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Introduction to Human
Resource Development
Chapter 1




            Werner & DeSimone (2006)   1
Definition of HRD
  A set of systematic and planned
  activities designed by an organization to
  provide its members with the necessary
  skills to meet current and future job
  demands.




               Werner & DeSimone (2006)   2
Evolution of HRD
  Early apprenticeship programs
  Early vocational education programs
  Early factory schools
  Early training for unskilled/semiskilled
  Human relations movement
  Establishment of training profession
  Emergence of HRD
                Werner & DeSimone (2006)     3
Early Apprenticeship Programs
  Artisans in 1700s
  Artisans had to train their own workers
  Guild schools
  Yeomanries (early worker unions)




               Werner & DeSimone (2006)     4
Early Vocational Education
Programs
  1809 – DeWitt Clinton’s manual school
  1863 – President Lincoln signs the
  Land-Grant Act promoting A&M colleges
  1917 – Smith-Hughes Act provides
  funding for vocational education at the
  state level



              Werner & DeSimone (2006)   5
Early Factory Schools
  Industrial Revolution increases need for
  trained workers to design, build, and
  repair machines used by unskilled
  workers
  Companies started machinist and
  mechanical schools in-house
  Shorter and more narrowly-focused
  than apprenticeship programs

               Werner & DeSimone (2006)   6
Early Training for
Unskilled/Semiskilled Workers
  Mass production (Model T)
     Semiskilled and unskilled workers
     Production line – one task = one worker
  World War I
     Retool & retrain
     “Show, Tell, Do, Check” (OJT)



                  Werner & DeSimone (2006)      7
Human Relations Movement
 Factory system often abused workers
 “Human relations” movement promoted
 better working conditions
 Start of business & management
 education
 Tied to Maslow’s hierarchy of needs


            Werner & DeSimone (2006)   8
Establishment of the Training
Profession
  Outbreak of WWII increased the need
  for trained workers
  Federal government started the
  Training Within Industry (TWI) program
  1942 – American Society for Training
  Directors (ASTD) formed


              Werner & DeSimone (2006)   9
Emergence of HRD
 Employee needs extend beyond the
 training classroom
 Includes coaching, group work, and
 problem solving
 Need for basic employee development
 Need for structured career development
 ASTD changes its name to the American
 Society for Training and Development
             Werner & DeSimone (2006)   10
Relationship Between HRM
and HRD
  Human resource management (HRM)
  encompasses many functions
  Human resource development (HRD) is
  just one of the functions within HRM




              Werner & DeSimone (2006)   11
Primary Functions of HRM
  Human resource planning
  Equal employment opportunity
  Staffing (recruitment and selection)
  Compensation and benefits
  Employee and labor relations
  Health, safety, and security
  Human resource development
               Werner & DeSimone (2006)   12
Secondary HRM Functions
  Organization and job design
  Performance management/
  performance appraisal systems
  Research and information systems




              Werner & DeSimone (2006)   13
Line versus Staff Authority
  Line Authority – given to managers
  directly responsible for the production
  of goods and services (direct function)
  Staff Authority – given to units that
  advise and consult line units




               Werner & DeSimone (2006)   14
Limits of Authority
  HRM & HRD units have staff authority
  (Overhead function)
  Line authority takes precedence
  Scope of authority – how far (how
  much) can you authorize?




              Werner & DeSimone (2006)   15
HRD Functions
  Training and development (T&D)
  Organizational development
  Career development




              Werner & DeSimone (2006)   16
Training and Development
(T&D)
  Training – improving the knowledge,
  skills and attitudes of employees for the
  short-term, particular to a specific job
  or task – e.g.,
     Employee orientation
     Skills & technical training
     Coaching
     Counseling

                   Werner & DeSimone (2006)   17
Training and Development
(T&D)
  Development – preparing for future
  responsibilities, while increasing the
  capacity to perform at a current job
     Management training
     Supervisor development




                 Werner & DeSimone (2006)   18
Organizational Development
  The process of improving an
  organization’s effectiveness and
  member’s well-being through the
  application of behavioral science
  concepts
  Focuses on both macro- and micro-
  levels
  HRD plays the role of a change agent

