Call888.453.0014               www.regent.edu               www.regent.edu                               BEACH,           ...
Call888.453.0014               PRESENTS                   www.regent.edu                   www.regent.edu                 ...
Call888.453.0014               PRESENTS           HUMAN RESOURCE            DEVELOPMENT                   www.regent.edu  ...
Call888.453.0014                PRESENTS           HUMAN RESOURCE            DEVELOPMENT         In the 21st Century      ...
Call888.453.0014Why is this an important topic today?           HUMAN RESOURCE            DEVELOPMENT         In the 21st ...
Call888.453.0014Why is this an important topic today?                      BECAUSE      Today almost 75% of all workers ne...
Call888.453.0014Why is this an important topic today?                      BECAUSE      Today almost 75% of all workers ne...
Call888.453.0014Why is this an important topic today?                            BECAUSE      Today almost 75% of all work...
Call888.453.0014Why is this an important topic today?                            BECAUSE      Today almost 75% of all work...
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 comp...
Agenda1   What exactly is HRD?2   What constitutes the field of HRD?3   What do HRD practitioners do?4   What are the comp...
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     ...
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     ...
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     ...
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”       ...
What is HRD?    What is “Human Resource”                       William R. Tracey        defines    “human resource”       ...
What is HRD?What is H.R. “Development”
What is HRD?What is H.R. “Development”                Jerry Gilley &                Steven Eggland                        ...
What is HRD?What is H.R. “Development”                 Jerry Gilley &     define                 Steven EgglandH.R. “devel...
What is HRD?    What is H.R. “Development”                    Jerry Gilley &        define                    Steven Eggla...
What is HRD?    What is H.R. “Development”                    Jerry Gilley &        define                    Steven Eggla...
What is HRD?    What is H.R. “Development”                    Jerry Gilley &        define                    Steven Eggla...
What is HRD?    What is H.R. “Development”                    Jerry Gilley &        define                    Steven Eggla...
What is HRD?    What is H.R. “Development”                    Jerry Gilley &        define                    Steven Eggla...
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 performance...
What is HRD?Definition of “HRD”“Organized learningactivities arranged withinan organization in order toimprove performance...
What is HRD?Definition of “HRD”“Organized learningactivities arranged withinan organization in order toimprove performance...
What is HRD?Definition of “HRD”“Organized learningactivities arranged withinan organization in order toimprove performance...
What is HRD?Definition of “HRD”“Organized learningactivities arranged withinan organization in order toimprove performance...
What is HRD?Definition of “HRD”“Organized learningactivities arranged withinan organization in order toimprove performance...
What is HRD?Definition of “HRD”“Organized learningactivities arranged withinan organization in order toimprove performance...
What is HRD?Definition of “HRD”“Organized learningactivities arranged withinan organization in order toimprove performance...
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 maintai...
What is HRD?         HRD Vision StatementHRD is dedicated to meeting theorganization mission area HR needs in amanner that...
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 accompl...
What is HRD?        HRD Mission StatementShort answer: To operationalize the HRDVision Statement.Another answer: To accomp...
What is HRD?        HRD Mission StatementShort answer: To operationalize the HRDVision Statement.Another answer: To accomp...
What is HRD?        HRD Mission StatementShort answer: To operationalize the HRDVision Statement.Another answer: To accomp...
What is HRD?        HRD Mission StatementShort answer: To operationalize the HRDVision Statement.Another answer: To accomp...
What constitutes HRD?      Here we dig deeper     beyond the scholarly      definitions into the     demystified world of ...
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...
What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS1   Individual development2   Career development3   Performance management...
What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS      These components could      be examined in terms of       (a) their ...
What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS           F O C U S      These components could      be examined in terms...
What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS              F O C U S      Individual      Organization      These compo...
What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS                           F O C U S                   Individual      Org...
What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS                                F O C U S                        Individua...
What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS                                F O C U S                        Individua...
What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS                                F O C U S                        Individua...
What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS                                   F O C U S                           Ind...
What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS                                   F O C U S                           Ind...
