Introduction to Human Resource Development

Human Resourse ,Development, Training & Learning ?

Training - Altering behavior

Development - Increasing knowledge

Learning - Permanent change in behavior

Training

Training is a process of learning a sequence of programmed behaviour. It tries to improve their performance on the current job or prepare them for an indented job.

Steps in Training

Steps in Training

Identifying Training needs: It must be on the basis of organisational analysis, operational analysis & individual analysis.

Getting ready for the job: Under this step, it is to be decided who is to be trained – new comer or old employee, supervisor or manager.

Steps in Training

Preparation of the learner: It includes putting the learner at ease, stating the importance & ingredients of job, explain the process of training, familiarizing him with the equipment, materials, tools, & trade terms.

Presentation of operation & knowledge: The trainer should clearly tell show, demonstrate & question in order to put over the new knowledge & operations.

Steps in Training Performance try out: Under

this, the trainee is asked to go through the job several times slowly, explaining him each step. Mistakes are corrected.

Follow – Up: This step is undertaken with view to testing the effectiveness of training efforts.

Development

Training of employees:Employees are trained after being

posted.Transfer of employees- This is

done according to employees ability, competency & experience, & according to the needs of org.

Development

Promotion of employees- This is done on the basis of merit & seniority of employee.

Evaluation of employees qualities:

Employees performance is being evaluated & verified his suitability for the job.

Definition of HRD

HRD is a series of organised activities conducted within a specific time and designed to produce behavioural change.

Nadler (1970)

Definition of HRD

The discipline of HRD is the study of how individuals and groups in organisations change through learning.

Chalofsky and Lincoln (1983)

Definition of HRD

HRD consists of programmes and activities, direct and indirect, instructional and/or individual that possibly affect the development of the individual and the productivity and profit of the organisation.

Smith (1988)

Definition of HRD

HRD can be described as training members of an organisation in such a way that they have the knowledge and skills needed within the context of the (changing) objectives of the organisation.

Bergenhenegouwen (1990)

Definition of HRD

HRD is concerned with the provision of learning, development and training opportunities in order to improve individual, team and organisational performance. It is essentially a business-led approach to developing people with a strategic framework.

Armstrong (1999)

Definition of HRD

HRD refers to educational training and development activities related to working life. It relates to development and learning activities for those who are at work and have completed their basic professional or vocational education and training.

Nyhan (2002)

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.

PROGRESSION TOWARD HRDThe term human resource

development has been in common use since the 1980s. However, the concept has been around a lot longer than that. To understand its modern definition, it is helpful to briefly recount the history of this field.

PROGRESSION TOWARD HRDEarly Apprenticeship Training

ProgramThe origins of HRD can be traced to

apprenticeship training programs in the eighteenth century. During this time, small shops operated by skilled artisans produced virtually all household goods, such as furniture, clothing, and shoes.To meet a growing demand for their products, craft-shop owners had to empl additional workers.

PROGRESSION TOWARD HRDEarly Vocational Education

Programs In 1809, a man named DeWitt Clinton

founded the first recognized, privately funded vocational school, also referred to as a manual school, in New York City. The purpose of the manual school was to provide occupational training to unskilled young people who were unemployed or had criminal records. Manual schools grew in popularity, because they were a public solution to a social problem: for “misdirected” youths.

1917, Congress passed the Smith-Hughes Act,

Progression in Training

Early Factory Schools Due to Industrial Revolution during

the late 1800s,machines began to replace the hand tools . Factories increased production by using machines and unskilled workers. Fueled by the rapid increase in the number of factories, the demand for skilled workers soon inc the supply of vocational school graduates. To meet this demand, factories created mechanical and machinist training programs,which were referred to as “factory schools.” first factory school, in 1872,

New York manufacturer of printing presses.

Progression in Training Trg for Semiskilled and Unskilled

Workers Two histori events. First intro of Model T by

Henry Ford in 1913. The Model Twas the first car to be mass-produced using an assy line, in which production req only the training of semiskilled workers to perform several tasks.With the inc demand for the Model T, Ford had to design more assy lines, and this provided more trg opportunities.Other significant historical event was the outbreak of World War I. To meet the huge demand for mil eqpmt, many factories that produced nonmil goods had to retool their machinery and retrain their workers, incl the semiskilled. For instance, the U.S. Shipping Board was resp for coord the training of shipbuilders to build warships.. job instruction training (JIT)

Progression in Training

The Human Relations Movement

One of the undesirable by-products of the factory system was the frequent abuse of unskilled workers, including children, who were often subjected to unhealthy working conditions, long hours, and low pay. The appalling conditions spurred a national anti-factory campaign.

Led by Mary Parker Follett and Lillian Gilbreth, the campaign gave rise to the “human relations” movement advocating more humane working conditions.

Progression in Training

The Human Relations Movement The movement continued into the 1940,

with World War II as a backdrop. Abraham Maslow published his theory on human needs, stating that people can be motivated by both economic and noneconomic incentives. He proposed that human needs are arranged in terms of lesser to greater potency (strength), and distinguished between lower order (basic survival) and higher order (psychological) needs. Theories like Maslow’s serve to reinforce the notion that the varied needs and desires of workers can become important sources of motivation in the workplace.