              Werner & DeSimone (2006)   19
Career Development
  Ongoing process by which individuals
  progress through series of changes until
  they achieve their personal level of
  maximum achievement.
     Career planning
     Career management



                  Werner & DeSimone (2006)   20
Learning & Performance




By Permission: Naughton & Rothwell (2004)

                                      Werner & DeSimone (2006)   21
Critical HRD Issues
  Strategic management and HRD
  The supervisor’s role in HRD
  Organizational structure of HRD




              Werner & DeSimone (2006)   22
Strategic Management & HRD
  Strategic management aims to ensure
  organizational effectiveness for the
  foreseeable future – e.g., maximizing
  profits in the next 3 to 5 years
  HRD aims to get managers and workers
  ready for new products, procedures,
  and materials


              Werner & DeSimone (2006)   23
Supervisor’s Role in HRD
  Implements HRD programs and
  procedures
  On-the-job training (OJT)
  Coaching/mentoring/counseling
  Career and employee development
  A “front-line participant” in HRD


              Werner & DeSimone (2006)   24
Organizational Structure of
HRD Departments
  Depends on company size, industry and
  maturity
  No single structure used
  Depends in large part on how well the
  HRD manager becomes an institutional
  part of the company – i.e., a revenue
  contributor, not just a revenue user

              Werner & DeSimone (2006)   25
HRD Organization in a Large
Company




           Werner & DeSimone (2006)   26
Sample HRD Jobs/Roles
  Executive/Manager
  HR Strategic Advisor
  HR Systems Designer/Developer
  Organization Change Agent
  Organization Design Consultant
  Learning Program Specialist


              Werner & DeSimone (2006)   27
Sample HRD Jobs/Roles – 2
  Instructor/Facilitator
  Individual Development and Career
  Counselor
  Performance Consultant (Coach)
  Researcher



              Werner & DeSimone (2006)   28
HR Manager Role
  Integrates HRD with organizational
  goals and strategies
  Promotes HRD as a profit enhancer
  Tailors HRD to corporate needs and
  budget
  Institutionalizes performance
  enhancement

              Werner & DeSimone (2006)   29
HR Strategic Advisor Role
  Consults with corporate strategic
  thinkers
  Helps to articulate goals and strategies
  Develops HR plans
  Develops strategic planning education
  and training programs


               Werner & DeSimone (2006)   30
HR Systems
Designer/Developer
  Assists HR manager in the design and
  development of HR systems
  Designs HR programs
  Develops intervention strategies
  Plans HR implementation actions



              Werner & DeSimone (2006)   31
Organization Change Agent
  Develops more efficient work teams
  Improves quality management
  Implements intervention strategies
  Develops change reports




              Werner & DeSimone (2006)   32
Organization Design
Consultant
  Designs work systems
  Develops effective alternative work
  designs
  Implements changed systems




               Werner & DeSimone (2006)   33
Learning Program Specialist
  Identifies needs of learners
  Develops and designs learning
  programs
  Prepares learning materials and
  learning aids
  Develops program objectives, lesson
  plans, and strategies

              Werner & DeSimone (2006)   34
Instructor/Facilitator
  Presents learning materials
  Leads and facilitates structured learning
  experiences
  Selects appropriate instructional
  methods and techniques
  Delivers instruction


               Werner & DeSimone (2006)   35
Individual Development and
Career Counselor
  Assists individuals in career planning
  Develops individual assessments
  Facilitates career workshops
  Provides career guidance




               Werner & DeSimone (2006)    36
Performance Consultant
(Coach)
  Advises line management on
  appropriate interventions to improve
  individual and group performance
  Provides intervention strategies
  Develops and provides coaching designs
  Implements coaching activities


              Werner & DeSimone (2006)   37
Researcher
  Assesses HRD practices and programs
  Determines HRD program effectiveness
  Develops requirements for changing
  HRD programs to address current and
  future problems




              Werner & DeSimone (2006)   38
Certification and HRD
 Certified Professional in Learning and
 Performance (CPLP™)
    The ASTD Certification Institute offers workplace
    learning and performance (WLP) professionals an
    opportunity to enhance credibility and prove value in
    an increasingly competitive marketplace. It covers
    nine areas of expertise as defined by the
    ASTD Competency Model.
 Professional in Human Resources (PHR)
   SHRM offers the PHR exam to all HR professionals
  ..PHR Exam Breakdown by Topic.doc
                   Werner & DeSimone (2006)           39
Challenges for HRD
  Changing workforce demographics
  Competing in global economy
  Eliminating the skills gap
  Need for lifelong learning
  Need for organizational learning



