Interactive Powerpoint_How to Master effective communication
Introtruction to hrd
1. Introduction to Human
Resources Development
Chapter 1
CH-1 Copyright 2008 Werner, et al 1
2. Chapter Objectives
• Define HRD
• Relate development of HRD
• Distinguish between HRD and HRM
• Identify & describe major HRD functions
• Describe how HRD links with corporate goals and
strategies
• Recognize various competencies of an HRD professional
• Cite contemporary challenges
• Identify major phases of HRD process
CH-1 Copyright 2008 Werner, et al 2
3. Defining Human Resource
Development (HRD)
• “…a set of systematic and planned
activities designed by an organization to
provide its members with the opportunities
to learn necessary skills to meet current
and future job demands.”
• Learning is the core of all HRD efforts
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4. HRD Activities in the
Workplace
• Should start with employee joining
organization
• Should continue throughout employment
• Must be responsive to work and job
changes
• Must reflect corporate goals and strategies
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5. Progressions towards HRD
Development - 1
• Apprentice training programs
– Apprentice
– Yeoman
– Master
– Guilds
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6. Progressions towards HRD
Development - 2
• Vocational education programs
– 1809 – DeWitt Clinton founds first manual
school in NY
– 1917 – Smith-Hughes Act (World War-I)
• Factory Schools
– Needed engineers, machinists and skilled
mechanics
– Had to develop their own--shorter and more
narrowly focused than apprenticeships
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7. Training for Skilled and Semi-
Skilled Workers
• Needed for production lines (Ford)
• Demand for military goods (WW-I)
• Job Instruction Training (JIT) based at first
on
– Show
– Tell
– Do
– Check
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8. The Human Relations Movement
• Factory system sometimes abused
workers
• “Human relations” advocated more
humane working conditions
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9. Establishment of the Training
Profession
• World War II required massive retooling
for military goods
• Training Within Industry was developed
• Many companies developed own TWI
programs
• 1942: American Society of Training
Directors formed
– Intent was to standardize training profession
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10. Emergence of HRD
• T&D expanded to encompass
– coaching and counseling
– Group Process Facilitation
– Problem solving
• ASTD becomes American Society for
Training and Development
• Move to high performance work systems
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11. Human Resource Management
(HRM) and HRD
• HRM: The effective selection and
utilization of employees to best achieve
– The goals and strategies of the organization
– The goals and needs of the individual
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12. Organization Chart of Large HRM
Divisions
• Figure 1-1
Vice President
Human Resource Management
EEO Officer
HR Research and Staffing Employee Relations HRD Compensation and
Plannin g Director Director Director Director Benefits Director
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13. Primary HRM Functions
• Obtaining employees
• Maintaining employees
• Developing employees
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14. Secondary HRM Functions
• Human resource planning
• Equal employment opportunity
• Staffing (recruitment and selection)
• Compensation and benefits
• Employee (labor) relations
• Health, safety and security
• HRD activities
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15. Other HRM Functions
• Organizational design
• Performance management and appraisal
systems
• Research and information systems
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16. Line vs Staff Authority
• Authority to make decisions and use resources
• Line Authority:
– Given to line managers and units directly responsible
for production of goods and services
• Staff Authority
– Given to units that advise and consult line units
• Generally, line authority supersedes staff
authority
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17. Primary HRD Functions
• Training and development (T&D)
• Organizational development (OD)
• Career development
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18. Training & Development
(T&D)
• Changing or improving the employees
– Knowledge
– Skills
– Attitudes
• Training
– Provides skills & knowledge to job or task
• Development
– Prepares for future employment needs
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19. T&D Activities
• Start when employee joins organization
• Continues throughout employment and
career
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20. Specific T&D Activities
• Employee orientation
• Skills and technical training
• Coaching
• Counseling
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21. Coaching
• Employees learn unit’s values and norms
• Establish working relationships
• Learn how to function in their jobs
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22. Counseling
• Help employees deal with personal
problems
– Substance abuse
– Stress management
– Smoking cessation
– Fitness, nutrition, weight management
– Etc.
