introduction to human resource development

Introduction to Human Resource Development Prof. Kalagi Shah

Werner & DeSimone (2006)

Definition of HRDA set of systematic and planned activities designed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands.Learning is at the core of all HRD efforts.A major focus today is on workforce learning & performanceHRD seeks to develop peoples knowledge, expertise, productivity & satisfaction.


Evolution of HRDEarly apprenticeship programsEarly vocational education programsEarly factory schoolsEarly training for unskilled/semiskilledHuman relations movementEstablishment of training professionEmergence of HRD


Early Apprenticeship ProgramsArtisans in 1700sArtisans had to train their own workersGuild schoolsYeomanries (early worker unions)


Early Vocational Education Programs1809 DeWitt Clintons manual schoolThe purpose of the manual school was to provide occupational training to unskilled young people who were unemployed or had criminal records.It grew in popularity1863 President Lincoln signs the Land-Grant Act promoting colleges1917 Smith-Hughes Act provides funding for vocational education at the state level


Early Factory SchoolsIndustrial Revolution led machines to replace the hand tools of the artisans.Semiskilled workers using machines could produce more then the skilled workers in small craft shops. This marked the beginning of factories as we know them today.Factories made it possible to increase production by using machines & unskilled workers, but they also created a significant demand for engineers, machinists & skilled mechanics to deign, build & repair machines.Fueled by the rapid increase in the number of factories, the demand for skilled workers soon outstripped the supply of vocational school graduatesTo meet this demand factories started machinist and mechanical schools which were referred to as factory schools


Early Training for Unskilled/Semiskilled WorkersAlthough both apprenticeship programs & factory schools provided training for skilled workers, very few companies during this time offered training programs for skilled or semi skilled workers.This changed after 2 significant eventsMass production (Model T)Henry ford mass produced the first car using an assembly line, in which production required only training of semiskilled workers to perform several tasks.Semiskilled and unskilled workersWorld War ITo meet the huge demand for military equipments, many factories that produced nonmilitary goods had to retool their machinery & retrain their workers including the semi skilledRetool & retrainShow, Tell, Do, Check (OJT)


Human Relations MovementFactory system often abused workersHuman relations movement promoted better working conditionsStart of business & management educationTied to Maslows hierarchy of needs


Establishment of the Training ProfessionOutbreak of WWII increased the need for trained workersFederal government started the Training Within Industry (TWI) program1942 American Society for Training Directors (ASTD) formed


Emergence of HRDProfessional trainers realized that their role extended 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


Relationship Between HRM and HRDHuman resource management (HRM) encompasses many functionsHuman resource development (HRD) is just one of the functions within HRM

HRM can be divided into primary & secondary functionsPrimary functions are directly involved with obtaining, maintaining & developing employeesSecondary functions either provide support for general management activities or are involved in determining or changing the structure of the organization


HRDHRMConti.


Primary Functions of HRMHuman resource planning Equal employment opportunityStaffing (recruitment and selection)Compensation and benefitsEmployee and labor relationsHealth, safety, and securityHuman resource development


Secondary HRM FunctionsOrganization and job designPerformance management/ performance appraisal systemsResearch and information systems


Line versus Staff AuthorityLine 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


HRD FunctionsTraining and development (T&D)Organizational developmentCareer development


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 orientationSkills & technical trainingCoachingCounseling


Training and Development (T&D)Development preparing for future responsibilities, while increasing the capacity to perform at a current jobManagement trainingSupervisor development


Organizational DevelopmentThe process of improving an organizations effectiveness and members well-being through planned interventions that apply behavioral science conceptsFocuses on both macro- and micro-levelsHRD plays the role of a change agent


Career DevelopmentOngoing process by which individuals progress through series of changes until they achieve their personal level of maximum achievement.Career planning: involves activities performed by an individual , often with the assistance of counsellors, to assess his abilities & skills in order to establish a realistic career plan.Career management: involves taking necessary steps to achieve that plan & generally focuses more on what an org. can do to foster employee career development.


Critical HRD IssuesStrategic management and HRDThe supervisors role in HRDOrganizational structure of HRD


Strategic Management & HRDSM involves a set of managerial decisions & actions that are intended to provide a competitively superior fit with external environment & enhance long run performance of an organizationStrategic management aims to ensure organizational effectiveness for the foreseeable future e.g., maximizing profits in the next 3 to 5 yearsTop management first assess the viability of the current mission, objectives, strategies, policies & other resources. Then, they must monitor & assess different aspects of the external environment that may pose a threat or offer potential opportunities


ContiHRD aims to get managers and workers ready for new products, procedures, and materialsA current challenge (or opportunity) for HRD professionals is to play a more strategic role in functioning of the organization.HRD professionals should demonstrate strategic capability in 3 primary ways:-Directly participating in their organizations strategic management processProviding education & training to line managers Ensure training of employees is aligned with the goals & strategies of their organization


Supervisors Role in HRDPlays an important role in implementing HRD programs and proceduresMany organizations rely on supervisors to implement HRD programs& processes like orientation, training & career developmentIn small organizations there may be no training department so most HRD efforts fall on supervisors & managersA front-line participant in HRD


Organizational Structure of HRD DepartmentsDepends 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


HRD Organization in a Large Company


HRD Roles Executive/Manager

HR Strategic Advisor:- consults strategic decision makers on HRD issues that directly affect the articulation of org. goals & performance goals

HR Systems Designer/Developer:- assists HR management in the design & development of HR systems.

