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Understanding HUMAN RESOURCE DEVELOPMENT (HRD)
 

Understanding HUMAN RESOURCE DEVELOPMENT (HRD)

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Overview of what constitutes HUMAN RESOURCE DEVELOPMENT (HRD)

Overview of what constitutes HUMAN RESOURCE DEVELOPMENT (HRD)

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    Understanding HUMAN RESOURCE DEVELOPMENT (HRD) Understanding HUMAN RESOURCE DEVELOPMENT (HRD) Presentation Transcript

    • Call888.453.0014 www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA
    • Call888.453.0014 PRESENTS www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA
    • Call888.453.0014 PRESENTS HUMAN RESOURCE DEVELOPMENT www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA
    • Call888.453.0014 PRESENTS HUMAN RESOURCE DEVELOPMENT In the 21st Century www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA
    • Call888.453.0014Why is this an important topic today? HUMAN RESOURCE DEVELOPMENT In the 21st Century www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA
    • Call888.453.0014Why is this an important topic today? BECAUSE Today almost 75% of all workers need re- training in the course of a year. www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA
    • Call888.453.0014Why is this an important topic today? BECAUSE Today almost 75% of all workers need re- training in the course of a year. The typical worker now changes jobs 5-6 times during his career. www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA
    • Call888.453.0014Why is this an important topic today? BECAUSE Today almost 75% of all workers need re- training in the course of a year. The typical worker now changes jobs 5-6 times during his career. An estimated $134 billion was spent on employee learning and development in 2008. [American Society for Training and Development] www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA
    • Call888.453.0014Why is this an important topic today? BECAUSE Today almost 75% of all workers need re- training in the course of a year. The typical worker now changes jobs 5-6 times during his career. An estimated $134 billion was spent on employee learning and development in 2008. [American Society for Training and Development] HRD today can spell the difference between success and failure; survival and extinction. www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA
    • Agenda This presentationprovides an overview of HRD with reference to current scholarship on the subject.
    • AgendaWhat exactly is HRD?
    • Agenda1 What exactly is HRD? What constitutes the field of HRD?
    • Agenda1 What exactly is HRD?2 What constitutes the field of HRD? What do HRD practitioners do?
    • Agenda1 What exactly is HRD?2 What constitutes the field of HRD?3 What do HRD practitioners do? What are the competencies required to be a successful HRD practitioner?
    • Agenda1 What exactly is HRD?2 What constitutes the field of HRD?3 What do HRD practitioners do?4 What are the competencies required to be a successful HRD practitioner? From the 21st century perspective
    • What is HRD? What exactly is HumanResource Development?What is this “resource”? How do we “develop” it?
    • What is HRD? What exactly is HumanResource Development?What is this “resource”? How do we “develop” it?
    • What is HRD? What exactly is HumanResource Development?What is this “resource”? How do we “develop” it?
    • What is HRD?When did organizations firstrecognize humans as a “resource”?
    • What is HRD?When did organizations firstrecognize humans as a “resource”?Peter DruckerThe father of ManagementScience
    • What is HRD?When did organizations firstrecognize humans as a “resource”?Peter DruckerThe father of ManagementScience referred to the “human component” of General Motors as a “resource”
    • What is HRD?When did organizations firstrecognize humans as a “resource”?Peter DruckerThe father of ManagementScience referred to the “human component” of General Motors as a “resource” 1946
    • What is HRD?When did organizations firstrecognize humans as a “resource”?Peter DruckerThe father of ManagementScience referred to the “human component” of General Motors as a “resource” 1946Leonard NadlerProfessor Emeritus
    • What is HRD?When did organizations firstrecognize humans as a “resource”?Peter DruckerThe father of ManagementScience referred to the “human component” of General Motors as a “resource” 1946Leonard NadlerProfessor Emeritus first coined the term “Human Resource Development”
    • What is HRD?When did organizations firstrecognize humans as a “resource”?Peter DruckerThe father of ManagementScience referred to the “human component” of General Motors as a “resource” 1946Leonard NadlerProfessor Emeritus first coined the term “Human Resource Development” 1970
    • What is HRD?What is “Human Resource”
    • What is HRD?What is “Human Resource” William R. Tracey
    • What is HRD?What is “Human Resource” William R. Tracey defines“human resource”
    • What is HRD? What is “Human Resource” William R. Tracey defines “human resource” as“The people that staff andoperate an organization."
    • What is HRD? What is “Human Resource” William R. Tracey defines “human resource” as“The people that staff andoperate an organization."The repository of knowledge, skill,intelligence and decision-making power.
    • What is HRD?What is H.R. “Development”
    • What is HRD?What is H.R. “Development” Jerry Gilley & Steven Eggland 1989
    • What is HRD?What is H.R. “Development” Jerry Gilley & define Steven EgglandH.R. “development” 1989
    • What is HRD? What is H.R. “Development” Jerry Gilley & define Steven Eggland H.R. “development” as“Advancement of knowledge,skills and competencies forthe purpose of improvingperformance within an 1989organization"
    • What is HRD? What is H.R. “Development” Jerry Gilley & define Steven Eggland H.R. “development” as“Advancement of knowledge,skills and competencies forthe purpose of improvingperformance within an 1989organization"
    • What is HRD? What is H.R. “Development” Jerry Gilley & define Steven Eggland H.R. “development” as“Advancement of knowledge,skills and competencies forthe purpose of improvingperformance within an 1989organization"
    • What is HRD? What is H.R. “Development” Jerry Gilley & define Steven Eggland H.R. “development” as“Advancement of knowledge,skills and competencies forthe purpose of improvingperformance within an 1989organization"
    • What is HRD? What is H.R. “Development” Jerry Gilley & define Steven Eggland H.R. “development” as“Advancement of knowledge,skills and competencies forthe purpose of improvingperformance within an 1989organization."
