Transforming the Profile of the Caribbean HRD: Building Global Organizations Locally

Transforming The Profile

of Caribbean HRD: Building

Global Organizations

Locally20tH Anniversary Conference

Mona Visitors Lodge

May 27th – 29th 2015

Produced by Suzette Henry-Cambell & Salma Hadeed/Presented by Suzette Henry-Campbell 1


Moving beyond boundaries …

Protocols of

Transformation

Protocols of Transformation

Human Resource Development

Formal System

Developing Talent

Improving Skill Sets

Growing the knowledge economy

Human Resource Management

Formal System

Managing people

Responsible for staffing, compensation

and benefits, defining/designing

work…



Literature suggests that HRD as a practice, does not fit rigid definitional

terms.

Weinberger (1998) – 15 definitions were examined.

Found to be from a US perspective.



Transformation requires the following:

Re-evaluating current practices

Improving knowledge

Engaging in dialogue

Critiquing theories that don’t quite fit

Creating new solutions.



BRAIN DRAIN – Emigration of highly talented productive workforce



HRD is part of a system

HRD is itself a system

Systems communicate (inter-connected)

Systems must produce something



Questions to consider?

Can your employees distinguish between the functions, HRD and HRM?

What does “the system” produce that reinforces the importance of the

function?

Is the HRD office supported by other executives?



The human capital is much more informed and resourced than before.

The knowledge worker has eked out some power from rigid structures.

Companies are learning to rely on unique sets of skills.

Skill sets focus on team building, risk assessment, problem solving and

tolerance.



HRDs conversation

Acknowledges that the conversation is needed

Acknowledges that talent needs investment

Acknowledges it is not limited to lower level employees



Begins with a conversation about the gaps, objectives and inputs

Identifies the actors (champions/influencers)

Continues with a strategic response

Follows through with constant monitoring and permits feedback

Reinforces best performing initiatives whilst pursuing other creative means.



The development of the practice/field begs for inclusion

Stakeholders to the process are:

Customers – Internal & External

Scholars

Consultants

Leadership

Private & Public Entities

Other



HRD - The Facilitator

Leaders gain traction when they build trust

Organize teams around tasks

Ascribe to a belief about empowerment

Create pathways to motivate team

Formalize workable solutions gained from experienced managers



The Caribbean Narrative

Academia continues to pay close attention to trends

Transformation is slow unless precipitated by an external force

The worker is considered a commodity- skills sets make them attractive



Are we prepared to disrupt archaic practices and help to develop new

standards to meet 21st century challenges?

Are we pursuing the right conversations?

If the CEO began to take note of what HRD could contribute, how would that

reshape your tomorrow?

What would you need to do to create that tomorrow?



Building Bridges

The Caribbean’s voice and vision should not be supplanted by an alternative

voice.

Increased partnership between scholars and practitioners

Documenting and mapping the results of brainstorming

Improving the design of adult education programs

Embracing the different platforms that can improve learning and

development

Recognizing that transformation occurs at the individual level


Protocols of Transformation-Implication

of Mezirow’s Transformation Theory

Mezirow (1981) – “Transformation is the emancipatory process of becoming

critically aware of how and why the structure of the psycho-cultural

assumptions has come to constrain the way we see ourselves and our

relationships, reconstituting this structure to permit a more inclusive and

discriminating integration of experience and acting upon these new

understandings.”



A case for improved delivery of content

There is the need to promote E-learning as an alternative/complement to

classroom engagement

Instruction to be designed to meet the learners needs; what is it that they

need to learn; how to make it efficient and engaging



A case for improved delivery of content

Instructional designers focus on content development

Subject matter experts provide support in honing the specifics

Implementation stage sees the learner engaging with the product

Learner provides feedback

Identify the metrics that would show “transformation”

Instructional designers are an integral resource to the HRD process



Summary

Caribbean boasts talented professionals

Improve awareness of what is happening in the field (local & C’bean data)

Explore what is happening in the global marketplace

Synthesize the information and create opportunities for greater partnerships

Bold support from CEO’s and other influencers necessary for confidence

building

Cross- cultural exchanges



Summary

Create clear paths for succession within the organization using performance

measures that bracket biases.

Recognize best practices of internal stakeholders. Seek to incorporate in the

formal structure.



What stories are worth telling about HRD

and it’s importance for the future?


Quote“A man’s instinctive reaction to change is to fear it. This reflects the primeval response to the unknown and is as old as man himself.” – Michael Manley-The Politics of Change


Resources

Beer, M., and Eisenstat (1996). The silent killers. Overcoming the hidden barriers to organizational fitness. Working paper 97-004, Harvard Business School, Division of Research, Boston, MA.

Marquardt, M. J. and Engel, D. W. (1993).‘HRD competencies for shrinking world’, Training and Development 47 (5): 59-65

Manley, M., 1990). The politics of change. Heineman Publishers (Caribbean) Limited.

Mezirow, J. (1981). A critical theory of adult learning and education. Adult Education, 32 (1), 3-24

Weinberger, L. (1998) Commonly held theories of Human Resource Development, Human Resource Development International, 1:1, 75-73, DOI 10.1080/1367886900000009

All images retrieved from Google.


Transforming the Profile of the Caribbean HRD: Building Global Organizations Locally

Recruiting & HR

Transcript of Transforming the Profile of the Caribbean HRD: Building Global Organizations Locally