What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS                                   F O C U S                           Ind...
What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS                                   F O C U S                           Ind...
What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS                                   F O C U S                           Ind...
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 behav...
What constitutes HRD?       Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behav...
What constitutes HRD?       Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behav...
What constitutes HRD?       Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behav...
What constitutes HRD?       Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behav...
What constitutes HRD?       Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behav...
What constitutes HRD?    Career Development
What constitutes HRD?         Career DevelopmentProfessional development
What constitutes HRD?          Career DevelopmentProfessional developmentAnalyze and identify individual interests,values,...
What constitutes HRD?          Career DevelopmentProfessional developmentAnalyze and identify individual interests,values,...
What constitutes HRD?          Career DevelopmentProfessional developmentAnalyze and identify individual interests,values,...
What constitutes HRD?          Career DevelopmentProfessional developmentAnalyze and identify individual interests,values,...
What constitutes HRD?          Career DevelopmentProfessional developmentAnalyze and identify individual interests,values,...
What constitutes HRD?          Career DevelopmentProfessional developmentAnalyze and identify individual interests,values,...
What constitutes HRD?          Career DevelopmentProfessional developmentAnalyze and identify individual interests,values,...
What constitutes HRD?          Career DevelopmentProfessional developmentAnalyze and identify individual interests,values,...
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 i...
What constitutes HRD?       Performance ManagementSystematic approach to improvingorganization performanceMatch the right ...
What constitutes HRD?       Performance ManagementSystematic approach to improvingorganization performanceMatch the right ...
What constitutes HRD?       Performance ManagementSystematic approach to improvingorganization performanceMatch the right ...
What constitutes HRD?       Performance ManagementSystematic approach to improvingorganization performanceMatch the right ...
What constitutes HRD?       Performance ManagementSystematic approach to improvingorganization performanceMatch the right ...
What constitutes HRD?       Performance ManagementSystematic approach to improvingorganization performanceMatch the right ...
What constitutes HRD?       Performance ManagementSystematic approach to improvingorganization performanceMatch the right ...
What constitutes HRD?  Organization Development
What constitutes HRD?      Organization DevelopmentDirected at constructing new and creativeorganizational solutions to pr...
What constitutes HRD?      Organization DevelopmentDirected at constructing new and creativeorganizational solutions to pr...
What constitutes HRD?       Organization DevelopmentDirected at constructing new and creativeorganizational solutions to p...
What constitutes HRD?       Organization DevelopmentDirected at constructing new and creativeorganizational solutions to p...
What constitutes HRD?       Organization DevelopmentDirected at constructing new and creativeorganizational solutions to p...
What constitutes HRD?       Organization DevelopmentDirected at constructing new and creativeorganizational solutions to p...
What constitutes HRD?       Organization DevelopmentDirected at constructing new and creativeorganizational solutions to p...
What constitutes HRD?       Organization DevelopmentDirected at constructing new and creativeorganizational solutions to p...
What constitutes HRD?       Organization DevelopmentDirected at constructing new and creativeorganizational solutions to p...
What do HRD Practitioners do?          Let us now examine           exactly what HRD        practitioners actually do     ...
What do HRD Practitioners do?                     Patricia McLagan                      “Great Ideas Revisited”           ...
What do HRD Practitioners do? 9 Important Roles   IDENTIFIED   Patricia McLagan                                  “Great Id...
What do HRD Practitioners do? 9 Important Roles             IDENTIFIED   Patricia McLagan 1. HR Strategic Director 2. HR S...
What do HRD Practitioners do? 9 Important Roles             IDENTIFIED   Patricia McLagan 1. HR Strategic Director 2. HR S...
What do HRD Practitioners do? 9 Important Roles             IDENTIFIED   Patricia McLagan 1. HR Strategic Director 2. HR S...
What do HRD Practitioners do?                        Identifies the work 9 Important Roles         IDENTIFIED   Patricia M...
What do HRD Practitioners do?                        Identifies needs to 9 Important Roles design and develop McLagan     ...
