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Introduction to Human Resource Development
Chapter 1
• Born in Venice ( Italy)• Teaching experience: Leeds Business School, Sheffield
Uni UK, Venice Uni (ITA), Dauphine Uni (France), Collogne Business school ( Germany)
• Visiting professor at Tennessee University (USA) and Dalian University ( China).
• Founder and CEO of Minds 21, Munich – German: leading organization for professional and expert in CSR in Germany
• Founder and CEO of CSR Arabia, Dubai• Advisor Danish Government – Sustainability• Advisor UAE government in Public Policies ( demographic
policies) Werner & DeSimone (2006) 2
PhD in Business Nottingham Business School UKStrategic Management, Sustainability, HR and Leadership and Public Policy
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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
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
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 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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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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Certification and HRD
Certified Professional in Learning and Performance (CPLP™)
The ASTD Certification Institute offers workplace learning and performance (WLP) professionals an opportunity to enhance credibility and prove value in an increasingly competitive marketplace. It covers nine areas of expertise as defined by the ASTD Competency Model.
Professional in Human Resources (PHR) SHRM offers the PHR exam to all HR professionals..\PHR Exam Breakdown by Topic.doc
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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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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):
Needs assessmentDesignImplementationEvaluation
(“A DImE”)
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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