.
A collaborative work environment is a key aspect of the organizational culture that Wallis
said has permitted her role as talent manager to evolve. Participatory decision-making has a long
history that stem from the family origins of the company.
Impact of the economy
The current economic climate does not significantly affect the HRD efforts at Welch
Allyn. Wallis considers this is because Welch Allyn has taken a strategic approach to HRD.
Wallis did see a much greater impact when she was consulting. She said that when organizations
cut budgets, consultants are some of the first ones to go. However, when HRD has a strategic
value, then it becomes “as imperative as having a customer call center or a front desk person. It’s
just fundamental, I think” (Wallis, A., phone interview with author, 2010).
What I learned from the interview
Two key points of learning for me are the strategic importance of HRD and insight into
the function of talent management. It was very interesting for me to hear the perspectives of a
HRD professional working in a company that has a strategic view of HRD. I understood the
importance of having the leadership team committed to HRD from my work with nonprofits, but
my experience was where the some leadership understood this, but there was still a significant
challenge to put this into practice. It was encouraging to hear about how a company with ‘state of
the art’ HR department has a strategic view of HRD and support at the executive level.
More specifically, it struck me how the organization views talent management. I had the
strong impression that the CEO and top leadership want to invest in developing individual talent
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AN INTERVIEW WITH AN HRD PROFESSIONAL
in accord with the organizational goals. This seems to be drastically different from the concept of
Taylorism where the employee was functioning as ignorant tool, like a machine. There is clearly
an interest at Welch Allyn to integrate the individual’s growth and development with the goals of
the organization. I see this as a distinct result of integrating the human dimension proposed in
McGregor’s Theory Y (2006) into the workplace. I also see that the function of
Another key point that demonstrates the impact of the historical efforts the of HRD giants
such as Lewin, Emery and Trist, and many others is the culture of collaboration and participatory
decision-making found at Welch Allyn (Weisbord, 2004). I was impressed when Wallis said that
collaboration and participatory decision-making create the culture that “allows HRD to be as
important as it is” (Wallis, A., phone interview with author, 2010).
I did not get a chance to explore Wallis’ role as manager of performance management and
wonder how this fits into the historical views of Theory X. However, from her description of
other aspects of the organization, I envision it to be a collaborative process that considers the
human aspects of employees.
Conclusion
It was fascinating for me to gain insight into how a modern HR department functions and
the role and impact HRD has as a strategic element of an organization’s vision. It helps me to
appreciate the work many thinkers and practitioners have contributed to such enable this to
occur. I realize that a significant part of this evolution is the willingness of people to put theory
into practice and learn from the efforts. I am encouraged in my own aspirations to step into the
unknown that occurs when applying theories and ideas to new situations and hope to continue to
learn as I evolve in my practice of HRD.
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AN INTERVIEW WITH AN HRD PROFESSIONAL
References
McGregor, D. (2006). The human side of enterprise. New York, NY: McGraw-Hill.
Wiesbord, M. (2004), Productive workplaces revisited: Dignity, meaning, and community in the
21st century. San Francisco, CA: Jossey-Bass.
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AN INTERVIEW WITH AN HRD PROFESSIONAL
Interview Questions Your email said you have been in HRD for 15 years or so, can you share some of the
perspectives you have come to have?
How would you describe the differences between your internal and external HRD work?
Have you found that clients sometimes do not follow recommendations of as an external
consultant?
So, would you say that in your external consultancy role been organizational
development? Where have you focused your interest?
So, I’m trying to get an idea of just what talent management is. From what you said, it is
focusing on individual development. What sort of areas would that look at? Whatever
anyone needs… leadership, problem solving, or whatever?
How did you get into HRD. I know you said you started in training. How did that start
out?
What would you say the definition of HRD is and how would you say it has evolved or
changed?
What qualifications would you say that a person needs to work in the field of HRD now?
What do you see as key issues in the HRD field today?
So, what can you say about the idea of a learning organization. It sounds like when HRD
takes on a strategic significance, it could be considered moving towards a learning org.
Would you say that?
Do you see it as a team culture there? When decisions are made on bigger level, is it a
participatory process?
How do you feel the economic climate affects HRD?