What do HRD Practitioners do? 9 Important Roles           IDENTIFIED   Patricia McLagan                   Presents informa...
What do HRD Practitioners do? 9 Important Roles          IDENTIFIED   Patricia McLagan                   Helps people asse...
What do HRD Practitioners do? 9 Important Roles             IDENTIFIED   Patricia McLagan 1. HR Strategic Director 2. HR S...
What do HRD Practitioners do? 9 Important Roles         IDENTIFIED   Patricia McLagan 1. HR Strategic Director 2. HR Syste...
What do HRD Practitioners do? 9 Important Roles        IDENTIFIED   Patricia McLagan 1. HR Strategic Director 2. HR System...
What do HRD Practitioners do?                     Jerry Gilley &                     Steven Eggland                       ...
What do HRD Practitioners do? 5 Broad Categories   IDENTIFIED   Jerry Gilley &                                   Steven Eg...
What do HRD Practitioners do? 5 Broad Categories       IDENTIFIED   Jerry Gilley &                                       S...
What do HRD Practitioners do? 5 Broad Categories            IDENTIFIED   Jerry Gilley &                                   ...
What do HRD Practitioners do? 5 Broad Categories            IDENTIFIED   Jerry Gilley &                                   ...
What do HRD Practitioners do? 5 Broad Categories            IDENTIFIED   Jerry Gilley &                                   ...
What do HRD Practitioners do? 5 Broad Categories             IDENTIFIED   Jerry Gilley &                                  ...
What do HRD Practitioners do? 5 Broad Categories              IDENTIFIED   Jerry Gilley &                                 ...
What do HRD Practitioners do? 5 Broad Categories              IDENTIFIED   Jerry Gilley &                                 ...
What do HRD Practitioners do? 5 Broad Categories          IDENTIFIED   Jerry Gilley &                                     ...
What do Conduct performance,        HRD Practitioners do?        causal and root-cause 5 Broad Categories to determine    ...
What do HRD Practitioners do?              Complex and difficult 5 Broad Categories             role; facilitatesIDENTIFIE...
What do HRD Practitioners do? 5 Broad Categories        IDENTIFIED   Jerry Gilley &                                       ...
What do HRD Practitioners do? 5 Broad Categories        IDENTIFIED   Jerry Gilley &                                       ...
What do HRD Practitioners do? 5 Broad Categories        IDENTIFIED   Jerry Gilley &                                       ...
What Competencies required? … to be a successful HRD practitioner.            Now that have seen               what the HR...
What Competencies required? Role   Leaders and Managers
What Competencies required?          Leaders and Managers1. Strong interpersonal skills     Jerry Gilley &2. Assertion ski...
What Competencies required?          Leaders and Managers1. Strong interpersonal skills     Jerry Gilley &2. Assertion ski...
What Competencies required?          Leaders and Managers1. Strong interpersonal skills     Jerry Gilley &2. Assertion ski...
What Competencies required?          Leaders and Managers1. Strong interpersonal skills     Jerry Gilley &2. Assertion ski...
What Competencies required?          Leaders and Managers1. Strong interpersonal skills     Jerry Gilley &2. Assertion ski...
What Competencies required?          Leaders and Managers1. Strong interpersonal skills     Jerry Gilley &2. Assertion ski...
What Competencies required?          Leaders and Managers1. Strong interpersonal skills     Jerry Gilley &2. Assertion ski...
What Competencies required?          Leaders and Managers1. Strong interpersonal skills     Jerry Gilley &2. Assertion ski...
What Competencies required?  Role   Learning Agents
What Competencies required?                Learning Agents1. Good analysis and evaluation           Jerry Gilley &   skill...
What Competencies required?                Learning Agents1. Good analysis and evaluation           Jerry Gilley &   skill...
What Competencies required?                Learning Agents1. Good analysis and evaluation           Jerry Gilley &   skill...
What Competencies required?                Learning Agents1. Good analysis and evaluation           Jerry Gilley &   skill...
