Introtruction to hrd

Introduction to Human
Resources Development
Chapter 1

CH-1 Copyright 2008 Werner, et al 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 President
Human Resource Management

EEO Officer

HR Research and Staffing Employee Relations HRD Compensation and
Plannin g Director Director Director Director Benefits Director


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


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


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

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


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


Competency
• Mastery of a skill


HRD Manager Competencies
• A non-exclusive list
• Personal
• Interpersonal
• Business/Management


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

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


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


Professionals – 3
• Organization Change Agent-
– Design and implementation of change
strategies
• Outputs
– More efficient work teams
– Quality management
– Change reports


Professionals – 4
• Organizational Design Consultant-
– Advises on work system design and
implementation of change
• Outputs
– Alternative work designs
– Implementation


Professionals – 5
• Learning Program Specialist
– Instructional Designer
– Develops and designs appropriate learning
programs
– Prepares materials and training aids
• Outputs
– Program objectives
– Lesson plans


Professionals – 6
• Instructor/facilitator
– Presents materials and leads and facilitates
structured learning experiences
• Outputs
– Selection of appropriate methods and
techniques
– Actual HRD program itself


Professionals – 7
• Individual Development and Career
Counselor
– Assists employees in assessing competencies
and goals
• Outputs
– Individual assessment sessions
– Workshop facilitation
– Career guidance


Professionals – 8
• Performance Consultant
– Advises on appropriate interventions to
improve individual and group performance
• Outputs
– Coaching design
– Implementation


Professionals – 9
• 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.
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.
competencies for the profession. T&D, 58(4), April, 26–36. Copyright © April
2004 from T+D

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 • 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


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


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.
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 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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