    • What is HRD?Definition of “HRD” from Jerry Gilley & Steven Eggland
    • What is HRD?Definition of “HRD”“Organized learningactivities arranged withinan organization in order toimprove performanceand/or personal growth forthe purpose of improvingthe job, the individual, Jerry Gilley & Steven Egglandand/or the organization."
    • What is HRD?Definition of “HRD”“Organized learningactivities arranged withinan organization in order toimprove performanceand/or personal growth forthe purpose of improvingthe job, the individual, Jerry Gilley & Steven Egglandand/or the organization."
    • What is HRD?Definition of “HRD”“Organized learningactivities arranged withinan organization in order toimprove performanceand/or personal growth forthe purpose of improvingthe job, the individual, Jerry Gilley & Steven Egglandand/or the organization."
    • What is HRD?Definition of “HRD”“Organized learningactivities arranged withinan organization in order toimprove performanceand/or personal growth forthe purpose of improvingthe job, the individual, Jerry Gilley & Steven Egglandand/or the organization."
    • What is HRD?Definition of “HRD”“Organized learningactivities arranged withinan organization in order toimprove performanceand/or personal growth forthe purpose of improvingthe job, the individual, Jerry Gilley & Steven Egglandand/or the organization."
    • What is HRD?Definition of “HRD”“Organized learningactivities arranged withinan organization in order toimprove performanceand/or personal growth forthe purpose of improvingthe job, the individual, Jerry Gilley & Steven Egglandand/or the organization."
    • What is HRD?Definition of “HRD”“Organized learningactivities arranged withinan organization in order toimprove performanceand/or personal growth forthe purpose of improvingthe job, the individual, Jerry Gilley & Steven Egglandand/or the organization."
    • What is HRD?Definition of “HRD”“Organized learningactivities arranged withinan organization in order toimprove performanceand/or personal growth forthe purpose of improvingthe job, the individual, Jerry Gilley & Steven Egglandand/or the organization."
    • What is HRD?HRD Vision Statement
    • What is HRD?HRD Vision Statement Let’s look at a couple of HRD Vision Statements from the real world…
    • What is HRD? HRD Vision StatementTo create, encourage, and maintain anenvironment that supports, developsand maintains the well-being of theworkforce. Penn State
    • What is HRD? HRD Vision StatementHRD is dedicated to meeting theorganization mission area HR needs in amanner that is customer driven and costeffective; values the diversity of ouremployees and works collectively to makeUSDA the employer of choice in the humanresources community; and, continuallyseeks and uses innovative approaches thatare models for the Government as a whole. United States Dept of Agriculture
    • What is HRD?HRD Mission Statement
    • What is HRD?HRD Mission Statement So what is the “Mission” of HRD?
    • What is HRD? HRD Mission StatementShort answer: To operationalize the HRDVision Statement.
    • What is HRD? HRD Mission StatementShort answer: To operationalize the HRDVision Statement.Another answer: To accomplish the“purpose of HRD”
    • What is HRD? HRD Mission StatementShort answer: To operationalize the HRDVision Statement.Another answer: To accomplish the“purpose of HRD”, which is, to bring aboutchanges that cause the organizational andperformance improvements
    • What is HRD? HRD Mission StatementShort answer: To operationalize the HRDVision Statement.Another answer: To accomplish the“purpose of HRD”, which is, to bring aboutchanges that cause the organizational andperformance improvements necessary toenhance the organization.
    • What is HRD? HRD Mission StatementShort answer: To operationalize the HRDVision Statement.Another answer: To accomplish the“purpose of HRD”, which is, to bring aboutchanges that cause the organizational andperformance improvements necessary toenhance the organization.Long answer: To properly address all thecomponents of HRD
    • What is HRD? HRD Mission StatementShort answer: To operationalize the HRDVision Statement.Another answer: To accomplish the“purpose of HRD”, which is, to bring aboutchanges that cause the organizational andperformance improvements necessary toenhance the organization.Long answer: To properly address all thecomponents of HRD – which we shall seein the next section.
    • What constitutes HRD? Here we dig deeper beyond the scholarly definitions into the demystified world of practical HRD.
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS Individual development
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS1 Individual development Career development
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS1 Individual development2 Career development Performance management
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS1 Individual development2 Career development3 Performance management Organizational development
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS1 Individual development2 Career development3 Performance management4 Organizational development From the 21st century perspective
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS These components could be examined in terms of (a) their FOCUS, and (b) what RESULTS they achieve (whether short term or long term).
