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1. The Changing Role of
the Human Resource
Development (HRD)
Professional
Chelou Mugot - Tizon

2. • Over the last decade the role of the training
professional has changed as the concept of
HRD has emerged and evolved.
• Today, there is an increased emphasis on
knowledge, thus HRD practitioners will need to
develop competencies that reflect this
emphasis on learning – rather than on training.

3. The Changing World of the
HRD Specialist
HRD then HRD now
trainers / instructors learning architects
subject experts • need to
demonstrate
familiarity with
strategic concepts
had an accepted place in the
organization
believed in the value of training
and willing to invest in it
passed on a finite body of
knowledge and skills to trainees

4. In terms of describing the role of the
HRD professional or HRD function
there is no single, right model.

5. The Changing World of the HRD
Specialist - Darling, et al, 1999
• The development of corporate
strategies, based on ‘core’
activities, resulting in the buying
in of non-core services, including
training and consultancy.
• Enhanced commitment to
training from senior
management, and a recognition

6. The Changing World of the HRD
Specialist - Darling, et al, 1999
• Renewed interest in organization
development, and considerable
interest in the concept of
organizational learning
• The increasing emphasis on
demonstrating
credibility/accountability/added
value

7. The Changing World of the HRD
Specialist – Stewart and Tansley,
2002:33
• There is a shift from training provider
to learning facilitator
• Other changes in role include:
a more strategic contribution through
more regular and closer contact with
senior decision makers and a role as
internal consultant in relation to
operational managers and employees

8. The Changing Nature
of the Training Market
• The nature of the training market
itself is changing, which has a
direct effect on HRD practices.
POLITICAL
ECONOMIC
SOCIAL
TECHNOLOGICAL
INFLUENCE THE
MARKET
ADVISER
REGARDING
CHANGE

9. The Diversity of HRD Roles
Pettigrew, et al
(1982)
•Change agent
•Provider
•Passive
provider
•Trainer
Manager
•Role in
transition
Sloman
(1994)
The internal
consultant
The
strategic
facilitator
Harrison (1998)
•Strategic facilitator
•Organizational
change agent
•Internal consultant
•Manager of HRD
•The role in
transition
•Passive provider

10. The Diversity of HRD Roles
Stewart and Tansley
(2002)
•E-moderator
•Learning facilitator
•Strategic partner
•Internal consultant
•Network co-ordinator
In conclusion, in order to facilitate change within
organizations, HRD specialists will need to
embrace change at a personal level to meet the
demands of these roles.

11. The HRD Specialist as a Change
Agent
• The role of change agent is a complex one,
which requires an individual to have in-depth
knowledge of organizational function and
politically neutral.
change
agent
catalyst
- facilitates change
without itself being
changed in the
process

12. The HRD Specialist
as a Change Agent
Qualities of change agents, Haynes (1992),
quoted in Darling et al, 1999
•The confidence and ability to lead
•Trust and respect for others
•The ability to communicate clearly and listen
effectively
•The ability to make decisions

13. The HRD Specialist
as a Change Agent
Qualities of change agents, Haynes (1992),
quoted in Darling et al, 1999 (cont.)
•The possession of planning and organizing skills,
including delegation, guiding and co-ordinating
•The ability to maintain control in different situations
and knowledge of the field in which one is leader
•The energy and ability to stick to the task in hand
•Presence and consideration for the needs of others

14. Organizations have to face ever-
changing environments. In order to
survive and evolve, organizations
must adapt to the environmental
forces within which they operate.