What Competencies required?                Learning Agents1. Good analysis and evaluation           Jerry Gilley &   skill...
What Competencies required?                Learning Agents1. Good analysis and evaluation           Jerry Gilley &   skill...
What Competencies required?                Learning Agents1. Good analysis and evaluation           Jerry Gilley &   skill...
What Competencies required?                Learning Agents1. Good analysis and evaluation           Jerry Gilley &   skill...
What Competencies required?                Learning Agents1. Good analysis and evaluation           Jerry Gilley &   skill...
What Competencies required? Role   Instructional Designers
What Competencies required?          Instructional Designers1. Ability to conduct needs            Jerry Gilley &   assess...
What Competencies required?          Instructional Designers1. Ability to conduct needs            Jerry Gilley &   assess...
What Competencies required?          Instructional Designers1. Ability to conduct needs            Jerry Gilley &   assess...
What Competencies required?          Instructional Designers1. Ability to conduct needs            Jerry Gilley &   assess...
What Competencies required?          Instructional Designers1. Ability to conduct needs            Jerry Gilley &   assess...
What Competencies required?          Instructional Designers1. Ability to conduct needs            Jerry Gilley &   assess...
What Competencies required?          Instructional Designers1. Ability to conduct needs            Jerry Gilley &   assess...
What Competencies required?          Instructional Designers1. Ability to conduct needs            Jerry Gilley &   assess...
What Competencies required?          Instructional Designers1. Ability to conduct needs            Jerry Gilley &   assess...
What Competencies required?          Instructional Designers1. Ability to conduct needs            Jerry Gilley &   assess...
What Competencies required?          Instructional Designers1. Ability to conduct needs            Jerry Gilley &   assess...
What Competencies required? Role   Performance Engineers
What Competencies required?          Performance Engineers1. Results driven                   Jerry Gilley &2. Investigati...
What Competencies required?          Performance Engineers1. Results driven                   Jerry Gilley &2. Investigati...
What Competencies required?          Performance Engineers1. Results driven                   Jerry Gilley &2. Investigati...
What Competencies required?          Performance Engineers1. Results driven                   Jerry Gilley &2. Investigati...
What Competencies required?          Performance Engineers1. Results driven                   Jerry Gilley &2. Investigati...
What Competencies required?          Performance Engineers1. Results driven                   Jerry Gilley &2. Investigati...
What Competencies required?          Performance Engineers1. Results driven                   Jerry Gilley &2. Investigati...
What Competencies required?  Role   HRD Consultants
What Competencies required?              HRD Consultants1. Interpersonal skills         Jerry Gilley &2. Conceptual skills...
What Competencies required?              HRD Consultants1. Interpersonal skills         Jerry Gilley &2. Conceptual skills...
What Competencies required?              HRD Consultants1. Interpersonal skills         Jerry Gilley &2. Conceptual skills...
What Competencies required?              HRD Consultants1. Interpersonal skills         Jerry Gilley &2. Conceptual skills...
What Competencies required?              HRD Consultants1. Interpersonal skills         Jerry Gilley &2. Conceptual skills...
What Competencies required?              HRD Consultants1. Interpersonal skills         Jerry Gilley &2. Conceptual skills...
What Competencies required?              HRD Consultants1. Interpersonal skills         Jerry Gilley &2. Conceptual skills...
What Competencies required?              HRD Consultants1. Interpersonal skills         Jerry Gilley &2. Conceptual skills...
What Competencies required?              HRD Consultants1. Interpersonal skills         Jerry Gilley &2. Conceptual skills...
What Competencies required?              HRD Consultants1. Interpersonal skills         Jerry Gilley &2. Conceptual skills...
What Competencies required?              HRD Consultants1. Interpersonal skills         Jerry Gilley &2. Conceptual skills...
HRD in the     21 st   century      Let us end by briefly      examining the latest       trend that may be    turning HRD...
HRD in the   21 st   century
HRD in the               21 st   centuryThe traditional “employee”
HRD in the               21 st   century                                … is an endangered                              sp...