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS F O C U S These components could be examined in terms of (a) their FOCUS, and (b) what RESULTS they achieve (whether short term or long term). F O C U S
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization These components could be examined in terms of (a) their FOCUS, and (b) what RESULTS they achieve (whether short term or long term). Individual Organization F O C U S
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization R E S U L T S R E S U L T S These components could R E S U L T S be examined in terms of (a) their FOCUS, and (b) what RESULTS they achieve (whether short term or long term). Individual Organization F O C U S
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization Short-term Short Short-term term R E S U L T S R E S U L T S These components could R E S U L T S be examined in terms of (a) their FOCUS, and (b) what RESULTS they Long-term Long-term achieve (whether short term or long term). Individual Organization F O C U S
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization Short-term Short Short-term term R E S U L T S R E S U L T S These components could R E S U L T S be examined in terms of (a) their FOCUS, and (b) what RESULTS they Long-term Long-term achieve (whether short term or long term). Individual Organization F O C U S
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization Short-term Short Short-term term R E S U L T S R E S U L T S R E S U L T S HRD Roles and Practices Long-term Long-term Individual Organization F O C U S
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization Individual Short-term Short Short-term term Development R E S U L T S R E S U L T S R E S U L T S HRD Roles and Practices Long-term Long-term Individual Organization F O C U S
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization Individual Short-term Short Short-term term Development R E S U L T S R E S U L T S R E S U L T S HRD Roles and Practices Long-term Long-term Career Development Individual Organization F O C U S
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization Individual Performance Short-term Short Short-term term Development Management R E S U L T S R E S U L T S R E S U L T S HRD Roles and Practices Long-term Long-term Career Development Individual Organization F O C U S
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization Individual Performance Short-term Short Short-term term Development Management R E S U L T S R E S U L T S R E S U L T S HRD Roles and Practices Long-term Long-term Career Organization Development Development Individual Organization F O C U S
    • What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization Individual Performance Short-term Short Short-term term Development Management R E S U L T S R E S U L T S Let’s examine each of R E S U L T S these in some detail… HRD Roles and Practices Long-term Long-term Career Organization Development Development Individual Organization F O C U S
    • What constitutes HRD? Individual Development
    • What constitutes HRD? Individual DevelopmentPersonal development
    • What constitutes HRD? Individual DevelopmentPersonal developmentAcquisition of new knowledge
    • What constitutes HRD? Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skills
    • What constitutes HRD? Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behavior
    • What constitutes HRD? Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behavior FOCUS
    • What constitutes HRD? Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behavior FOCUS Individual
    • What constitutes HRD? Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behavior FOCUS RESULT Individual
    • What constitutes HRD? Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behavior FOCUS RESULT Individual Short-term
    • What constitutes HRD? Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behavior FOCUS RESULT Individual Short-term
    • What constitutes HRD? Career Development
    • What constitutes HRD? Career DevelopmentProfessional development
    • What constitutes HRD? Career DevelopmentProfessional developmentAnalyze and identify individual interests,values, and competencies required forfuture jobs
    • What constitutes HRD? Career DevelopmentProfessional developmentAnalyze and identify individual interests,values, and competencies required forfuture jobsIndividual activities: Career planning,career awareness, etc.
    • What constitutes HRD? Career DevelopmentProfessional developmentAnalyze and identify individual interests,values, and competencies required forfuture jobsIndividual activities: Career planning,career awareness, etc.Organizational activities: mentoring,counseling, workshops, seminars, etc.
    • What constitutes HRD? Career DevelopmentProfessional developmentAnalyze and identify individual interests,values, and competencies required forfuture jobsIndividual activities: Career planning,career awareness, etc.Organizational activities: mentoring,counseling, workshops, seminars, etc. FOCUS
    • What constitutes HRD? Career DevelopmentProfessional developmentAnalyze and identify individual interests,values, and competencies required forfuture jobsIndividual activities: Career planning,career awareness, etc.Organizational activities: mentoring,counseling, workshops, seminars, etc. FOCUS Individual
    • What constitutes HRD? Career DevelopmentProfessional developmentAnalyze and identify individual interests,values, and competencies required forfuture jobsIndividual activities: Career planning,career awareness, etc.Organizational activities: mentoring,counseling, workshops, seminars, etc. FOCUS RESULT Individual
    • What constitutes HRD? Career DevelopmentProfessional developmentAnalyze and identify individual interests,values, and competencies required forfuture jobsIndividual activities: Career planning,career awareness, etc.Organizational activities: mentoring,counseling, workshops, seminars, etc. FOCUS RESULT Individual Long-term
    • What constitutes HRD? Career DevelopmentProfessional developmentAnalyze and identify individual interests,values, and competencies required forfuture jobsIndividual activities: Career planning,career awareness, etc.Organizational activities: mentoring,counseling, workshops, seminars, etc. FOCUS RESULT Individual Long-term
    • What constitutes HRD? Performance Management
    • What constitutes HRD? Performance ManagementSystematic approach to improvingorganization performance
    • What constitutes HRD? Performance ManagementSystematic approach to improvingorganization performanceMatch the right individual with the rightknowledge, tools, environment and job
    • What constitutes HRD? Performance ManagementSystematic approach to improvingorganization performanceMatch the right individual with the rightknowledge, tools, environment and jobRelies on performance, causal and root-cause analysis to measure performance
    • What constitutes HRD? Performance ManagementSystematic approach to improvingorganization performanceMatch the right individual with the rightknowledge, tools, environment and jobRelies on performance, causal and root-cause analysis to measure performanceAnalyses motivation system, workenvironment, appraisal systems, etc.