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23. Management Training and
Development
• To ensure managers and supervisors
have the KSAs needed to be effective
– Supervisory training
– Job rotation
– Seminars
– College/university courses
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24. Organizational Development
(OD)
• Process of enhancing the effectiveness of an
organization and its employees through planned
interventions that apply behavioral science
concepts
– Macro changes affecting entire organization
– Micro changes affecting individuals, small groups &
teams
• In OD, the HRD professional works as a “change
agent” to facilitate the change process
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25. Career Development
• Ongoing process by which individuals
progress through a series of stages, each
characterized by a relatively unique set of
issues, themes and tasks
• Career Planning: Assessing individuals
skills and abilities in order to establish a
realistic career plan
• Career Management: Taking necessary
steps to achieve that plan
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26. The New Learning and
Performance Wheel
• Business strategy is at hub
• Upper right spokes depict traditional HRM
functions
• Lower right spokes depict other functions
driving performance
• Left side is expanded view of HRD
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27. The New Learning and
Performance Wheel
• Figure 1-2 The New Learning and Performance Wheel
usi ness Performan
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SOURCE: Davis, P., Naughton, J., & Rothwell, W. (2004). New roles and new competencies
for the profession. T&D, 58(4), 26-36
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28. Strategic Management and HRD
• Strategic Management includes
– Strategy formulation
– Strategy implementation
– Control
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29. Strategic Management
Activities
• Assess viability of current mission,
objectives, strategies, policies, programs,
technology, workforce and other
resources
• Monitor and assess external environment
for threats and opportunities
• Identify strategic factors that need to be
changed or updates
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30. Alignment of the Organization
• Management practices
• Organizational structure
• Human resource systems
• Other work practices & systems
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31. A Major HRD Challenge
• To play a more strategic role in the
functioning of their organization
– Participate directly in strategic management
– Provide education and training in concepts
and methods of strategic management and
planning
– Providing training to all employees that is
aligned with goals and strategies
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32. HRD Strategy
• Contribute ideas, information and
recommendations
• Ensure HRD strategy is consistent with
corporate strategies
• Provide education and training to support
corporate strategies
• Ensure all training is linked to goals and
strategies of organization
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33. Role of Supervisors in HRD
• HRD implementation
• Orientation
• Training
• Coaching
• Career development
• Identifying training needs
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34. Organizational Structure of HRD
Function
• Figure 1-3
Director
Human Resource Development
HRD Research and
Program Developer
Evaluation Specialist
Management Skills Organization Career
Development Training Development Development
Specialist Administrator Specialist Counselor
On-the-Job Training Safety Trainer Sales Trainer
Coordinator
CH-1 Copyright 2008 Werner, et al 34
35. Sample HRD Organization Chart
• Figure 1-4 Vice President
Human Resource Development
Assistant Vice President
District Training
Manager, Manager, Customer Manager, Safety
Management/Executive Sales Training Training
Development
Manager, Manager, Store Management Manager, Driver
Support Services Training Training
Manager, Manager, Training Manager,
Organization Development Facilities and Facilities and
and Change Equipment Equipment
Manager,
Research, Planning,
and Evaluation
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37. HRD Manager Competencies
• A non-exclusive list
• Personal
• Interpersonal
• Business/Management
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38. The 2004 ASTD Competency
Model
• Fig 1-5
L e a r n in g
S tra te g is t
B u s in e s s
P a rtn e r
P ro fe s -
P r o je c t s io n a l
M anager S p e c ia lis t
D e s ig n in g L e a r n in g
Im p r o v in g H u m a n P e r f o r m a n c e
D e liv e r in g T r a in in g
M e a s u r in g a n d E v a lu a tin g
F a c ilita tin g O r g a n iz a tio n a l C h a n g e
M a n a g in g t h e L e a r n in g F u n c t io n
C o a c h in g
M a n a g in g O r g a n iz a tio n a l K n o w le d g e
C a r e e r P l a n n i n g a n d T a le n t M a n a g e m e n t
A r e a s o f E x p e r tis e : S u p p o r te d b y T e c h n o lo g y
• In te rp e rs o n a l • B u s in e s s /M a n a g e m e n t • P e rs o n a l
> B u ild in g T r u s t > A n a ly z in g N e e d s a n d > D e m o n s t r a t in g
> C o m m u n ic a t in g E f f e c t iv e ly P r o p o s in g S o lu t io n s A d a p t a b il i t y
> In flu e n c in g S ta k e h o ld e r s > A p p ly in g B u s in e s s A c u m e n > M o d e li n g P e r s o n a l
> L e v e r a g in g D iv e r s it y > D r iv in g R e s u lt s D e v e lo p m e n t
> N e t w o r k in g a n d P a r t n e r in g > P l a n n in g a n d I m p l e m e n t in g
A s s ig n m e n t s
> T h i n k i n g S t r a t e g i c a ll y
C o m p e t e n c ie s • C o m p e t e n c ie s • C o m p e t e n c ie s
SOURCE: Davis, P., Naughton, J., & Rothwell, W. (2004). New roles and new
competencies for the profesion. T&D, 58(4), 26-36
CH-1 Copyright 2008 Werner, et al 38
39. The HRD Executive Manager
• Formerly “Training Director,” sometimes
the “Chief Learning Officer”
• Integrates HRD with goals and strategies
of organization
• Assumes leadership role in executive
development
• Promotes value of HRD functions
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40. Major Tasks of HRD Manager
• Promoting HRD as means of ensuring
employees have competencies to meet
current and future job needs
• Establishing link between HRD
performance and organizational
effectiveness
• Developing measures of HRD
effectiveness tied to profit
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41. Roles and Outputs for HRD
Professionals - 1
• HR Strategic Advisor-
– Strategic planning for training and education