HRD in the               21 st   century                                … is an endangered                              sp...
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...
HRD in the               21 st   centuryThe Contract Professional                                 … who works for         ...
HRD in the               21 st   centuryThe Contract Professional                                 … who works for         ...
HRD in the               21 st   centuryThe Contract Professional                                 … who works for         ...
HRD in the               21 st   centuryThe Contract Professional                                 … who works for         ...
HRD in the               21 st   centuryThe Contract Professional        …which clearly identifies                        ...
HRD in the               21 st   centuryThe Contract Professional     Thus, the 21st century                              ...
HRD in the               21 st   centuryThe Contract Professional     Thus, the 21st century                              ...
HRD in the               21 st   centuryThe Contract Professional     Thus, the 21st century                              ...
HRD in the               21 st   centuryThe Contract Professional     And that is the way the                             ...
HRD in the               21 st   centuryThe Contract Professional     And that is the way the                             ...
HRD in the   21 st   century               And that is the way the              dice may roll in the near              fut...
‘Solution Providers’ to Businesses    www.regent.edu            STRATEGY | TACTICS | OPERATIONS                           ...
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Understanding HUMAN RESOURCE DEVELOPMENT (HRD)

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  • comprehensive presentation, i would like to share among my students, a kind request, pls send me the slide at gapraba@yahoo.com,appreciate and tq
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  • Sir,this was a great presentation , it would be more helpful if i can get the ppt for my educational purpose. please send it to mrajkumar2605@gmail.com .Thanks
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  • Sir thanks alot for sharing. Is it possible for me to have a copy of your slides, please send it to samueltnay92@gmail.com. Thanks
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  • What an impressive work...Very useful in understanding HRD ..Is it possible to share via cikalim@gmail.com...very much appreciated
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  • Thank your very much for your sharing. It's great presentation and I think it very useful for understanding in HRD. Please kindly send me on onanongt@mhm.co.th.
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Understanding HUMAN RESOURCE DEVELOPMENT (HRD)

  1. 1. Call888.453.0014 www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA
  2. 2. Call888.453.0014 PRESENTS www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA
  3. 3. Call888.453.0014 PRESENTS HUMAN RESOURCE DEVELOPMENT www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA
  4. 4. Call888.453.0014 PRESENTS HUMAN RESOURCE DEVELOPMENT In the 21st Century www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA
  5. 5. 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
  6. 6. 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
  7. 7. 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
  8. 8. 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
  9. 9. 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
  10. 10. Agenda This presentationprovides an overview of HRD with reference to current scholarship on the subject.
  11. 11. AgendaWhat exactly is HRD?
  12. 12. Agenda1 What exactly is HRD? What constitutes the field of HRD?
  13. 13. Agenda1 What exactly is HRD?2 What constitutes the field of HRD? What do HRD practitioners do?
  14. 14. 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?
  15. 15. 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
  16. 16. What is HRD? What exactly is HumanResource Development?What is this “resource”? How do we “develop” it?
  17. 17. What is HRD? What exactly is HumanResource Development?What is this “resource”? How do we “develop” it?
  18. 18. What is HRD? What exactly is HumanResource Development?What is this “resource”? How do we “develop” it?
  19. 19. What is HRD?When did organizations firstrecognize humans as a “resource”?
  20. 20. What is HRD?When did organizations firstrecognize humans as a “resource”?Peter DruckerThe father of ManagementScience
  21. 21. 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”
  22. 22. 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
  23. 23. 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
  24. 24. 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”
  25. 25. 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
  26. 26. What is HRD?What is “Human Resource”
  27. 27. What is HRD?What is “Human Resource” William R. Tracey
  28. 28. What is HRD?What is “Human Resource” William R. Tracey defines“human resource”
  29. 29. What is HRD? What is “Human Resource” William R. Tracey defines “human resource” as“The people that staff andoperate an organization."
  30. 30. 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.