    • What constitutes HRD? Performance ManagementSystematic approach to improvingorganization performanceMatch the right individual with the rightknowledge, tools, environment and jobRelies on performance, causal and root-cause analysis to measure performanceAnalyses motivation system, workenvironment, appraisal systems, etc. FOCUS
    • What constitutes HRD? Performance ManagementSystematic approach to improvingorganization performanceMatch the right individual with the rightknowledge, tools, environment and jobRelies on performance, causal and root-cause analysis to measure performanceAnalyses motivation system, workenvironment, appraisal systems, etc. FOCUS Organization
    • What constitutes HRD? Performance ManagementSystematic approach to improvingorganization performanceMatch the right individual with the rightknowledge, tools, environment and jobRelies on performance, causal and root-cause analysis to measure performanceAnalyses motivation system, workenvironment, appraisal systems, etc. FOCUS RESULT Organization Short-term
    • What constitutes HRD? Performance ManagementSystematic approach to improvingorganization performanceMatch the right individual with the rightknowledge, tools, environment and jobRelies on performance, causal and root-cause analysis to measure performanceAnalyses motivation system, workenvironment, appraisal systems, etc. FOCUS RESULT Organization Short-term
    • What constitutes HRD? Performance ManagementSystematic approach to improvingorganization performanceMatch the right individual with the rightknowledge, tools, environment and jobRelies on performance, causal and root-cause analysis to measure performanceAnalyses motivation system, workenvironment, appraisal systems, etc. FOCUS RESULT Organization Short-term
    • What constitutes HRD? Organization Development
    • What constitutes HRD? Organization DevelopmentDirected at constructing new and creativeorganizational solutions to problems
    • What constitutes HRD? Organization DevelopmentDirected at constructing new and creativeorganizational solutions to problemsEnhances congruence among culture,structure, processes, mission & procedure
    • What constitutes HRD? Organization DevelopmentDirected at constructing new and creativeorganizational solutions to problemsEnhances congruence among culture,structure, processes, mission & procedurePromotes closer working relation amongpractices, strategies and leadership
    • What constitutes HRD? Organization DevelopmentDirected at constructing new and creativeorganizational solutions to problemsEnhances congruence among culture,structure, processes, mission & procedurePromotes closer working relation amongpractices, strategies and leadershipEnables organization to regenerate itselfas it confronts new challenges
    • What constitutes HRD? Organization DevelopmentDirected at constructing new and creativeorganizational solutions to problemsEnhances congruence among culture,structure, processes, mission & procedurePromotes closer working relation amongpractices, strategies and leadershipEnables organization to regenerate itselfas it confronts new challenges FOCUS
    • What constitutes HRD? Organization DevelopmentDirected at constructing new and creativeorganizational solutions to problemsEnhances congruence among culture,structure, processes, mission & procedurePromotes closer working relation amongpractices, strategies and leadershipEnables organization to regenerate itselfas it confronts new challenges FOCUS Organization
    • What constitutes HRD? Organization DevelopmentDirected at constructing new and creativeorganizational solutions to problemsEnhances congruence among culture,structure, processes, mission & procedurePromotes closer working relation amongpractices, strategies and leadershipEnables organization to regenerate itselfas it confronts new challenges FOCUS RESULT Organization
    • What constitutes HRD? Organization DevelopmentDirected at constructing new and creativeorganizational solutions to problemsEnhances congruence among culture,structure, processes, mission & procedurePromotes closer working relation amongpractices, strategies and leadershipEnables organization to regenerate itselfas it confronts new challenges FOCUS RESULT Organization Long-term
    • What constitutes HRD? Organization DevelopmentDirected at constructing new and creativeorganizational solutions to problemsEnhances congruence among culture,structure, processes, mission & procedurePromotes closer working relation amongpractices, strategies and leadershipEnables organization to regenerate itselfas it confronts new challenges FOCUS RESULT Organization Long-term
    • What do HRD Practitioners do? Let us now examine exactly what HRD practitioners actually do to achieve the goals defined so far.
    • What do HRD Practitioners do? Patricia McLagan “Great Ideas Revisited” 1996
    • What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan “Great Ideas Revisited” 1996
    • What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan 1. HR Strategic Director 2. HR Systems Designer and Developer Prepares strategy 3. Organization Change Consultant surrounding issues and 4. Organization Design Consultant trends concerning an 5. Learning Program Specialist organizations external 6. Instructor / Facilitator 7. Individual Developmentinternal people. Ideas Revisited” and & Career “Great Consultant 1996 8. Performance Consultant 9. Researcher
    • What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan 1. HR Strategic Director 2. HR Systems Designer and Developer 3. Organization Change Consultant 4. Organization Design Consultant Designs and prepares 5. Learning Program Specialist 6. Instructor / FacilitatorHR systems for implementation. 7. Individual Development & Career “Great Ideas Revisited” Consultant 1996 8. Performance Consultant 9. Researcher
    • What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan 1. HR Strategic Director 2. HR Systems Designer and Developer 3. Organization Change Consultant 4. Organization Design Consultant the Facilitates 5. Learning Program Specialist development and 6. Instructor / Facilitator implementation of 7. Individual Development & Career “Great Ideas Revisited” Consultant strategies for 1996 8. Performance Consultant transforming 9. Researcher organizations.
