16. Strategic Human Resource Development i Slides

7/31/2019 16. Strategic Human Resource Development i Slides

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40RT - LECTURE 16

STRATEGIC HUMAN RESOURCEDEVELOPMENT I


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STRATEGIC HRD I

How can we define SHRD?

How does SHRD relate to overall corporate strategy?

What are the triggers for the development of SHRD?

External

Internal

What are the characteristics of SHRD?

Garavan (1991)

McCracken & Wallace (2000)

Do we need to redefine SHRD?


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STRATEGIC HRD I

Strategic HRD

SHRD isconcernedwith the management of employeelearning for the long term keeping in mind the explicit

corporate and businessstrategies(Garavan 1991: 17)

StrategicHRD is development that operates within an

overall strategic framework. Business-led HRD isdevelopment that is responsive to the businessneeds of anorganisation

(Harrison 1997: XV)


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STRATEGIC HRD I

Strategy

the process by which the basic mission and objectives

of the organisation are set, and the process by whichthe organisation uses its resources to achieve thoseobjectives

(Tichy, Fombrun and Devanna 1982:47)


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STRATEGIC HRD I

Strategy can be:

emergent - in response to an evolvingsituation

deliberate - brought about by formulationand implementation

(Mintzberg 1987)


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STRATEGIC HRD I

Emergent strategy in organisations where there are frequent changes

strategy shaping role for HRD

adds value at formulation stage

Deliberate strategy: more stable and less knowledge intensive organisations

strategy supporting role for HRD adds value in the implementation stages

(Torraco and Swanson 1995)


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STRATEGIC HRD I

External triggers:

(may drive SHRD but not sufficient alone)

Legislation

Government grants and initiatives

product-market changes

the drive for quality

privatisation, deregulation, acquisitions, mergers etc..

internationalisation of business and increasingglobalisation of markets

etc...


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STRATEGIC HRD I

Internal triggers:

(stabilise and sustain SHRD)

systems, philosophy and culture of the organisation

changes in organisational structures (e.g. downsizing)

organisations becoming more flexible and responsive

skills shortages internal or external labour market

greater workforce diversity

etc...


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STRATEGIC HRD I

Characteristics of SHRD

1. Integration with organisational missions and goals

2. Top Management support

3. Environmental scanning4. HRD Policies and plans

5. Line Manager commitment and involvement

6. Existence of complimentary HRM activities

7. Expanded Trainer role8. Recognition of Culture

9. Emphasis on evaluation

(Garavan, 1991)


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STRATEGIC HRD I

1. Integration with organisational missionsand goals

Vertical integration

Strategy implementation - supporting role

Strategy formulation - shaping role


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Scale of Training Maturity

6. Training and learning are processes through whichstrategy is formulated

5. Training and learning help to shape strategy

4. Training is the means for implementing corporatestrategy and achieving change

3. Training integrated with operational management2. Isolated tactical training

1. No systematic training

(Lee1996)


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STRATEGIC HRD I


active involvement

key stakeholders

leadership rather than just support


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STRATEGIC HRD I

3. Environmental scanning

analysis of external environment for threats& opportunities

continuous process

not just L&D professionals - partnerships

senior mangers

specifically in HRD terms


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STRATEGIC HRD I

4.HRD Policies and plans

flow from business policies

integrated with business policies

strategy is even more vital


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STRATEGIC HRD I

5.Line Manager Commitment andinvolvement

Need support, but it is reality? Centralising and decentralising trends

contradictory or complimentary?

The devolution of responsibility for human

resource development to line managers has beenseen as a key indicator of the ability to integratehuman resource and businessstrategies

Rainbird (1995: 83)


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STRATEGIC HRD I

6.Existence of complementary HRMactivities

Horizontal or internal integration

HRM/HRD links (Sisson 1989) :

if companies neglect to train they become dependent onthe external labour market to meet their skills needs

HRM strategies can protect the HRD investment

HRD = symbolic value & a motivational strategy

Strategic partnerships - HRM/HRD


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STRATEGIC HRD I

training and development should be regarded

as central to anything that can sensibly betermed HRM

(Keep 1989)

effectingchange in training and HRD involvesthinking in broad HRMterms

(Pettigrew et al 1988)


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STRATEGIC HRD I

7. Expanded Trainer role

Facilitators

Consultants

Change agents

Organisational change consultants


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STRATEGIC HRD I

8. Recognition of Culture

awareness of cultural issues

different role: Adaptive change role - maintenance

Adoptive change role - change

Innovative feedback role - influence(Talbot, 1993)

develop, enhance, influence, changeculture?


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STRATEGIC HRD I


not just effectiveness

ultimate value

results & business outcomes

cost effectiveness


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STRATEGIC HRD I

1. Integration with org. missionsand goals


3. Environmental scanning

4. HRD plans and policies5. Line manager commitment &

involvement

6. Existence of complementaryHRM activities

7. Expanded Trainer role8. Recognition of culture


(Garavan 1991)

1. Shapingorg. missions and goals2. Top Management leadership

3. Env. scanning by senior mgt.specifically in HRD terms

4. HRD strategies, policies & plans

5. Strategic partnershipswith linemanagement

6. Strategic partnershipswith HRM

7. Trainers as organisational

change consultants8. Ability to influencecorp. culture

9. Emphasis on cost effectivenessevaluation

(McCracken & Wallace, 2000)


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STRATEGIC HRD I

Training

reactive role - supporting strategy

admin/delivery focus

no evidence of the 9 Garavan (1991)SHRD characteristics

Strategically immature

No learning culture


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STRATEGIC HRD I

HRD

systematic implementation role -

supporting strategy internal learning consultancy focus

All 9 Garavan (1991) SHRD characteristics

in place Strategically quite mature

Weak learning culture


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STRATEGIC HRD I

SHRD

Proactive role in strategy shaping

Strategic change focus

all 9 enhanced SHRD characteristics inplace (McCracken & Wallace, 2000)

Strategically very mature

Strong learning culture


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STRATEGIC HRD I

SHRD redefined:the creation of a learning culture, within which a range

of training, development and learning strategies bothrespond to corporate strategy and also help to shapeand influenceit

(McCracken & Wallace, 2000)


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STRATEGIC HRD I

So much for the theory, but what aboutreality?

Documents

16. Strategic Human Resource Development i Slides