              Werner & DeSimone (2006)   40
Changing Demographics in the
U.S. Workplace
By 2020, it is predicted that:
  African-Americans will remain at 11%
  Hispanics will increase from 9% to 14%
  Asians will increase from 4% to 6%
  Whites will decrease from 76% to 68%
  Women will increase from 46% to 50%
  Older workers (>55) will increase to 25%


                Werner & DeSimone (2006)     41
Competing in the Global
Economy
  New technologies
  Need for more skilled and educated
  workers
  Cultural sensitivity required
  Team involvement
  Problem solving
  Better communications skills

              Werner & DeSimone (2006)   42
Eliminating the Skills Gap
  Example: In South Carolina, 47% of entering
  high school freshmen don’t graduate.
     Best state is Vermont, with 81% graduating
  Employees need to be taught basic skills:
     Math
     Reading
     Applied subjects
  Need to improve U.S. schools!


                    Werner & DeSimone (2006)       43
Need for Lifelong Learning
  Organizations change
  Technologies change
  Products change
  Processes change
  PEOPLE must change!!



             Werner & DeSimone (2006)   44
Need for Organizational
Learning
  Organizations must be able to learn,
  adapt, and change
  Principles:
     Systems thinking
     Personal mastery
     Mental models
     Shared visions
     Team learning

                 Werner & DeSimone (2006)   45
A Framework for the HRD
Process
  HRD efforts should use the following
  four phases (or stages):
  Needs assessment
  Design
  Implementation
  Evaluation
              (“A DImE”)
               Werner & DeSimone (2006)   46
Training & HRD Process Model




           Werner & DeSimone (2006)   47
Needs Assessment Phase
  Establishing HRD priorities
  Defining specific training and objectives
  Establishing evaluation criteria




               Werner & DeSimone (2006)   48
Design Phase
  Selecting who delivers program
  Selecting and developing program
  content
  Scheduling the training program




              Werner & DeSimone (2006)   49
Implementation Phase
  Implementing or delivering the program




              Werner & DeSimone (2006)   50
Evaluation Phase
Determining program effectiveness – e.g.,
  Keep or change providers?
  Offer it again?
  What are the true costs?
  Can we do it another way?



              Werner & DeSimone (2006)   51
Summary
 HRD is too important to be left to
 amateurs
 HRD should be a revenue producer, not
 a revenue user
 HRD should be a central part of
 company
 You need to be able to talk MONEY

             Werner & DeSimone (2006)   52

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Introduction to human resource development