Progression in Training

Establishment of the Training Profession

With the outbreak of World War II, the industrial sector was once again asked to retool its factories to support the war effort. The federal government established the Training Within Industry (TWI) TWI had trained over 23,000 instructors, awarding over 2 million certificates to supervisors from 16,000 plants, unions, and services.

In 1942, the American Society for Training Directors (ASTD) was formed

Emergence of HRD During the 1960s and 1970s,

professional trainers realized that their role extended beyond the training classroom.

Includes coaching, group work, and problem solving.

Need for basic employee development

Need for structured career development

ASTD changed its name to the American Society for Training/ and Development .(Directors)

Relationship Between HRM and HRDHuman resource management (HRM)

encompasses many functionsHuman resource development (HRD)

is just one of the functions within HRM

Primary Functions of HRMHuman resource planning To predict how changes in

management strategy will affect future human resource needs. market demands. HR planners must continually chart the course of an organization and its plans, programs, and actions.

Equal employment opportunity prevention of discriminatory policies,

procedures, and practs. incl decisions affecting hiring, trg, appraising, and compensating employees.

Primary Functions of HRM

Staffing (recruitment and selection)

Identification of potential applicants for current and future openings and for assessing and evaluating applicants in order to make selection and placement decisions.

Compensation and benefits administration is resp for estb

competitive benefits package,as well as incentives tied to indl, team, or org performance.

Primary Functions of HRM

Employee and labor relations Dev a comm system through which

employees can address their problems and grievances.In a unionized org, labor relations will incl the dev of working relations with each labor union, as well as contract negotiations and adm.

Health, safety, and security To promote a safe and healthy work

environment. This can incl actions such as safety trg, employee assistance prog, and health and wellness prog.

Primary Functions of HRM

Human resource developmentactivities intended to ensure that

organizational members have the skills or competencies to meet current and future job demands. This last point, quite obviously, is the focus of our course.

Secondary HRM Functions Organization and job design Interdepartmental relations and the

organization and definition of jobs. Performance management/

performance appraisal systems Establishing and maintaining

accountability throughout an org. Research and information systems necessary to make enlightened

human resource decisions.

HRD Functions

Training and development (T&D) focuses on changing or improving the

knowledge, skills, and attitudes of indl. T&D activities begin when a new empl enters the org, usually in the form of empl orientation and skills trg.

Organizational development process of enhancing the effectiveness of

an org. The role of the HRD professional involved in an OD intervention is generally to function as a change agent.

Career development “an ongoing process by which indls

progress through a series of stages, each of which is characterized by a relatively unique set of issues, themes, and tasks.Career development involves two distinct processes: career planning and career management

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

Training and Development (T&D)Development – preparing for future

responsibilities, while increasing the capacity to perform at a current job Management training Supervisor development

Organizational DevelopmentThe process of improving an

organization’s effectiveness and member’s well-being through the application of behavioral science concepts

Focuses on both macro- and micro-levels

HRD plays the role of a change agent

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

Learning and Performance Wheel

First, business strategy should be at the hub or center of all HRD efforts

Second, the upper right spokes depict traditional human resource management functions

Third, the lower right spokes portray how other organizational disciplines, such as sales, production,and finance,

Finally, and most importantly for our purposes, the left side of the diagram depicts an expanded view of human resource development. You can still see the core functions of training and development, career management, Paul Bernthal

Learning & Performance

By Permission: Naughton & Rothwell (2004)

Supervisor’s Role in HRD

Implements HRD programs and procedures

On-the-job training (OJT)Coaching/mentoring/counselingCareer and employee developmentA “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

Sample HRD Jobs/RolesExecutive/ManagerHR Strategic AdvisorHR Systems Designer/DeveloperOrganization Change AgentOrganization Design ConsultantLearning Program Specialist

Sample HRD Jobs/Roles – 2 Instructor/Facilitator Individual Development and Career

CounselorPerformance Consultant (Coach)Researcher

HR Manager Role

Integrates HRD with organizational goals and strategies

Promotes HRD as a profit enhancerTailors HRD to corporate needs and

budget Institutionalizes 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 teams Improves quality management Implements intervention strategiesDevelops change reports

Organization Design ConsultantDesigns work systemsDevelops effective alternative work

designs Implements changed systems

Learning Program Specialist Identifies needs of learnersDevelops and designs learning

programsPrepares learning materials and

learning aidsDevelops program objectives, lesson

plans, and strategies

Instructor/Facilitator

Presents 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 performance

Provides intervention strategiesDevelops and provides coaching

designs Implements coaching activities

ResearcherAssesses HRD practices and

programsDetermines HRD program

effectiveness Develops requirements for changing

HRD programs to address current and future problems

Challenges for HRD

Changing workforce demographicsCompeting in global economyEliminating the skills gapNeed for lifelong learningNeed for organizational learning

Changing Demographics in the WorkplaceBy 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%

Competing in the Global EconomyNew technologiesNeed for more skilled and educated

workersCultural sensitivity requiredTeam involvementProblem solvingBetter communications skills

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!

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

Need for Organizational LearningOrganizations 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):

Need assessmentDesign ImplementationEvaluation

Training & HRD Process Model

Needs Assessment PhaseEstablishing HRD prioritiesDefining specific training and

objectivesEstablishing evaluation criteria

Design Phase

Selecting who delivers programSelecting and developing program

contentScheduling the training program

Implementation Phase

Implementing or delivering the program

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?