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Introduction to Human Resource Development

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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 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 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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Primary Functions of HRM

Human resource planning Equal employment opportunityStaffing (recruitment and selection)Compensation and benefitsEmployee and labor relationsHealth, safety, and securityHuman resource development

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Secondary HRM Functions

Organization and job designPerformance management/ performance appraisal systemsResearch and information systems

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Line versus Staff Authority

Line 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

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Limits of Authority

HRM & HRD units have staff authority (Overhead function)Line authority takes precedenceScope of authority – how far (how much) can you authorize?

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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

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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 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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Sample HRD Jobs/Roles

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 for HRD

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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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

A Framework for the HRD Process

HRD efforts should use the following four phases (or stages):

Needs assessmentDesignImplementationEvaluation

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Training & HRD Process Model

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Needs Assessment Phase

Establishing HRD prioritiesDefining specific training and objectivesEstablishing 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