    • What do HRD Practitioners do? Identifies the work 9 Important Roles IDENTIFIED Patricia McLagan required to fulfill 1. HR Strategic Director organizational 2. HR Systems Designer and strategies. Developer 3. Organization Change Consultant 4. Organization Design Consultant 5. Learning Program Specialist 6. Instructor / Facilitator 7. Individual Development & Career “Great Ideas Revisited” Consultant 1996 8. Performance Consultant 9. Researcher
    • What do HRD Practitioners do? Identifies needs to 9 Important Roles design and develop McLagan IDENTIFIED Patricia structured learning 1. HR Strategic Director 2. HR Systems Designer and and materials programs Developer in a variety of media 3. Organization Change Consultant formats. 4. Organization Design Consultant 5. Learning Program Specialist 6. Instructor / Facilitator 7. Individual Development & Career “Great Ideas Revisited” Consultant 1996 8. Performance Consultant 9. Researcher
    • What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan Presents information; 1. HR Strategic Director leads structural learning 2. HR Systems Designer and and group experiences Developer discussions; facilitates 3. Organization Change Consultant group processes. 4. Organization Design Consultant 5. Learning Program Specialist 6. Instructor / Facilitator 7. Individual Development & Career “Great Ideas Revisited” Consultant 1996 8. Performance Consultant 9. Researcher
    • What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan Helps people assess 1. HR Strategic Director their competencies, 2. HR Systems Designer and Developer values and goals so they can identify, plan, and 3. Organization Change Consultant implement 4. Organization Design Consultant 5. Learning Program Specialistactions. development 6. Instructor / Facilitator 7. Individual Development & Career “Great Ideas Revisited” Consultant 1996 8. Performance Consultant 9. Researcher
    • What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan 1. HR Strategic Director 2. HR Systems Designer and Assists groups or Developer individuals to add value 3. Organization Change Consultant in the workplace; 4. Organization Design Consultant coaching and consulting 5. Learning Program Specialist 6. Instructor / Facilitator both analysis to perform and systems-design. 7. Individual Development & Career “Great Ideas Revisited” Consultant 1996 8. Performance Consultant 9. Researcher
    • What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan 1. HR Strategic Director 2. HR Systems Designer and Developer Assesses HRD practices 3. Organization Change Consultant and programs and their 4. Organization Design Consultant impact empirically; 5. Learning Program Specialist communicates results; 6. Instructor / Facilitator 7. Individual Development and accelerates change & Career “Great Ideas Revisited” Consultantdevelopment. 1996 8. Performance Consultant 9. Researcher
    • What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan 1. HR Strategic Director 2. HR Systems Designer and Developer 3. Organization Change Consultant 4. Organization Design Consultant 5. Learning Program Specialist 6. Instructor / Facilitator 7. Individual Development & Career “Great Ideas Revisited” Consultant 1996 8. Performance Consultant 9. Researcher
    • What do HRD Practitioners do? Jerry Gilley & Steven Eggland 1989
    • What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1989
    • What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents Key position. 3. Instructional Designers 4. Performance Engineers 5. (1) Management of(Performance HRD Consultants and Change Agents) organizational learning and performance. 1989
    • What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents Key position. 3. Instructional Designers (2) Operational 4. Performance Engineers management for 5. (1) Management of(Performance HRD Consultants and Change Agents) planning, organizing, organizational learning staffing, controlling, etc. and performance. 1989
    • What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents Key position. 3. Instructional Designers (3) Strategist (2) Operational 4. Performance Engineers 5. (1) Management long- responsible forfor management of HRD Consultants (Performance term planning and and Change Agents) planning, organizing, organizational learning integrating HRD into the staffing, controlling, etc. and performance. organization. 1989
    • What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents Key position. 3. Instructional Designers (3) Strategist (2) Operational 4. Performance Engineers 5. (1) Management long- responsible forfor management of HRD Consultants (Performance (4) Developing strategic term planning and and Change Agents) planning, organizing, organizational learning business partnerships integrating HRD into the staffing, controlling, etc. within the organization. and performance. organization. 1989
    • What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents Key position. 3. Instructional Designers (3) Strategist (2) Operational 4. Performance Engineers 5. (1) Management long- responsible forspecialist (5) Marketing for management of HRD Consultants (Performance (4) Developing strategic term planning and and Change Agents) planning, organizing, responsible for organizational learning business partnerships integrating HRD into the staffing, controlling,within and performance. etc. promoting HRD within the organization. organization. the organization. 1989
    • What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents Key position. 3. Instructional Designers (3) Strategist (2) Operational 4. Performance Engineers 5. (1) Management long- responsible forspecialist (5) Marketing for management of HRD Consultants (Performance (4) Developing strategic term planning and and Change Agents) planning, organizing, responsible for organizational learning business partnerships (6) Providing strategic integrating HRD into the staffing, controlling,within and performance. etc. promoting HRD within the organization. leadership. organization. the organization. 1989
    • What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents 3. Instructional Designers 4. Performance Engineers Instructors responsible 5. HRD Consultants (Performance for presenting and Change Agents) information for learning programs and training activities. 1989
    • What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents 3. Instructional Designers 4. Performance Engineers 5. HRD Consultants (Performance and Change Agents) and Design, develop evaluate learning activities. 1989
    • What do Conduct performance, HRD Practitioners do? causal and root-cause 5 Broad Categories to determine analysis IDENTIFIED Jerry Gilley & Steven Eggland current and desired 1. Leaders and Managers performance. 2. Learning Agents 3. Instructional Designers 4. Performance Engineers 5. HRD Consultants (Performance and Change Agents) 1989
    • What do HRD Practitioners do? Complex and difficult 5 Broad Categories role; facilitatesIDENTIFIED problem Jerry Gilley & Steven Eggland solving to bring about 1. Leaders and Managers 2. Learning Agents change. 3. Instructional Designers 4. Performance Engineers 5. HRD Consultants (Performance and Change Agents) 1989
    • What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents 3. Instructional Designers 4. Performance Engineers 5. HRD Consultants (Performance and Change Agents) 1989
    • What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents 3. Instructional Designers 4. Performance Engineers 5. HRD Consultants (Performance and Change Agents) Question: What kind of competencies do these roles 1989 demand?
    • What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents 3. Instructional Designers 4. Performance Engineers 5. HRD Consultants (Performance and Change Agents) Question: What kind of competencies do these roles 1989 demand? That is the subject of the next section…
    • What Competencies required? … to be a successful HRD practitioner. Now that have seen what the HRD practitioners “do”, let us see what “skills” are required to fulfill these roles.
