Introduction to Human Resource Development
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Transcript of Introduction to Human Resource Development
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Introduction to Human Resource Development
Chapter 1
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Learning ObjectivesAfter learning this chapter, you should be able to:
Define human resource development (HRD)Relate the major historical events leading up to the establishment of HRD as a professionDistinguish between HRD and Human Resource Management (HRM)Identify and describe each of the major HRD functionsRecognize the various roles and competencies of an HRD professionalIdentify some of the challenges facing HRD professionalsIdentify the major phases of the training and HRD process
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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.
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Evolution of HRD
Early apprenticeship programsEarly vocational education programsEarly factory schoolsEarly training for unskilled/semiskilledHuman relations movementEstablishment of training professionEmergence of HRD
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Early Apprenticeship Programs
Artisans in 1700sArtisans had to train their own workersGuild schoolsYeomanries (early worker unions)
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Early Vocational Education Programs
1809 – DeWitt Clinton’s manual school1863 – President Lincoln signs the Land-Grant Act promoting A&M colleges1917 – Smith-Hughes Act provides funding for vocational education at the state level
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Early Factory Schools
Industrial Revolution increases need for trained workers to design, build, and repair machines used by unskilled workersCompanies started machinist and mechanical schools in-houseShorter and more narrowly-focused than apprenticeship programs
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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)
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Human Relations Movement
Factory system often abused workers“Human relations” movement promoted better working conditionsStart of business & management educationTied to Maslow’s hierarchy of needs
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Establishment of the Training Profession
Outbreak of WWII increased the need for trained workersFederal government started the Training Within Industry (TWI) program1942 – American Society for Training Directors (ASTD) formed
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Emergence/appearance of HRD
Employee needs extend beyond the training classroomIncludes coaching, group work, and problem solvingNeed for basic employee developmentNeed for structured career developmentASTD changes its name to the American Society for Training and Development
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Relationship Between HRM and HRD
Human resource management (HRM) encompasses many functionsHuman resource development (HRD) is just one of the functions within HRM
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HRD Functions
Training and development (T&D)Organizational developmentCareer development
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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
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Training and Development (T&D)
Development – preparing for future responsibilities, while increasing the capacity to perform at a current job Management training Supervisor development
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Organizational Development
The process of improving an organization’s effectiveness and member’s well-being through the application of behavioral science conceptsFocuses on both macro- and micro-levelsHRD plays the role of a change agent
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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
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Learning & Performance
By Permission: Naughton & Rothwell (2004)
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Critical HRD Issues
Strategic management and HRDThe supervisor’s role in HRDOrganizational structure of HRD
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Strategic Management & HRD
Strategic management aims to ensure organizational effectiveness for the foreseeable/projected future – e.g., maximizing profits in the next 3 to 5 yearsHRD aims to get managers and workers ready for new products, procedures, and materials
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Supervisor’s Role in HRD
Implements HRD programs and proceduresOn-the-job training (OJT)Coaching/mentoring/counselingCareer and employee developmentA “front-line participant” in HRD
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Organizational Structure of HRD Departments
Depends on company size, industry and maturityNo single structure usedDepends 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
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HRD Organization in a Large Company
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Roles and competencies of an HRD professionalMain roles:- Learning strategies – involved in higher level of decision making concerning how HRD initiatives the goals and strategies of O.
- Buss. partner – work together with other manager to implement evaluate HRD initiatives.
- The project manager – involved in day to day planning, funding and monitoring HRD initiatives.
- Professional specialist – add their expertise in particular area ex. designing, developing, delivering and evaluating the HRD initiatives.
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Roles and competencies of an HRD professional
Executive/ManagerHR Strategic AdvisorHR Systems Designer/DeveloperOrganization Change AgentOrganization Design ConsultantLearning Program Specialist
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Sample HRD Jobs/Roles – 2
Instructor/FacilitatorIndividual Development and Career CounselorPerformance Consultant (Coach)Researcher
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HR Manager Role
Integrates HRD with organizational goals and strategiesPromotes HRD as a profit enhancerTailors HRD to corporate needs and budgetInstitutionalizes performance enhancement
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HR Strategic Advisor Role
Consults with corporate strategic thinkersHelps to articulate goals and strategiesDevelops HR plansDevelops strategic planning education and training programs
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HR Systems Designer/Developer
Assists HR manager in the design and development of HR systemsDesigns HR programsDevelops intervention strategiesPlans HR implementation actions
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Organization Change Agent
Develops more efficient work teamsImproves quality managementImplements intervention strategiesDevelops change reports
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Organization Design Consultant
Designs work systemsDevelops effective alternative work designsImplements changed systems
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Learning Program Specialist
Identifies needs of learnersDevelops and designs learning programsPrepares learning materials and learning aidsDevelops program objectives, lesson plans, and strategies
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Instructor/Facilitator
Presents learning materialsLeads and facilitates structured learning experiencesSelects appropriate instructional methods and techniquesDelivers instruction
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Individual Development and Career Counselor
Assists individuals in career planningDevelops individual assessmentsFacilitates career workshopsProvides career guidance
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Performance Consultant (Coach)
Advises line management on appropriate interventions to improve individual and group performanceProvides intervention strategiesDevelops and provides coaching designsImplements coaching activities
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Researcher
Assesses HRD practices and programsDetermines HRD program effectiveness Develops requirements for changing HRD programs to address current and future problems
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Challenges to organization and to HRD professionals
Changing workforce demographicsCompeting in global economyEliminating the skills gapNeed for lifelong learningNeed for organizational learning
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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%
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Competing in the Global Economy
New technologiesNeed for more skilled and educated workersCultural sensitivity requiredTeam involvementProblem solvingBetter communications skills
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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!
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Need for Lifelong Learning
Organizations changeTechnologies changeProducts changeProcesses changePEOPLE must change!!
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Need for Organizational Learning
Organizations must be able to learn, adapt, and changePrinciples: Systems thinking Personal mastery Mental models Shared visions Team learning
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A Framework for the HRD Process
HRD efforts should use the following four phases (or stages):
Need assessmentDesignImplementationEvaluation
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Training & HRD Process Model
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Needs Assessment Phase
It used to address some need or gap within an organization by:- Establishing HRD priorities- Defining specific training and objectives- Establishing evaluation criteria
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Design Phase
Selecting who delivers programSelecting and developing program contentScheduling the training program
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Implementation Phase
Implementing or delivering the program
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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?
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Summary
HRD is too important to be left to amateursHRD should be a revenue producer, not a revenue userHRD should be a central part of companyYou need to be able to talk MONEY