Human Resource Development

Human Resource Human Resource Development.Development.

Mr. John Obote.Mr. John Obote.MBA.MBA.

Most organization’s investment in staff

training is a waste of money!

December 2015 HR600 : Human Resource Management 2

StarterStarter

Yeah!Payment of fees, stipend & other

incidentalsLost outputDisrupts the organization's

performance scheduleRemaining members are

overworked – job satisfactionTurnover (among the trained

staff)December 2015 HR600 : Human Resource Management 3

StarterStarter

Nope!Strategic investment – long-term

resultsOrganizational flexibility – competitive

advantageEmployee motivation, job satisfaction

& organizational commitmentPublic image – positioning the

organization in both labour and product market


StarterStarter

Many organizations today have recognized that learning is a crucial source of competitive advantage. They have realized that learning is the

only viable strategy for coping with changes in their business environment . Change in technology, Change in global markets, Change in customer expectations (needs),

and Changes in characteristics of the labour

market (workforce diversity) Changes in political-legal systemsDecember 2015 5HR600 : Human Resource Management

OverviewOverview

Human resource development (HRD) is a term used to indicate an organization's investment in the learning of its people as part of an HRM approach. HRD is concerned with the upgrading of

employees knowledge, skills, experience and attitudes in order to improve individual, team and organizational performance.

HRD can also be defined as a learning process in which organization’s members acquire knowledge, skills, experience and attitudes (KSEA) that they need in order to perform their jobs well.


OverviewOverview

Investment in employees’ learning has benefits for involved employees, employing organizations and the economy and society as a whole, in the form of : Increased knowledge and skills; Increased job performance; Increased income; Increased organizational performance; Increased customer satisfaction; Availability of products; Increased quality of products.December 2015 HR600 : Human Resource Management 7

OverviewOverview

Investment in the learning of employees is viewed different by different scholars and practitioners.

Two main views can be identified from the literature: the human capital view and the developmental humanistic

view.


Views in HRDViews in HRD

Under the Human Capital Investment model, spending on people’s learning is considered as a capital investment like any other business investment. It is believed that people’s performance can

be considered as return on investment and assessed in term of costs and benefits.

The main objective of HRD is therefore to maintain a continued balance between performance abilities and performance demands.


Human Capital InvestmentHuman Capital Investment

Training and development are considered as interventions to performance gaps in organizations.

The human capital theory has been dominant in HRD, especially in the field of Economics, since its introduction by Garrick in 1999.

However, some criticisms have been leveled against it including the following: Ensuring successful performance to match the

spending on learning is a challenge; It is difficulty in measuring costs and benefits; Long term outcomes are ignored. Going beyond the gap is restricted. Little place for consideration of attitudes, feelings

and personal development.


Human Capital InvestmentHuman Capital Investment

Gold and Smith (2003) proposed a softer and developmental view of people’s learning. The key argument under developmental humanistic

view is that individuals are more productive when they are happy with what they are doing and have the right attitude. Learning must go beyond filling gaps between

performance capabilities and performance demands. According to the developmental humanistic model,

learning provides a way of coping with change and fulfilling ambitions.

It is from the developmental humanistic approach that concepts such as learning organization and life-long learning have emerged.


Developmental Humanistic Developmental Humanistic ViewView

HRD is seen as a pivotal component of the HRM function for the following reasons: HRD is a strategic investment.

Related to organization’s growth and survival overtime . It makes people more creative and innovative thus able

to develop ideas that can take the organization forward.

It is a triggering mechanism for progression of other HRM programmes.

Leads to increased productivity and improved profitability.


Importance of HRDImportance of HRD

Fits employees (both existing new ones) in their new jobs.

Creates primary labour market for the organization.

Unleashes the employee potentials. New jobs and tasks emerge and some do

change. Promotes flexibility, loyalty, quality and

commitment.


Importance of HRDImportance of HRD

Scope of HRDScope of HRDThe HRD function involves the

following HR activities:Employee orientation; Staff Training and development;Career management

(Development);Management development.

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Employee OrientationEmployee OrientationEmployee orientation is the process by

which new employees learn important organizational values and norms, establish working relationships, and learn how to function within their jobs. It needs to be well conducted because it

determines the impressions new employees form about their organization, their jobs, their supervisors and coworkers.

A well managed orientation programme serves a number of purposes including:


Reducing the cost and inconvenience of early leavers;

Increasing employee commitment; Clarifying the psychological contact; Accelerating progress up the

learning curve; Reducing the amount of help needed

from supervisors or co-workers.

HR600 : Human Resource Management 16December 2015

Employee OrientationEmployee Orientation

Training and development is the most conceived HRD activity among HRM professionals. They are concerned with changing or improving

the knowledge, skills, and attitudes of individuals.

Training - involves providing employees the knowledge and skills needed to do a particular task or job.

Development - focuses on preparing for future work responsibilities while also increasing the capacities of employees to perform their current jobs.