    • What Competencies required? Role Leaders and Managers
    • What Competencies required? Leaders and Managers1. Strong interpersonal skills Jerry Gilley &2. Assertion skills Steven Eggland3. Conflict-resolution skills4. Collaborative problem-solving skills5. Mentoring skills6. Establishing appropriate performance goals7. Performance evaluation skills 1989
    • What Competencies required? Leaders and Managers1. Strong interpersonal skills Jerry Gilley &2. Assertion skills Steven Eggland3. Conflict-resolution skills4. Collaborative problem-solving skills5. Mentoring skills6. Establishing appropriate performance goals7. Performance evaluation skills 1989
    • What Competencies required? Leaders and Managers1. Strong interpersonal skills Jerry Gilley &2. Assertion skills Steven Eggland3. Conflict-resolution skills4. Collaborative problem-solving skills5. Mentoring skills6. Establishing appropriate performance goals7. Performance evaluation skills 1989
    • What Competencies required? Leaders and Managers1. Strong interpersonal skills Jerry Gilley &2. Assertion skills Steven Eggland3. Conflict-resolution skills4. Collaborative problem-solving skills5. Mentoring skills6. Establishing appropriate performance goals7. Performance evaluation skills 1989
    • What Competencies required? Leaders and Managers1. Strong interpersonal skills Jerry Gilley &2. Assertion skills Steven Eggland3. Conflict-resolution skills4. Collaborative problem-solving skills5. Mentoring skills6. Establishing appropriate performance goals7. Performance evaluation skills 1989
    • What Competencies required? Leaders and Managers1. Strong interpersonal skills Jerry Gilley &2. Assertion skills Steven Eggland3. Conflict-resolution skills4. Collaborative problem-solving skills5. Mentoring skills6. Establishing appropriate performance goals7. Performance evaluation skills 1989
    • What Competencies required? Leaders and Managers1. Strong interpersonal skills Jerry Gilley &2. Assertion skills Steven Eggland3. Conflict-resolution skills4. Collaborative problem-solving skills5. Mentoring skills6. Establishing appropriate performance goals7. Performance evaluation skills 1989
    • What Competencies required? Leaders and Managers1. Strong interpersonal skills Jerry Gilley &2. Assertion skills Steven Eggland3. Conflict-resolution skills4. Collaborative problem-solving skills5. Mentoring skills6. Establishing appropriate performance goals7. Performance evaluation skills 1989
    • What Competencies required? Role Learning Agents
    • What Competencies required? Learning Agents1. Good analysis and evaluation Jerry Gilley & skills Steven Eggland2. Excellent group facilitation skills: Should relate well to others3. High intelligence4. Teaching skills; wants to teach5. Seeks self-actualization, rather than security and money6. Powerful written communication and presentation skills7. Program design skills 19898. Experience in subject-matter
    • What Competencies required? Learning Agents1. Good analysis and evaluation Jerry Gilley & skills Steven Eggland2. Excellent group facilitation skills: Should relate well to others3. High intelligence4. Teaching skills; wants to teach5. Seeks self-actualization, rather than security and money6. Powerful written communication and presentation skills7. Program design skills 19898. Experience in subject-matter
    • What Competencies required? Learning Agents1. Good analysis and evaluation Jerry Gilley & skills Steven Eggland2. Excellent group facilitation skills: Should relate well to others3. High intelligence4. Teaching skills; wants to teach5. Seeks self-actualization, rather than security and money6. Powerful written communication and presentation skills7. Program design skills 19898. Experience in subject-matter
    • What Competencies required? Learning Agents1. Good analysis and evaluation Jerry Gilley & skills Steven Eggland2. Excellent group facilitation skills: Should relate well to others3. High intelligence4. Teaching skills; wants to teach5. Seeks self-actualization, rather than security and money6. Powerful written communication and presentation skills7. Program design skills 19898. Experience in subject-matter
    • What Competencies required? Learning Agents1. Good analysis and evaluation Jerry Gilley & skills Steven Eggland2. Excellent group facilitation skills: Should relate well to others3. High intelligence4. Teaching skills; wants to teach5. Seeks self-actualization, rather than security and money6. Powerful written communication and presentation skills7. Program design skills 19898. Experience in subject-matter
    • What Competencies required? Learning Agents1. Good analysis and evaluation Jerry Gilley & skills Steven Eggland2. Excellent group facilitation skills: Should relate well to others3. High intelligence4. Teaching skills; wants to teach5. Seeks self-actualization, rather than security and money6. Powerful written communication and presentation skills7. Program design skills 19898. Experience in subject-matter
    • What Competencies required? Learning Agents1. Good analysis and evaluation Jerry Gilley & skills Steven Eggland2. Excellent group facilitation skills: Should relate well to others3. High intelligence4. Teaching skills; wants to teach5. Seeks self-actualization, rather than security and money6. Powerful written communication and presentation skills7. Program design skills 19898. Experience in subject-matter
    • What Competencies required? Learning Agents1. Good analysis and evaluation Jerry Gilley & skills Steven Eggland2. Excellent group facilitation skills: Should relate well to others3. High intelligence4. Teaching skills; wants to teach5. Seeks self-actualization, rather than security and money6. Powerful written communication and presentation skills7. Program design skills 19898. Experience in subject-matter
    • What Competencies required? Learning Agents1. Good analysis and evaluation Jerry Gilley & skills Steven Eggland2. Excellent group facilitation skills: Should relate well to others3. High intelligence4. Teaching skills; wants to teach5. Seeks self-actualization, rather than security and money6. Powerful written communication and presentation skills7. Program design skills 19898. Experience in subject-matter
    • What Competencies required? Role Instructional Designers