  • 1. Introduction to Human Resource Development Chapter 1 Werner & DeSimone (2006) 1
  • 2. Definition of HRD A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands. Werner & DeSimone (2006) 2
  • 3. Evolution of HRD Early apprenticeship programs Early vocational education programs Early factory schools Early training for unskilled/semiskilled Human relations movement Establishment of training profession Emergence of HRD Werner & DeSimone (2006) 3
  • 4. Early Apprenticeship Programs Artisans in 1700s Artisans had to train their own workers Guild schools Yeomanries (early worker unions) Werner & DeSimone (2006) 4
  • 5. Early Vocational Education Programs 1809 – DeWitt Clinton’s manual school 1863 – President Lincoln signs the Land-Grant Act promoting A&M colleges 1917 – Smith-Hughes Act provides funding for vocational education at the state level Werner & DeSimone (2006) 5
  • 6. Early Factory Schools Industrial Revolution increases need for trained workers to design, build, and repair machines used by unskilled workers Companies started machinist and mechanical schools in-house Shorter and more narrowly-focused than apprenticeship programs Werner & DeSimone (2006) 6
  • 7. Early Training for Unskilled/Semiskilled Workers Mass production (Model T)  Semiskilled and unskilled workers  Production line – one task = one worker World War I  Retool & retrain  “Show, Tell, Do, Check” (OJT) Werner & DeSimone (2006) 7
  • 8. Human Relations Movement Factory system often abused workers “Human relations” movement promoted better working conditions Start of business & management education Tied to Maslow’s hierarchy of needs Werner & DeSimone (2006) 8
  • 9. Establishment of the Training Profession Outbreak of WWII increased the need for trained workers Federal government started the Training Within Industry (TWI) program 1942 – American Society for Training Directors (ASTD) formed Werner & DeSimone (2006) 9
  • 10. Emergence of HRD Employee needs extend beyond the training classroom Includes coaching, group work, and problem solving Need for basic employee development Need for structured career development ASTD changes its name to the American Society for Training and Development Werner & DeSimone (2006) 10
  • 11. Relationship Between HRM and HRD Human resource management (HRM) encompasses many functions Human resource development (HRD) is just one of the functions within HRM Werner & DeSimone (2006) 11
  • 12. Primary Functions of HRM Human resource planning Equal employment opportunity Staffing (recruitment and selection) Compensation and benefits Employee and labor relations Health, safety, and security Human resource development Werner & DeSimone (2006) 12
  • 13. Secondary HRM Functions Organization and job design Performance management/ performance appraisal systems Research and information systems Werner & DeSimone (2006) 13
  • 14. Line versus Staff Authority Line Authority – given to managers directly responsible for the production of goods and services (direct function) Staff Authority – given to units that advise and consult line units Werner & DeSimone (2006) 14
  • 15. Limits of Authority HRM & HRD units have staff authority (Overhead function) Line authority takes precedence Scope of authority – how far (how much) can you authorize? Werner & DeSimone (2006) 15
  • 16. HRD Functions Training and development (T&D) Organizational development Career development Werner & DeSimone (2006) 16
  • 17. Training and Development (T&D) Training – improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task – e.g.,  Employee orientation  Skills & technical training  Coaching  Counseling Werner & DeSimone (2006) 17
  • 18. Training and Development (T&D) Development – preparing for future responsibilities, while increasing the capacity to perform at a current job  Management training  Supervisor development Werner & DeSimone (2006) 18
  • 19. Organizational Development The process of improving an organization’s effectiveness and member’s well-being through the application of behavioral science concepts Focuses on both macro- and micro- levels HRD plays the role of a change agent Werner & DeSimone (2006) 19
  • 20. Career Development Ongoing process by which individuals progress through series of changes until they achieve their personal level of maximum achievement.  Career planning  Career management Werner & DeSimone (2006) 20
  • 21. Learning & Performance By Permission: Naughton & Rothwell (2004) Werner & DeSimone (2006) 21
  • 22. Critical HRD Issues Strategic management and HRD The supervisor’s role in HRD Organizational structure of HRD Werner & DeSimone (2006) 22
  • 23. Strategic Management & HRD Strategic management aims to ensure organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years HRD aims to get managers and workers ready for new products, procedures, and materials Werner & DeSimone (2006) 23
  • 24. Supervisor’s Role in HRD Implements HRD programs and procedures On-the-job training (OJT) Coaching/mentoring/counseling Career and employee development A “front-line participant” in HRD Werner & DeSimone (2006) 24
  • 25. Organizational Structure of HRD Departments Depends on company size, industry and maturity No single structure used Depends in large part on how well the HRD manager becomes an institutional part of the company – i.e., a revenue contributor, not just a revenue user Werner & DeSimone (2006) 25
  • 26. HRD Organization in a Large Company Werner & DeSimone (2006) 26
