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Training and Human Resources

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  1. 1. Educational Technology & Human Resource Development Introduction To Human Resource Development Course Instructor: Dr. Zuhrieh Shana
  2. 2. Introduction <ul><li>To be successful in the current rapidly-changing world, need to maximize the productivity of all of our resources – physical, financial, information, and human. How are we doing? </li></ul>
  3. 3. HRD <ul><li>“ Physical infrastructures that men build can crumble and decay. But when we build-up the capacity in people, it lasts for generation, and helps to speeden the development process… </li></ul><ul><ul><ul><ul><ul><li>” Mr. krishna Pd. JaishiAchham </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>DDC Chairman </li></ul></ul></ul></ul></ul>
  4. 4. HRD <ul><li>Human Resource Development (HRD) professionals are at the leading edge in preparing their organization to meet the competitive challenges of the global economy. </li></ul>
  5. 5. Human Resource Development <ul><li>A report identified five areas in which HR practitioners make their greatest contribution to organization competitiveness: change management, strategic human resource planning, executive development, organizational effectiveness, and culture management. </li></ul>
  6. 6. Role of Technology in training <ul><li>Technology allows us to: </li></ul><ul><li>Train more people in less time </li></ul><ul><li>Give people from all areas of a company </li></ul><ul><li>Give the employee control of his or her own learning </li></ul><ul><li>Track employee performance in training </li></ul>
  7. 7. Role of technology <ul><li>Provide distance learning </li></ul><ul><li>Save money on training expenses </li></ul><ul><li>Take advantage of pre-exiting training materials </li></ul><ul><li>Deliver content in new, more interactive ways </li></ul>
  8. 8. TRENDS <ul><li>In more recent years, the HRD Program has changed its primary focus from training and development to preparing leaders who can help organizations continuously learn and improve. </li></ul>
  9. 9. TRENDS <ul><li>It provides Managers and human resource professionals with the knowledge and skills needed to diagnose and develop individuals, teams, and organizations </li></ul>
  10. 10. TRENDS <ul><li>How technology can best be utilized in the HRD environment. Discussion of CBT, use of the Internet for instruction, and distance learning techniques. </li></ul>
  11. 11. PEOPLE
  12. 12. Resources <ul><li>Physical resources </li></ul><ul><li>Financial resources </li></ul><ul><li>Information and knowledge resources </li></ul><ul><li>Human resources </li></ul>
  13. 13. Development <ul><li>Development programs involve more than training and may be focused on competences, gender and role. They require constant accurate assessment, counseling and personal challenge. Development also involves socialization of employees to fit the cultural requirements of the company. </li></ul>
  14. 14. Human Resource Development <ul><li>A definition of HRD is “organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization”. </li></ul>
  15. 15. Areas of HRD <ul><li>HRD includes the areas of: </li></ul><ul><li>Training and development </li></ul><ul><li>Career development </li></ul><ul><li>Organization development </li></ul>
  16. 16. Human Resource Management <ul><li>Human Resource Management – a field which includes </li></ul><ul><li>HR research and information systems union/labor relations </li></ul><ul><li>Employee assistance </li></ul><ul><li>Compensation/benefits </li></ul><ul><li>Selection and staffing </li></ul><ul><li>Performance management systems </li></ul><ul><li>HR planning, and organization/job design </li></ul>
  17. 17. CHANGE <ul><li>Organizations and jobs will never be the same. Changes are based on the global economy, on changing technology, on our chaining work force, on cultural and demographic changes, and on the chining nature of work itself. The changes are different this time. They are permanent, and will permanently affect the way our work and our lives are structured. </li></ul>
  18. 18. Goal of HRD <ul><li>The goal of HRD is to improve the performance of our organizations by maximizing the efficiency and performance of our people. We are going to develop our knowledge and skills, our actions and standards, our motivation, incentives, attitudes and work environment. </li></ul>
  19. 19. Needs Assessment <ul><li>For HRD – implement the appropriate planning. This needs assessment and planning will lead to several possible ways to improve performance. </li></ul>
  20. 20. Program Design, Development & Evaluation <ul><li>We need to consider the benefits of any HRD intervention before we just go and do it: </li></ul><ul><li>What learning will be accomplished? What changes in behavior and performance are expected? </li></ul><ul><li>Will we get them? </li></ul><ul><li>And of prime importance – what is the expected economic cost/benefit of any projected solutions? </li></ul>
  21. 21. Training & Development <ul><li>Acquiring knowledge, developing competencies and skills, and adopting behaviors that improve performance in current jobs, including: adult learning theory and applications, instructional systems design, train-the-trainer programs, and instructional strategies and methods. </li></ul>
  22. 22. Organization Development <ul><li>OD is defined as diagnosis and design of systems to assist an organization with planning change. OD activities include: </li></ul><ul><li>Change management </li></ul><ul><li>Team building, </li></ul><ul><li>Learning organizations </li></ul><ul><li>Management development, </li></ul><ul><li>Quality of work life, management by objectives, </li></ul><ul><li>Strategic planning, </li></ul><ul><li>Participative management </li></ul><ul><li>Organizational restructuring </li></ul><ul><li>Job redesign, job enrichment, </li></ul><ul><li>Centralization vs. decentralization, </li></ul><ul><li>Changes in the organization's reward structure, process consultation, executive development, action research, third party interventions, and more. </li></ul>
  23. 23. Career Development <ul><li>Activities and processes for mutual career planning and management between employees and organizations. </li></ul><ul><li>Changes in our organizations (including downsizing, restructuring, and outsourcing) are resulting in more empowerment for employees. The responsibility for our own career development is downloaded to us. </li></ul><ul><li>(Translation: career ladders are gone; career development is now the responsibility of the individual.) </li></ul>
  24. 24. Organization Research <ul><li>ORGANIZATION RESERCH & PROGRAM EVALATION- </li></ul><ul><li>an exploration of methods to evaluate, justify, and improve on HRD offerings. </li></ul>
  25. 25. HRD <ul><li>HRD can give you the tools you need to manage and operate your organizations. Everything – production, management, marketing, sales, research & development, you-name-it– everything may be more productive IF your people are sufficiently motivated, trained, informed, managed, utilized and empowered. </li></ul>
  26. 26. Learning, Education, Training <ul><li>Learning is a process of gaining knowledge, skill, or attitudes through formal or informal means. </li></ul>
  27. 27. Education <ul><li>Education is a process involving others as facilitators of learning. These others may be subject matter experts, instructional designers, or deliverers of instruction. </li></ul>
  28. 28. Training <ul><li>Training is a learning process directly tied to specific situational results. In the case of training, the focus is usually based on improving individual and group behavior and performance, and on results to the organization. </li></ul>
  29. 29. Kirkpatrick <ul><li>Kirkpatrick (1) classifies these outcomes into four categories: </li></ul><ul><li>Reaction – evaluates the training program itself (are the trainees satisfied?). </li></ul><ul><li>Learning – focuses on changes in the participants as a result of the training (have skills, knowledge, or attitudes changed as a result of the training?). </li></ul>
  30. 30. Kirkpatrick <ul><li>Behavior or performance – deals with the transfer of the learning to the job or organization (are the results of the training being applied?). </li></ul><ul><li>Outcomes or results – is the impact of the training on the productivity and profitability of the organization. While education tends to focus on the first two of these, training should be evaluated by the last two – on the transfer of learning to the success of the organization. </li></ul>
  31. 31. <ul><li>Source: Dr. Najmi Junaid </li></ul>