    • What Competencies required? Instructional Designers1. Ability to conduct needs Jerry Gilley & assessment Steven Eggland2. Assess learners and trainees3. Analysis of job, task and content4. Develop performance measurements5. Specify instructional strategies6. Design instructional material7. Evaluate instruction/training8. Design management system9. Excellent planning skills 198910.Excellent communication skills
    • What Competencies required? Instructional Designers1. Ability to conduct needs Jerry Gilley & assessment Steven Eggland2. Assess learners and trainees3. Analysis of job, task and content4. Develop performance measurements5. Specify instructional strategies6. Design instructional material7. Evaluate instruction/training8. Design management system9. Excellent planning skills 198910.Excellent communication skills
    • What Competencies required? Instructional Designers1. Ability to conduct needs Jerry Gilley & assessment Steven Eggland2. Assess learners and trainees3. Analysis of job, task and content4. Develop performance measurements5. Specify instructional strategies6. Design instructional material7. Evaluate instruction/training8. Design management system9. Excellent planning skills 198910.Excellent communication skills
    • What Competencies required? Instructional Designers1. Ability to conduct needs Jerry Gilley & assessment Steven Eggland2. Assess learners and trainees3. Analysis of job, task and content4. Develop performance measurements5. Specify instructional strategies6. Design instructional material7. Evaluate instruction/training8. Design management system9. Excellent planning skills 198910.Excellent communication skills
    • What Competencies required? Instructional Designers1. Ability to conduct needs Jerry Gilley & assessment Steven Eggland2. Assess learners and trainees3. Analysis of job, task and content4. Develop performance measurements5. Specify instructional strategies6. Design instructional material7. Evaluate instruction/training8. Design management system9. Excellent planning skills 198910.Excellent communication skills
    • What Competencies required? Instructional Designers1. Ability to conduct needs Jerry Gilley & assessment Steven Eggland2. Assess learners and trainees3. Analysis of job, task and content4. Develop performance measurements5. Specify instructional strategies6. Design instructional material7. Evaluate instruction/training8. Design management system9. Excellent planning skills 198910.Excellent communication skills
    • What Competencies required? Instructional Designers1. Ability to conduct needs Jerry Gilley & assessment Steven Eggland2. Assess learners and trainees3. Analysis of job, task and content4. Develop performance measurements5. Specify instructional strategies6. Design instructional material7. Evaluate instruction/training8. Design management system9. Excellent planning skills 198910.Excellent communication skills
    • What Competencies required? Instructional Designers1. Ability to conduct needs Jerry Gilley & assessment Steven Eggland2. Assess learners and trainees3. Analysis of job, task and content4. Develop performance measurements5. Specify instructional strategies6. Design instructional material7. Evaluate instruction/training8. Design management system9. Excellent planning skills 198910.Excellent communication skills
    • What Competencies required? Instructional Designers1. Ability to conduct needs Jerry Gilley & assessment Steven Eggland2. Assess learners and trainees3. Analysis of job, task and content4. Develop performance measurements5. Specify instructional strategies6. Design instructional material7. Evaluate instruction/training8. Design management system9. Excellent planning skills 198910.Excellent communication skills
    • What Competencies required? Instructional Designers1. Ability to conduct needs Jerry Gilley & assessment Steven Eggland2. Assess learners and trainees3. Analysis of job, task and content4. Develop performance measurements5. Specify instructional strategies6. Design instructional material7. Evaluate instruction/training8. Design management system9. Excellent planning skills 198910.Excellent communication skills
    • What Competencies required? Instructional Designers1. Ability to conduct needs Jerry Gilley & assessment Steven Eggland2. Assess learners and trainees3. Analysis of job, task and content4. Develop performance measurements5. Specify instructional strategies6. Design instructional material7. Evaluate instruction/training8. Design management system9. Excellent planning skills 198910.Excellent communication skills
    • What Competencies required? Role Performance Engineers
    • What Competencies required? Performance Engineers1. Results driven Jerry Gilley &2. Investigative Steven Eggland3. Know how to set and maintain standards4. Cooperative / collaborative5. Flexible while maintaining key principles6. Willing and able to add value 1989
    • What Competencies required? Performance Engineers1. Results driven Jerry Gilley &2. Investigative Steven Eggland3. Know how to set and maintain standards4. Cooperative / collaborative5. Flexible while maintaining key principles6. Willing and able to add value 1989
    • What Competencies required? Performance Engineers1. Results driven Jerry Gilley &2. Investigative Steven Eggland3. Know how to set and maintain standards4. Cooperative / collaborative5. Flexible while maintaining key principles6. Willing and able to add value 1989
    • What Competencies required? Performance Engineers1. Results driven Jerry Gilley &2. Investigative Steven Eggland3. Know how to set and maintain standards4. Cooperative / collaborative5. Flexible while maintaining key principles6. Willing and able to add value 1989
    • What Competencies required? Performance Engineers1. Results driven Jerry Gilley &2. Investigative Steven Eggland3. Know how to set and maintain standards4. Cooperative / collaborative5. Flexible while maintaining key principles6. Willing and able to add value 1989
    • What Competencies required? Performance Engineers1. Results driven Jerry Gilley &2. Investigative Steven Eggland3. Know how to set and maintain standards4. Cooperative / collaborative5. Flexible while maintaining key principles6. Willing and able to add value 1989
    • What Competencies required? Performance Engineers1. Results driven Jerry Gilley &2. Investigative Steven Eggland3. Know how to set and maintain standards4. Cooperative / collaborative5. Flexible while maintaining key principles6. Willing and able to add value 1989
    • What Competencies required? Role HRD Consultants