  31. 31. What is HRD?What is H.R. “Development”
  32. 32. What is HRD?What is H.R. “Development” Jerry Gilley & Steven Eggland 1989
  33. 33. What is HRD?What is H.R. “Development” Jerry Gilley & define Steven EgglandH.R. “development” 1989
  34. 34. 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"
  35. 35. 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"
  36. 36. 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"
  37. 37. 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"
  38. 38. 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."
  39. 39. What is HRD?Definition of “HRD” from Jerry Gilley & Steven Eggland
  40. 40. 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."
  41. 41. 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."
  42. 42. 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."
  43. 43. 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."
  44. 44. 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."
  45. 45. 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."
  46. 46. 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."
  47. 47. 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."
  48. 48. What is HRD?HRD Vision Statement
  49. 49. What is HRD?HRD Vision Statement Let’s look at a couple of HRD Vision Statements from the real world…
  50. 50. What is HRD? HRD Vision StatementTo create, encourage, and maintain anenvironment that supports, developsand maintains the well-being of theworkforce. Penn State
  51. 51. 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
  52. 52. What is HRD?HRD Mission Statement
  53. 53. What is HRD?HRD Mission Statement So what is the “Mission” of HRD?
  54. 54. What is HRD? HRD Mission StatementShort answer: To operationalize the HRDVision Statement.
  55. 55. What is HRD? HRD Mission StatementShort answer: To operationalize the HRDVision Statement.Another answer: To accomplish the“purpose of HRD”
  56. 56. 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
  57. 57. 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.
  58. 58. 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
  59. 59. 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.
  60. 60. What constitutes HRD? Here we dig deeper beyond the scholarly definitions into the demystified world of practical HRD.
  61. 61. What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS
  62. 62. What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS Individual development
  63. 63. What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS1 Individual development Career development
  64. 64. What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS1 Individual development2 Career development Performance management
  65. 65. What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS1 Individual development2 Career development3 Performance management Organizational development
  66. 66. What constitutes HRD?FOUR FUNDAMENTAL COMPONENTS1 Individual development2 Career development3 Performance management4 Organizational development From the 21st century perspective
  67. 67. 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).
  68. 68. 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
  69. 69. 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
  70. 70. 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
  71. 71. 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
  72. 72. 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
  73. 73. 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
  74. 74. 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
  75. 75. 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
  76. 76. 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
  77. 77. 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
  78. 78. 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
  79. 79. What constitutes HRD? Individual Development
  80. 80. What constitutes HRD? Individual DevelopmentPersonal development
  81. 81. What constitutes HRD? Individual DevelopmentPersonal developmentAcquisition of new knowledge
  82. 82. What constitutes HRD? Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skills
  83. 83. What constitutes HRD? Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behavior
  84. 84. What constitutes HRD? Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behavior FOCUS
  85. 85. What constitutes HRD? Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behavior FOCUS Individual
  86. 86. What constitutes HRD? Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behavior FOCUS RESULT Individual
  87. 87. What constitutes HRD? Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behavior FOCUS RESULT Individual Short-term
  88. 88. What constitutes HRD? Individual DevelopmentPersonal developmentAcquisition of new knowledgeNew skillsImproved behavior FOCUS RESULT Individual Short-term
  89. 89. What constitutes HRD? Career Development
  90. 90. What constitutes HRD? Career DevelopmentProfessional development
  91. 91. What constitutes HRD? Career DevelopmentProfessional developmentAnalyze and identify individual interests,values, and competencies required forfuture jobs
  92. 92. What constitutes HRD? Career DevelopmentProfessional developmentAnalyze and identify individual interests,values, and competencies required forfuture jobsIndividual activities: Career planning,career awareness, etc.
  93. 93. 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.
  94. 94. 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
  95. 95. 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
  96. 96. 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
  97. 97. 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
  98. 98. 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
  99. 99. What constitutes HRD? Performance Management
  100. 100. What constitutes HRD? Performance ManagementSystematic approach to improvingorganization performance
  101. 101. What constitutes HRD? Performance ManagementSystematic approach to improvingorganization performanceMatch the right individual with the rightknowledge, tools, environment and job
  102. 102. 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
  103. 103. 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.