Organization Change Agent:- advises management in the design & implementation of change strategies used in transforming org.


ContiOrganization Design Consultant:- advises mgmnt on work systems design & the efficient use of human resources.

Learning Program Specialist:- identifies needs of the learner, develops & designs appropriate learning program, materials etc

Instructor/Facilitator: presents material & facilitates structured learning experience


ContiIndividual Development and Career Counselor:- assists individual employees in assessing their competencies & goals in order to prepare a realistic career plan

Performance Consultant (Coach):- advises line management on appropriate interventions designed to improve individual & group performance

Researcher:- asses HRD practices & programs using appropriate procedures to determine their overall effectiveness


HR Manager RoleIntegrates HRD with organizational goals and strategiesPromotes HRD as a profit enhancerTailors HRD to corporate needs and budgetInstitutionalizes performance enhancement


HR Strategic Advisor RoleConsults with corporate strategic thinkersHelps to articulate goals and strategiesDevelops HR plansDevelops strategic planning education and training programs


HR Systems Designer/DeveloperAssists HR manager in the design and development of HR systemsDesigns HR programsDevelops intervention strategiesPlans HR implementation actions


Organization Change AgentDevelops more efficient work teamsImproves quality managementImplements intervention strategiesDevelops change reports


Organization Design ConsultantDesigns work systemsDevelops effective alternative work designsImplements changed systems


Learning Program SpecialistIdentifies needs of learnersDevelops and designs learning programsPrepares learning materials and learning aidsDevelops program objectives, lesson plans, and strategies


Instructor/FacilitatorPresents learning materialsLeads and facilitates structured learning experiencesSelects appropriate instructional methods and techniquesDelivers instruction


Individual Development and Career CounselorAssists individuals in career planningDevelops individual assessmentsFacilitates career workshopsProvides career guidance


Performance Consultant (Coach)Advises line management on appropriate interventions to improve individual and group performanceProvides intervention strategiesDevelops and provides coaching designsImplements coaching activities


ResearcherAssesses HRD practices and programsDetermines HRD program effectiveness Develops requirements for changing HRD programs to address current and future problems


Challenges for HRDChanging workforce diversityCompeting in global economyEliminating the skills gapNeed for lifelong learningNeed for organizational learning


Workforce has become increasingly more diverse; which is to continueRacial/ethnic shift will not be uniform% of Women employees expected to go up to 50%Biggest shift will be in age composition of the workforce

Changing Workforce Diversity


ContiOrganization need to address racial and ethnic prejudices, cultural insensitivity and language differencesShould provide developmental opportunities that will prepare women for advancement into senior ranks and provide safeguards against female harassmentPrograms that recognize and address the learning related needs of older workers


Competing in the Global EconomyNew technologiesNeed for more skilled and educated workersCultural sensitivity requiredTeam involvementProblem solvingBetter communications skills


Skills gap- created by the work force/employees not able to perform or are having some basic skills deficiency.The major fault lies in the education system and education standardsThe way out is- Teaching students the basic skills needed by most employers

Eliminating The Skills Gap


Need for Lifelong LearningOrganizations changeTechnologies changeProducts changeProcesses changePEOPLE must change!!


Need for Organizational LearningOrganizations must be able to learn, adapt, and change


A Framework for the HRD ProcessHRD efforts should use the following four phases (or stages):Need assessmentDesignImplementationEvaluation


Needs Assessment PhaseHRD interventions are used to address some need or gap within an organizationEstablishing HRD prioritiesDefining specific training and objectives


Design PhaseSelecting specific objectives of the programDeveloping appropriate lesson plan for the programDeveloping or acquiring the appropriate materials for programSelecting who delivers programSelecting and developing program contentScheduling the training program


Implementation PhaseImplementing or delivering the program


Evaluation PhaseDetermining program effectiveness e.g.,Keep or change providers?Offer it again?What are the true costs?Can we do it another way?


Training & HRD Process Model


Conduct an informational interview with an HRD professional. This could be someone working in the areas of t&d, career development, OD. Exercise


introduction to human resource development

Documents

training programs

occupational training

machines unskilled workers

factory schoolswerner

demand factories

state levelwerner desimone

kalagi shahwerner desimone

check ojtwerner desimone