15. The HRD Specialist
as a Change Agent
Changes might take any of the following
forms:
•Developing from a simpler to a more complex form
•Adapting to both and internal and external changes
•Expanding or growing
•Shrinking or downsizing
•Developing new ways of conducting business

16. The HRD Specialist
as a Change Agent
Human Reactions to
Change (Moss-
Kanter, 1989)
•Loss of control
•Excess uncertainty
•Surprise
•The difference effect
•Loss of face
•Concern about future
competence
•Ripple effect
•More work
•Past resentments
•Sometimes the threat
is real

17. The HRD Specialist
as a Change Agent
The ability or willingness of individuals to change
depends upon the level of security they feel.
2 POSSIBLE
REACTIONS TO
CHANGE:
Rejects, suppresses and distorts the new information or
situation
Integrates it and learns from it

18. The HRD Specialist
as a Change Agent > The
Contribution of HRD to Change
As a change agent, one must provide
CAREFUL ATTENTION and ASSISTANCE

19. The HRD Specialist
as a Change Agent > The
Contribution of HRD to Change
Major Positive Reasons Why People
Accept and Even Welcome Change (Moss-
Kanter, 1984)
•They achieve some personal gain.
•They like and are offered a new challenge.
•They approve of the source of the change.
•They like the manner in which the change was
introduced.

20. The HRD Specialist
as a Change Agent > The
Contribution of HRD to Change
Major Positive Reasons Why People
Accept and Even Welcome Change (Moss-
Kanter, 1984)
•They think the change will reduce boredom.
•Some of the ideas they contributed were considered.
•They feel that change is needed.
•They think change will bring more opportunities.

21. The HRD Specialist
as a Change Agent > The
Contribution of HRD to Change
Major Positive Reasons Why People
Accept and Even Welcome Change (Moss-
Kanter, 1984)
•They believe it to be good timing.
•They have an overall positive attitude.
•They are strongly influenced by their peers.

22. The HRD Specialist
as a Change Agent
Conditions That Must be Satisfied if
Training and Development Is to Achieve a
Secure Status in the Organization (Reid
and Barrington, 1999)
•The involvement of line managers
•An appropriate structure in which training and
development takes place
•Specialist staff being viewed as professionals

23. The HRD Specialist
as a Change Agent > Key HRD
Activities
Four main Areas or Activities of Trainers
(Darling, et al, 1999)
•Development activities, including training needs
analyses, coaching, evaluation etc.
•Training delivery
•Administration, particularly when subcontracting
•Marketing the training function internally and
responding to demand from line managers and senior
management.

24. The HRD Specialist
as a Change Agent > The Key
Trainer Roles
Trainer roles from 3 different perspectives
(Darling, et al, 1999):
PHILOSOPHICAL
STRATEGIC
OPERATIONAL

25. The HRD Specialist
as a Change Agent > The Key Trainer Roles
Key questions regarding the feasibility of
trainers meeting the resultant
(Darling, et al, 1999):
Can HRD specialists fulfil the demands for
HRD specialists in terms of their own
development?
What are the implications for HRD specialists
in terms of their own development?
Do the HRD specialists possess the
necessary power to action the requirements
placed on them?

26. The HRD Specialist
as a Change Agent > The Skills of
the HRD Specialist
Mankin, 2000
•Communication skills
•Consultancy skills
•Organizational – decision-
making and delegation;
objective-setting
•Political skills
•Marketing and selling skills
•Facilitation
• Counseling
• Coaching
• Information Technology
• Analytical – problem-
solving; questioning,
interpreting
• Design skills
• Psychology skills –
especially of learning
• Financial skills
• Project Management
• Flexibility

27. The HRD Specialist
as a Change Agent > The Key Trainer
Roles
Methods that HRD Specialists Could Adopt
(Stewart and Tansley, 2002)
Gaining knowledge about the services and
support available via professional bodies (e.g.
CIPD)
Being prepared to respond to high job
demands and address difficulties in managing
their own continuing professional development
(CPD)

28. The HRD Specialist
as a Change Agent > The Skills
Important in Teaching and Learning
Listening and
Questioning
Presentation Skills
Group Facilitation
Influencing and
negotiation
Coaching and
Mentoring
Consultancy
Skills

29. The HRD Specialist
as a Change Agent
The message – maybe the mission
statement – for all HRD specialists
needs to be:
PRACTICE WHAT
WE PREACH.