  104. 104. 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
  105. 105. 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
  106. 106. 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
  107. 107. 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
  108. 108. 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
  109. 109. What constitutes HRD? Organization Development
  110. 110. What constitutes HRD? Organization DevelopmentDirected at constructing new and creativeorganizational solutions to problems
  111. 111. What constitutes HRD? Organization DevelopmentDirected at constructing new and creativeorganizational solutions to problemsEnhances congruence among culture,structure, processes, mission & procedure
  112. 112. 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
  113. 113. 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
  114. 114. 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
  115. 115. 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
  116. 116. 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
  117. 117. 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
  118. 118. 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
  119. 119. What do HRD Practitioners do? Let us now examine exactly what HRD practitioners actually do to achieve the goals defined so far.
  120. 120. What do HRD Practitioners do? Patricia McLagan “Great Ideas Revisited” 1996
  121. 121. What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan “Great Ideas Revisited” 1996
  122. 122. 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
  123. 123. 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
  124. 124. 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.
  125. 125. 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
  126. 126. 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
  127. 127. 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
  128. 128. 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
  129. 129. 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
  130. 130. 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
  131. 131. 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
  132. 132. What do HRD Practitioners do? Jerry Gilley & Steven Eggland 1989
  133. 133. What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1989
  134. 134. 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
  135. 135. 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
  136. 136. 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
  137. 137. 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
  138. 138. 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
  139. 139. 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
  140. 140. 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
  141. 141. 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
  142. 142. 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
  143. 143. 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
  144. 144. 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
  145. 145. 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?
  146. 146. 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…
  147. 147. 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.
  148. 148. What Competencies required? Role Leaders and Managers
  149. 149. 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
  150. 150. 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
  151. 151. 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
  152. 152. 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
  153. 153. 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
  154. 154. 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
  155. 155. 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
  156. 156. 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
  157. 157. What Competencies required? Role Learning Agents
  158. 158. 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
  159. 159. 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
  160. 160. 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
  161. 161. 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
  162. 162. 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
  163. 163. 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
  164. 164. 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
  165. 165. 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
  166. 166. 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
  167. 167. What Competencies required? Role Instructional Designers
  168. 168. 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
  169. 169. 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
  170. 170. 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
  171. 171. 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
  172. 172. 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
  173. 173. 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
  174. 174. 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
  175. 175. 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
  176. 176. 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
  177. 177. 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
  178. 178. 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
  179. 179. What Competencies required? Role Performance Engineers
  180. 180. 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
  181. 181. 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
  182. 182. 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
  183. 183. 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
  184. 184. 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
  185. 185. 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
  186. 186. 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
  187. 187. What Competencies required? Role HRD Consultants
  188. 188. 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
  189. 189. 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
  190. 190. 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
  191. 191. 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
  192. 192. 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
  193. 193. 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
  194. 194. 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
  195. 195. 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
  196. 196. 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
  197. 197. 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
  198. 198. 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
  199. 199. HRD in the 21 st century Let us end by briefly examining the latest trend that may be turning HRD on its head!
  200. 200. HRD in the 21 st century
  201. 201. HRD in the 21 st centuryThe traditional “employee”
  202. 202. HRD in the 21 st century … is an endangered species – particularly inThe traditional “employee” the white collar world.
  203. 203. HRD in the 21 st century … is an endangered species – particularly inThe traditional “employee” the white collar world.
  204. 204. HRD in the 21 st century Replaced by…The traditional “employee”
  205. 205. HRD in the 21 st centuryThe Contract Professional Replaced by…
  206. 206. HRD in the 21 st centuryThe Contract Professional Replaced by… The CEO of ME, Inc.
  207. 207. 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.
  208. 208. 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.
  209. 209. 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.
  210. 210. 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.
  211. 211. 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.
  212. 212. 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.
  213. 213. 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.
  214. 214. 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.
  215. 215. 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.
  216. 216. 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.
  217. 217. 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!
  218. 218. ‘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]

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