Introtruction to hrd

CH-1 Copyright 2008 Werner, et al 1

Introduction to Human Resources Development

Chapter 1


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


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


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


Progressions towards HRD Development - 1

• Apprentice training programs– Apprentice– Yeoman– Master– Guilds


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


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


The Human Relations Movement

• Factory system sometimes abused workers

• “Human relations” advocated more humane working conditions


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


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


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


Organization Chart of Large HRM Divisions

• Figure 1-1

Vice PresidentHuman Resource Management

HR Research andPlanning Director

StaffingDirector

Employee RelationsDirector

HRDDirector

Compensation and Benefits Director

EEO Officer


Primary HRM Functions

• Obtaining employees

• Maintaining employees

• Developing employees


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


Other HRM Functions

• Organizational design

• Performance management and appraisal systems

• Research and information systems


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


Primary HRD Functions

• Training and development (T&D)

• Organizational development (OD)

• Career development


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


T&D Activities

• Start when employee joins organization

• Continues throughout employment and career


Specific T&D Activities

• Employee orientation

• Skills and technical training

• Coaching

• Counseling


Coaching

• Employees learn unit’s values and norms

• Establish working relationships

• Learn how to function in their jobs


Counseling

• Help employees deal with personal problems– Substance abuse– Stress management– Smoking cessation– Fitness, nutrition, weight management– Etc.


Management Training and Development

• To ensure managers and supervisors have the KSAs needed to be effective– Supervisory training– Job rotation– Seminars– College/university courses


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


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


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



• Figure 1-2

Driving Business Performance

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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


Strategic Management and HRD

• Strategic Management includes– Strategy formulation– Strategy implementation– Control


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


Alignment of the Organization

• Management practices

• Organizational structure

• Human resource systems

• Other work practices & systems


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


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


Role of Supervisors in HRD

• HRD implementation

• Orientation

• Training

• Coaching

• Career development

• Identifying training needs


Organizational Structure of HRD Function

• Figure 1-3

DirectorHuman Resource Development

ManagementDevelopment

Specialist

SkillsTraining

Administrator

OrganizationDevelopment

Specialist

CareerDevelopment

Counselor

Program DeveloperHRD Research and

Evaluation Specialist

On-the-Job TrainingCoordinator

Safety Trainer Sales Trainer


Sample HRD Organization Chart

• Figure 1-4

Assistant Vice PresidentDistrict Training

Vice PresidentHuman Resource Development

Manager,Management/ExecutiveDevelopment

Manager,Organization Developmentand Change

Manager,Research, Planning,and Evaluation

Manager,Support Services

Manager, CustomerSales Training

Manager, TrainingFacilities andEquipment

Manager, Store ManagementTraining

Manager, Safety Training

Manager,Facilities andEquipment

Manager, Driver Training


Competency

• Mastery of a skill


HRD Manager Competencies

• A non-exclusive list

• Personal

• Interpersonal

• Business/Management


The 2004 ASTD Competency Model

• Fig 1-5

Designing Learning

Improving Human Performance

Delivering Training

Measuring and Evaluating

Facilitating Organizational Change

Managing the Learning Function

Coaching

Managing Organizational Knowledge

Career Planning and Talent Management

• Inte rpersonal > Bu ilding Trust > Com munica ting Effectively > Influencing S takeholders > Leveraging D iversity > Networking and Partnering

• Business/M anagement > Analyzing Needs and Proposing Solutions > Applying Business Acumen > Driv ing Results > Plann ing and Implementing Assignments > Thinking S trategically

• Persona l > Dem onstra ting Adaptab ility > Modeling Personal Development

Areas of Expertise: Supported by Technology

Competencies CompetenciesCompetencies• •

Business Partner

Project Manager

Profes- s ional

Specialis t

Learn ing Stra tegist

SOURCE: Davis, P., Naughton, J., & Rothwell, W. (2004). New roles and new competencies for the profesion. T&D, 58(4), 26-36