– Outputs
• HR strategic Plans
• Strategic planning education & training programs
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42. Roles and Outputs for HRD
Professionals - 2
• HR Systems Designer and Developer-
– Assists management in organizational HR
design and development
• Outputs
– HR program designs
– Intervention strategies
– Implementation of HR programs
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43. Roles and Outputs for HRD
Professionals – 3
• Organization Change Agent-
– Design and implementation of change
strategies
• Outputs
– More efficient work teams
– Quality management
– Intervention strategies
– Change reports
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44. Roles and Outputs for HRD
Professionals – 4
• Organizational Design Consultant-
– Advises on work system design and
implementation of change
• Outputs
– Intervention strategies
– Alternative work designs
– Implementation
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45. Roles and Outputs for HRD
Professionals – 5
• Learning Program Specialist
– Instructional Designer
– Develops and designs appropriate learning
programs
– Prepares materials and training aids
• Outputs
– Program objectives
– Lesson plans
– Intervention strategies
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46. Roles and Outputs for HRD
Professionals – 6
• Instructor/facilitator
– Presents materials and leads and facilitates
structured learning experiences
• Outputs
– Selection of appropriate methods and
techniques
– Actual HRD program itself
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47. Roles and Outputs for HRD
Professionals – 7
• Individual Development and Career
Counselor
– Assists employees in assessing competencies
and goals
• Outputs
– Individual assessment sessions
– Workshop facilitation
– Career guidance
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48. Roles and Outputs for HRD
Professionals – 8
• Performance Consultant
– Advises on appropriate interventions to
improve individual and group performance
• Outputs
– Intervention strategies
– Coaching design
– Implementation
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49. Roles and Outputs for HRD
Professionals – 9
• Researcher
– Assesses HRD programs and practices to
determine overall effectiveness
• Outputs
– Research Designs
– Research Findings and Recommendations
– Reports
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50. Certification and Education for
HRD Professionals
• To increase credibility of HRD filed
• ASTD began “Certified Professional in
Learning and Performance” program
– 150 item multiple choice test
– Submission of “Work Project”
– Described on ASTD website
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51. HRM Certifications
• Human Resource Certification Institute (HRCI)
– Professional in Human Resources (PHR)
• 225 item multiple choice exam, 17% are HRD related
– Senior Professional in Human Resources (SPHR)
• 225 item multiple choice exam, 17% are HRD related
– Global Professional in Human Resources GPHR)
• 165 M/C items, 14% HRD related
• Must pass test and have at least 2 years
exempt-level HR work experience
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54. Six Challenges for HRD
• Increasing workforce diversity
• Eliminating the skills gap
• Meeting need for lifelong learning
• Facilitating organizational learning
• Addressing ethics
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55. A Framework for the HRD
Process
• Needs Assessment
• Design
• Implementation
• Evaluation
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56. ASTD Code of Ethics
• Recognize individual rights • Maintain confident-iality and
and dignities integrity
• Develop human potential • Support peers
• Provide highest level of quality • Behave ethically and honestly
• Comply with laws and • Improve public understanding
copyrights of HRD
• Keep up-to-date in HRD • Honestly reveal qualifications
and abilities
• Contribute to continued growth
of the profession
PARAPHRASED from American Society for Training and Development (ASTD), ASTD Certification Institute, November 2005.
Accessed on June 5, 2007 at: http:/www.astd.org/NR/rdonlyres/5DBEF5A-EC0E-4C5C-9FA5-
4DD47C19A4A8/8544/CodeofEthics.pdf
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57. Training and HRD Process Model
• Fig 1-7
Assessment Design Implementation Evaluation
Assess needs
Prioritize Define Select
needs objectives evaluation
criteria
Develop
lesson plan Determine
evaluation
design
Develop/acquire
materials
Conduct
Deliver the
Select evaluation
HRD progr am
trainer/leader of program
or inter vention
or inter vention
Select methods
and techniques Interpret
results
Schedule the
program/intervention
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58. Needs Assessment
• Establish priorities for expending HRD resources
• Define specific training and HRD objectives
• Establish evaluation criteria
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59. Design Phase
• Define objectives
• Develop lesson plan
• Develop/acquire materials
• Select trainer/leader
• Select methods/techniques
• Scheduling
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60. Implementation Phase
• Deliver program as designed
• Create atmosphere that promotes learning
• Resolving emergent problems as they occur
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61. Evaluation Phase
• Must be able to quantify results of trainings and
determine impact on “bottom line”
• Evaluate participant reaction
• Evaluate how much was learned
• Evaluate transferability of learning to workplace
• Evaluate if program contributes to organization’s
effectiveness
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62. Use of Evaluation Data
• Whether or not to continue use of program or
vendor
• Whether or not to offer in the future
• Budgeting and resource allocation
• Using alternative methods to solving problem(s)
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64. Emerging Workplace Issues - 2
• Work be nimble, work be quick: The accelerated pace of
change requires more adaptable employees and nimbler
organizations.
• Security alert! Concerns about security and about the
ability of governments to provide protection have
increased individual anxiety levels worldwide.
• Life and work in the e-lane: Technology, especially the
Internet, is transforming the way people work and live.
• A higher ethical bar: Ethical lapses at the highest levels
in large organizations have shaken employees’ loyalty,
trust, and sense of security.
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