HR600 : Human Resource Management 17December 2015

Training and Development Training and Development

Training and Development Training and Development

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Management DevelopmentManagement DevelopmentRefers to all learning experiences

resulting in upgrading of skills and knowledge needed in current and future managerial positions. Managers have to keep up with latest

developments in their fields while managing ever-changing workforce in a dynamic environment.

The learning may be acquired through supervisory training, job rotation, seminars, or college and university courses.

December 2015 HR600 : Human Resource Management

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Career ManagementCareer ManagementCareer development is an ongoing process

by which individuals establish and progress through realistic career paths (general courses for working life). Involves two distinct processes:

Career planning involves activities performed by an individual, often with the assistance of counselors and others, to assess his or her skills and abilities in order to establish a realistic career plan.

Career management focuses on what an organization can do to foster employee career development.

December 2015 HR600 : Human Resource Management

The popular approach through which the HRD function is executed is the four-stage process popularly referred to as a Systematic Training Framework.

The Framework involves four stages: Analysis of training need; Designing the overall training program; Implementing the training program; Evaluating the effectiveness of the

programme.HR600 : Human Resource Management 21

The HRD ProcessThe HRD Process

December 2015

i. Context evaluation – about training needs and objectives;

ii. Input evaluation – about resources (staff, training aids, space, etc);

iii. Reaction evaluation – about trainees reactions to the training;

iv. Outcome evaluation – about immediate , intermediate and long-term results of the training.


The HRD ProcessThe HRD Process

Training Needs AnalysisTraining Needs AnalysisA training need is any shortfall in terms of

employee knowledge, understanding , skill and attitudes against what is required by the job or conditions in the organization.

Training needs can be analyzed by use of information obtained through the following methods: Recorded data relating to the organization,

to jobs and to individuals (appraisal form, job descriptions);

Employee aptitudes surveys;December 2015 HR600 : Human Resource Management 23

Interviews with managers and supervisors about their subordinates;

Observing job performance of individuals; Monitoring group discussions relating to

current work problems. In many countries, especially the

developing ones like Tanzania, organizations rely on existing records, and more specifically on performance appraisal forms.


Training Needs AnalysisTraining Needs Analysis

Designing activities (Planning)Designing activities (Planning)Involves the sorting out of priorities, drawing

up initial plans, costing them, and submitting the draft plans for approval by top management.

Entails the following activities: Selecting the specific objectives of the

programme. Developing an appropriate lesson plan. Developing the content of the program and the

appropriate materials for trainees to use. Selecting the most appropriate methods to

conduct the program.December 2015 HR600 : Human Resource Management 25

Designing activities (Planning)Designing activities (Planning) On-the-Job Training - Job instruction training, job

rotation, coaching, mentoring; Classroom training – Lectures, simulation, static

media – handouts, books, conference/discussion, DVD and video taps, case studies, role playing;

Self-paced training - Programme instruction, computer based training, e-learning, intranet.

Determining who will deliver program – HRD professionals, managers, supervisors, outside consultants.

Scheduling the training program – program length, notifications, locations, etc.


ImplementationImplementationImplementation involves the carrying out

of the training programme according to the approved plans. I.e. creating an environment that enhances

learning and resolving arising problems.It is a collaborative work between

training specialists and their line and staff managers.

Effective communication between the parties involved is crucial and should be timely.


EvaluationEvaluationThe evaluation of a HRD programme is part

of the control process. It is the process of determining the effectiveness

of the program. Evaluation provides information on participants’

reaction to the program which allows managers to make better decisions with regard to: Whether to keep or change providers. Whether to offer the program again. The true costs. Whether it can be done in another way.


Kirkpatrick's Evaluation FrameworkKirkpatrick's Evaluation FrameworkMany different evaluation frameworks have

been suggested, but, among the most widely used approach is the one developed by Donald Kirkpatrick. The framework suggests four levels of

evaluation namely reaction, learning, job behaviour and results.Reaction - How employees feel about the

course, the instructor, etc. (measured through survey).

Learning – Whether learning has occurred (pre and post-training assessment).


Kirkpatrick's Evaluation FrameworkKirkpatrick's Evaluation Framework Job behavior - Performance should

improve (transfer of learning should occur on the job).

Results (return on investment) - What business results can be attributed to training (savings generated, revenue, error rate, etc.).


The systematic model of training provides a simple and easily understood explanation of training procedure, emphasizing on cost-effectiveness through out the process.