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


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


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


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


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



• Organizational Design Consultant-– Advises on work system design and

implementation of change

• Outputs– Intervention strategies– Alternative work designs– Implementation



• Learning Program Specialist– Instructional Designer– Develops and designs appropriate learning

programs– Prepares materials and training aids

• Outputs– Program objectives– Lesson plans– Intervention strategies



• Instructor/facilitator– Presents materials and leads and facilitates

structured learning experiences

• Outputs– Selection of appropriate methods and

techniques– Actual HRD program itself



• Individual Development and Career Counselor– Assists employees in assessing competencies

and goals

• Outputs– Individual assessment sessions– Workshop facilitation– Career guidance



• Performance Consultant– Advises on appropriate interventions to

improve individual and group performance

• Outputs– Intervention strategies– Coaching design– Implementation



• Researcher– Assesses HRD programs and practices to

determine overall effectiveness

• Outputs– Research Designs– Research Findings and Recommendations– Reports


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


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


Emerging Workplace Trends - 1

• 1. Drastic times, drastic measures: Uncertain economic conditions force organizations to reconsider how they can grow and be profitable.

• 2. Blurred lines—life or work? New organizational structures are changing the nature of work for employees and HRD professionals.

• 3. Small world and shrinking: Global communication technology is changing the way people connect and communicate.

• 4. New faces, new expectations: Diversity in the workplace continues to rise.

SOURCE: Davis, P., Naughton, J., & Rothwell, W. (2004). New roles and new competencies for the profession. T&D, 58(4), April, 26–36. Copyright © April 2004 from T+D


Emerging Workplace Trends - 2

• 5. Work be nimble, work be quick: The accelerated pace of change requires more adaptable employees and nimbler organizations.

• 6. Security alert! Concerns about security and about the ability of governments to provide protection have increased individual anxiety levels worldwide.

• 7. Life and work in the e-lane: Technology, especially the Internet, is transforming the way people work and live.

• 8. A higher ethical bar: Ethical lapses at the highest levels in large organizations have shaken employees’ loyalty, trust, and sense of security.



Six Challenges for HRD

• Increasing workforce diversity• Eliminating the skills gap• Meeting need for lifelong learning• Facilitating organizational learning• Addressing ethics


A Framework for the HRD Process

• Needs Assessment• Design• Implementation• Evaluation


ASTD Code of Ethics

• Recognize individual rights and dignities

• Develop human potential• Provide highest level of quality• Comply with laws and

copyrights• Keep up-to-date in HRD

• Maintain confident-iality and integrity

• Support peers• Behave ethically and honestly• Improve public understanding

of 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


Training and HRD Process Model

• Fig 1-7

Design Implementation Evaluation

Defineobjectives

Selectevaluationcriteria

Developlesson plan

Develop/acquirematerials

Selecttrainer/leader

Select methodsand techniques

Schedule theprogram/intervention

Determineevaluationdesign

Conductevaluationof programor inter vention

Deliver theHRD programor inter vention

Interpretresults

Assessment

Assess needs

Prioritizeneeds


Needs Assessment

• Establish priorities for expending HRD resources• Define specific training and HRD objectives• Establish evaluation criteria


Design Phase

• Define objectives• Develop lesson plan• Develop/acquire materials• Select trainer/leader• Select methods/techniques• Scheduling


Implementation Phase

• Deliver program as designed• Create atmosphere that promotes learning• Resolving emergent problems as they occur


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


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)


Emerging Workplace Issues - 1

• Drastic times, drastic measures: Uncertain economic conditions force organizations to reconsider how they can grow and be profitable.

• Blurred lines—life or work? New organizational structures are changing the nature of work for employees and HRD professionals.

• Small world and shrinking: Global communication technology is changing the way people connect and communicate.

• New faces, new expectations: Diversity in the workplace continues to rise.



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.