    • What Competencies required? HRD Consultants1. Interpersonal skills Jerry Gilley &2. Conceptual skills Steven Eggland3. Technical skills4. Integrative skills5. Analytical skills6. Political awareness skills7. Conflict resolution skills8. Objectivity9. Organizational awareness10.Specialized knowledge 1989
    • What Competencies required? HRD Consultants1. Interpersonal skills Jerry Gilley &2. Conceptual skills Steven Eggland3. Technical skills4. Integrative skills5. Analytical skills6. Political awareness skills7. Conflict resolution skills8. Objectivity9. Organizational awareness10.Specialized knowledge 1989
    • What Competencies required? HRD Consultants1. Interpersonal skills Jerry Gilley &2. Conceptual skills Steven Eggland3. Technical skills4. Integrative skills5. Analytical skills6. Political awareness skills7. Conflict resolution skills8. Objectivity9. Organizational awareness10.Specialized knowledge 1989
    • What Competencies required? HRD Consultants1. Interpersonal skills Jerry Gilley &2. Conceptual skills Steven Eggland3. Technical skills4. Integrative skills5. Analytical skills6. Political awareness skills7. Conflict resolution skills8. Objectivity9. Organizational awareness10.Specialized knowledge 1989
    • What Competencies required? HRD Consultants1. Interpersonal skills Jerry Gilley &2. Conceptual skills Steven Eggland3. Technical skills4. Integrative skills5. Analytical skills6. Political awareness skills7. Conflict resolution skills8. Objectivity9. Organizational awareness10.Specialized knowledge 1989
    • What Competencies required? HRD Consultants1. Interpersonal skills Jerry Gilley &2. Conceptual skills Steven Eggland3. Technical skills4. Integrative skills5. Analytical skills6. Political awareness skills7. Conflict resolution skills8. Objectivity9. Organizational awareness10.Specialized knowledge 1989
    • What Competencies required? HRD Consultants1. Interpersonal skills Jerry Gilley &2. Conceptual skills Steven Eggland3. Technical skills4. Integrative skills5. Analytical skills6. Political awareness skills7. Conflict resolution skills8. Objectivity9. Organizational awareness10.Specialized knowledge 1989
    • What Competencies required? HRD Consultants1. Interpersonal skills Jerry Gilley &2. Conceptual skills Steven Eggland3. Technical skills4. Integrative skills5. Analytical skills6. Political awareness skills7. Conflict resolution skills8. Objectivity9. Organizational awareness10.Specialized knowledge 1989
    • What Competencies required? HRD Consultants1. Interpersonal skills Jerry Gilley &2. Conceptual skills Steven Eggland3. Technical skills4. Integrative skills5. Analytical skills6. Political awareness skills7. Conflict resolution skills8. Objectivity9. Organizational awareness10.Specialized knowledge 1989
    • What Competencies required? HRD Consultants1. Interpersonal skills Jerry Gilley &2. Conceptual skills Steven Eggland3. Technical skills4. Integrative skills5. Analytical skills6. Political awareness skills7. Conflict resolution skills8. Objectivity9. Organizational awareness10.Specialized knowledge 1989
    • What Competencies required? HRD Consultants1. Interpersonal skills Jerry Gilley &2. Conceptual skills Steven Eggland3. Technical skills4. Integrative skills5. Analytical skills6. Political awareness skills7. Conflict resolution skills8. Objectivity9. Organizational awareness10.Specialized knowledge 1989
    • HRD in the 21 st century Let us end by briefly examining the latest trend that may be turning HRD on its head!
    • HRD in the 21 st century
    • HRD in the 21 st centuryThe traditional “employee”
    • HRD in the 21 st century … is an endangered species – particularly inThe traditional “employee” the white collar world.
    • HRD in the 21 st century … is an endangered species – particularly inThe traditional “employee” the white collar world.
    • HRD in the 21 st century Replaced by…The traditional “employee”
    • HRD in the 21 st centuryThe Contract Professional Replaced by…
    • HRD in the 21 st centuryThe Contract Professional Replaced by… The CEO of ME, Inc.
    • HRD in the 21 st centuryThe Contract Professional … who works for corporations, whether as “employee” or “contractor” – based on a project-based … The CEO of ME, Inc.
    • HRD in the 21 st centuryThe Contract Professional … who works for corporations, whether as “employee” or “contractor” – based on a project-based … The CEO of ME, Inc.
    • HRD in the 21 st centuryThe Contract Professional … who works for corporations, whether as “employee” or “contractor” – based on a project-based … The CEO of ME, Inc.
    • HRD in the 21 st centuryThe Contract Professional … who works for corporations, whether as “employee” or “contractor” – based on a project-based … The CEO of ME, Inc.
    • HRD in the 21 st centuryThe Contract Professional …which clearly identifies the roles, responsibilities, goals, deliverables, duration, success criteria, compensation, bonus, and extendibility of the contract based on mutual satisfaction. The CEO of ME, Inc.
    • HRD in the 21 st centuryThe Contract Professional Thus, the 21st century “employee” will move from contract to contract, as long as both parties are mutually satisfied. The CEO of ME, Inc.
    • HRD in the 21 st centuryThe Contract Professional Thus, the 21st century “employee” will move from contract to contract, as long as both parties are mutually satisfied. The CEO of ME, Inc.
    • HRD in the 21 st centuryThe Contract Professional Thus, the 21st century “employee” will move from contract to contract, as long as both parties are mutually satisfied. The CEO of ME, Inc.
    • HRD in the 21 st centuryThe Contract Professional And that is the way the dice may roll in the near future… thereby making HRD perhaps the most important “resource” in the organization. The CEO of ME, Inc.
    • HRD in the 21 st centuryThe Contract Professional And that is the way the dice may roll in the near future… thereby making HRD perhaps the most important “resource” in the organization. The CEO of ME, Inc.
    • HRD in the 21 st century And that is the way the dice may roll in the near future… thereby making HRD perhaps the most important “resource” in the organization. I leave you with that thought!
    • ‘Solution Providers’ to Businesses www.regent.edu STRATEGY | TACTICS | OPERATIONS PRESENTED BY Probal DasGupta StudentEmail: Ph.D. in Organizational Leadership Mobile:probdas@regent.edu with Specialization in HRD +1-516-903-4279 LHRD 702 – Minor Project 1: HRD Orientation [Fall 2011]