The model can be associated with following strengths: Needs must be assessed to avoid wasteful

expenditure. Training programmes must be planed. Evaluation ensures training programmes

meet objectives.December 2015 HR600 : Human Resource Management 31

Strengths and Weaknesses of the Strengths and Weaknesses of the Systematic ModelSystematic Model

However, the Systematic model has some weaknesses, which include the following: It reflects the mechanistic view of

organizations and their people. It emphasizes on top-down information

movement. Evaluation occurs as the last stage of

the process rather than at every stage. Training plans being based on past

information.December 2015 HR600 : Human Resource Management 32

Strengths and Weaknesses of the Strengths and Weaknesses of the Systematic ModelSystematic Model

Given the above weaknesses, managers must apply the model while taking into consideration the following issues: Any training programme need to be linked to the

strategic goals of the organization; Involvement of line managers who are in better

position to understanding members of the organization;

Involvement of potential learners at every stage of the training process;

Evaluation should occur throughout the process.


The Integrated/Strategic Approach to The Integrated/Strategic Approach to HRDHRD

Consideration of employees attitudes and abilities, organization climate and culture;

Future needs should also be accommodated i.e. conducive environment should be created in which all employees access opportunities to learn and take charge of their personal development.


Strategic Approach to HRDStrategic Approach to HRD

The Learning ProcessThe Learning ProcessThe traditional thinking of learning is that

low-skilled and repetitive tasks require behaviourist learning while more complex work need higher order cognitive skills. However, because of the complexity and the

dynamic nature of business environment integration of behaviourist and cognitive learning is suggested to be important.

Kolb’s theory of experiential learning is an example of an integrative approach to learning. Kolb’s model is based on the interaction of the

learner and his/her environment (usipochafuka utajifunzaje?).



Concrete Experience (CE)

(Doing / having an experience)

Active Experimentation (AE)(Planning and trying out

what you have learnt)

Abstract Conceptualization (AC)(Concluding / learning from

experience)

Reflective Observation (RO)

(Reviewing / reflecting on the experienced)

The Learning ProcessThe Learning Process

The Learning ProcessThe Learning ProcessCE – grasping experience and transforming

it. Do something (anything). Run a lecture, give a presentation, etc. The model allows you to turn every experience into a

learning opportunity. The cycle needs to be completed otherwise, you leave

most potential learning untapped.

RO – reflecting the experiences internally. Look back on your experience and assess the results. Determine what happened, what went well and what

didn't.December 2015 HR600 : Human Resource Management 37

The Learning ProcessThe Learning ProcessAC – establishing new ideas.

Make sense of your experience. Seek to understand why things turned out as

they did. Draw some conclusions and make some

hypotheses.

AE – practicing the generated ideas. Put those hypotheses to the test. Have a conscious plan to do things differently

to be more effective. And begin the cycle again.


The Learning ProcessThe Learning ProcessThe general conclusion that can be made

from Kolb’s learning model is that giving employees more autonomy on how they can perform tasks is important for effective learning.


Learning OrganizationLearning OrganizationLearning in the workplace is seen as the

crucial contributor to dealing with change, coping with uncertainty and complexity in the business environment. Learning organization is a philosophy in which

the whole organization is considered as a unit of learning.

However, the organization can only learn through individuals i.e. facilitate the learning of all its members and continuously transforming itself.


Learning OrganizationLearning Organization The vision is intended to make the organization

keep pace with changes in the business environment to ensure its survival and success.

Learning organizations exhibit features outlined below:

Learning approach to strategy; Participative policy-making; Use of information technology to inform and

empower people; Rewarding flexibility; Self development opportunities for all.


Learning OrganizationLearning Organization It develops a systematic approach to

problem solving, to understand what works and what does not work.

It transfers and disseminates knowledge and information throughout the organization.

It develops a shared vision of the organization’s world.


E-LearningE-LearningE-Learning refers to the learning

process that is enabled by electronic technology for explicit purpose of training in the organization. With the revolution in the technology

HRD activities can be delivered by use of computer or web-based facilities.

Investment in computer and web facilities therefore enables distance and flexible learning among organization's members.


Challenges Facing the Field of Challenges Facing the Field of HRDHRDMany challenges face organizations today.

Some of the emerging workplace challenges that impact HRD include: Competing in a global economy –increased

competition require companies to introduce new technologies that require better-educated and trained workers, institute quality improvement processes and change efforts and develop managers into global leaders.

Eliminating the skills gap - employers must confront the fact that many young adults entering the workforce are unable to meet current job requirements.December 2015 HR600 : Human Resource Management 44

Challenges Facing the Field of Challenges Facing the Field of HRDHRD Increasing workforce diversity – organizations need

to address prejudices that may persist and handle cultural insensitivity and language differences.

The need for lifelong individual learning – Given the rapid changes that all organizations face employees must continue learning process throughout their careers.

Facilitating organizational learning – Organizations need to learn and adapt because there is a strong relationship between change and learning, and

Addressing ethical dilemmas – training is required to promote an understanding of ethics and ethical behavior among employees and managers.


Research IdeasResearch Ideas1. Searching for empirical evidence

of the relationship between investment in learning and performance both at individual level and at organization level.

2. Assessment of managers perceptions of HRD – Human Capital Investment view vs. Developmental Humanistic View.


Business

Human Resource Development