  • 27. Sample HRD Jobs/Roles Executive/Manager HR Strategic Advisor HR Systems Designer/Developer Organization Change Agent Organization Design Consultant Learning Program Specialist Werner & DeSimone (2006) 27
  • 28. Sample HRD Jobs/Roles – 2 Instructor/Facilitator Individual Development and Career Counselor Performance Consultant (Coach) Researcher Werner & DeSimone (2006) 28
  • 29. HR Manager Role Integrates HRD with organizational goals and strategies Promotes HRD as a profit enhancer Tailors HRD to corporate needs and budget Institutionalizes performance enhancement Werner & DeSimone (2006) 29
  • 30. HR Strategic Advisor Role Consults with corporate strategic thinkers Helps to articulate goals and strategies Develops HR plans Develops strategic planning education and training programs Werner & DeSimone (2006) 30
  • 31. HR Systems Designer/Developer Assists HR manager in the design and development of HR systems Designs HR programs Develops intervention strategies Plans HR implementation actions Werner & DeSimone (2006) 31
  • 32. Organization Change Agent Develops more efficient work teams Improves quality management Implements intervention strategies Develops change reports Werner & DeSimone (2006) 32
  • 33. Organization Design Consultant Designs work systems Develops effective alternative work designs Implements changed systems Werner & DeSimone (2006) 33
  • 34. Learning Program Specialist Identifies needs of learners Develops and designs learning programs Prepares learning materials and learning aids Develops program objectives, lesson plans, and strategies Werner & DeSimone (2006) 34
  • 35. Instructor/Facilitator Presents learning materials Leads and facilitates structured learning experiences Selects appropriate instructional methods and techniques Delivers instruction Werner & DeSimone (2006) 35
  • 36. Individual Development and Career Counselor Assists individuals in career planning Develops individual assessments Facilitates career workshops Provides career guidance Werner & DeSimone (2006) 36
  • 37. Performance Consultant (Coach) Advises line management on appropriate interventions to improve individual and group performance Provides intervention strategies Develops and provides coaching designs Implements coaching activities Werner & DeSimone (2006) 37
  • 38. Researcher Assesses HRD practices and programs Determines HRD program effectiveness Develops requirements for changing HRD programs to address current and future problems Werner & DeSimone (2006) 38
  • 39. Certification and HRD Certified Professional in Learning and Performance (CPLP™) The ASTD Certification Institute offers workplace learning and performance (WLP) professionals an opportunity to enhance credibility and prove value in an increasingly competitive marketplace. It covers nine areas of expertise as defined by the ASTD Competency Model. Professional in Human Resources (PHR) SHRM offers the PHR exam to all HR professionals ..PHR Exam Breakdown by Topic.doc Werner & DeSimone (2006) 39
  • 40. Challenges for HRD Changing workforce demographics Competing in global economy Eliminating the skills gap Need for lifelong learning Need for organizational learning Werner & DeSimone (2006) 40
  • 41. Changing Demographics in the U.S. Workplace By 2020, it is predicted that: African-Americans will remain at 11% Hispanics will increase from 9% to 14% Asians will increase from 4% to 6% Whites will decrease from 76% to 68% Women will increase from 46% to 50% Older workers (>55) will increase to 25% Werner & DeSimone (2006) 41
  • 42. Competing in the Global Economy New technologies Need for more skilled and educated workers Cultural sensitivity required Team involvement Problem solving Better communications skills Werner & DeSimone (2006) 42
  • 43. Eliminating the Skills Gap Example: In South Carolina, 47% of entering high school freshmen don’t graduate.  Best state is Vermont, with 81% graduating Employees need to be taught basic skills:  Math  Reading  Applied subjects Need to improve U.S. schools! Werner & DeSimone (2006) 43
  • 44. Need for Lifelong Learning Organizations change Technologies change Products change Processes change PEOPLE must change!! Werner & DeSimone (2006) 44
  • 45. Need for Organizational Learning Organizations must be able to learn, adapt, and change Principles:  Systems thinking  Personal mastery  Mental models  Shared visions  Team learning Werner & DeSimone (2006) 45
  • 46. A Framework for the HRD Process HRD efforts should use the following four phases (or stages): Needs assessment Design Implementation Evaluation (“A DImE”) Werner & DeSimone (2006) 46
  • 47. Training & HRD Process Model Werner & DeSimone (2006) 47
  • 48. Needs Assessment Phase Establishing HRD priorities Defining specific training and objectives Establishing evaluation criteria Werner & DeSimone (2006) 48
  • 49. Design Phase Selecting who delivers program Selecting and developing program content Scheduling the training program Werner & DeSimone (2006) 49
  • 50. Implementation Phase Implementing or delivering the program Werner & DeSimone (2006) 50
  • 51. Evaluation Phase Determining program effectiveness – e.g., Keep or change providers? Offer it again? What are the true costs? Can we do it another way? Werner & DeSimone (2006) 51
  • 52. Summary HRD is too important to be left to amateurs HRD should be a revenue producer, not a revenue user HRD should be a central part of company You need to be able to talk MONEY Werner & DeSimone (2006) 52