Description
This is a presentation about definition of HRD, evolution of HRD, relationship between HRM and HRD, primary functions of HRM, HRD functions, critical HRD issues, challenges for HRD.
Introduction to Human Resource Development
1
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.
2
Evolution of HRD
• • • • • • • Early apprenticeship programs Early vocational education programs Early factory schools Early training for unskilled/semiskilled Human relations movement Establishment of training profession Emergence of HRD
3
Early Apprenticeship Programs
• • • • Artisans in 1700s Artisans had to train their own workers Vestibule schools Early worker unions
4
Early Factory Schools
• Industrial Revolution increases need for trained workers to design, build, and repair machines used by unskilled workers • Companies started machinist and mechanical schools in-house • Shorter and more narrowly-focused than apprenticeship programs
5
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” (On the job training, OJT)
6
Human Relations Movement
• Factory system often abused workers • “Human relations” movement promoted better working conditions • Start of business & management education • Tied to Maslow’s hierarchy of needs
7
Establishment of the Training Profession
• Outbreak of WWII increased the need for trained workers • Training Within Industry (TWI) program was started
8
Emergence of HRD
• Employee needs extend beyond the training classroom • Includes coaching, group work, and problem solving • Need for basic employee development • Need for structured career development
9
Relationship Between HRM and HRD
• Human resource management (HRM) encompasses many functions • Human resource development (HRD) is just one of the functions within HRM
10
Primary Functions of HRM
• • • • • • • Human resource planning Equal employment opportunity Staffing (recruitment and selection) Compensation and benefits Employee and labor relations Health, safety, and security Human resource development
11
Secondary HRM Functions
• Organization and job design • Performance management/ performance appraisal systems • Research and information systems
12
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
13
Limits of Authority
• HRM & HRD units have staff authority (Overhead function) • Line authority takes precedence • Scope of authority – how far (how much) can you authorize?
14
HRD Functions
• Training and development (T&D) • Organizational development • Career development
15
Training and Development (T&D)
• Training – improving the knowledge, skills and attitudes of employees for the shortterm, particular to a specific job or task – e.g.,
– Employee orientation – Skills & technical training – Coaching – Counseling
16
Training and Development (T&D)
• Development – preparing for future responsibilities, while increasing the capacity to perform at a current job
– Management training – Supervisor development
17
Organizational Development
• The 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
18
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
19
Learning & Performance
By Permission: Naughton & Rothwell (2004) 20
Critical HRD Issues
• Strategic management and HRD • The supervisor’s role in HRD • Organizational structure of HRD
21
Strategic Management & HRD
• Strategic management aims to ensure organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years • HRD aims to get managers and workers ready for new products, procedures, and materials
22
Supervisor’s Role in HRD
• • • • • Implements HRD programs and procedures On-the-job training (OJT) Coaching/mentoring/counseling Career and employee development A “front-line participant” in HRD
23
Organizational Structure of HRD Departments
• Depends on company size, industry and maturity • No single structure used • Depends 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
24
HRD Organization in a Large Company
25
Sample HRD Jobs/Roles
• • • • • • Executive/Manager HR Strategic Advisor HR Systems Designer/Developer Organization Change Agent Organization Design Consultant Learning Program Specialist
26
Sample HRD Jobs/Roles – 2
• • • • Instructor/Facilitator Individual Development and Career Counselor Performance Consultant (Coach) Researcher
27
HR Manager Role
• Integrates HRD with organizational goals and strategies • Promotes HRD as a profit enhancer • Tailors HRD to corporate needs and budget • Institutionalizes performance enhancement
28
HR Strategic Advisor Role
• • • • Consults with corporate strategic thinkers Helps to articulate goals and strategies Develops HR plans Develops strategic planning education and training programs
29
HR Systems Designer/Developer
• Assists HR manager in the design and development of HR systems • Designs HR programs • Develops intervention strategies • Plans HR implementation actions
30
Organization Change Agent
• • • • Develops more efficient work teams Improves quality management Implements intervention strategies Develops change reports
31
Organization Design Consultant
• Designs work systems • Develops effective alternative work designs • Implements changed systems
32
Learning Program Specialist
• • • • Identifies needs of learners Develops and designs learning programs Prepares learning materials and learning aids Develops program objectives, lesson plans, and strategies
33
Instructor/Facilitator
• Presents learning materials • Leads and facilitates structured learning experiences • Selects appropriate instructional methods and techniques • Delivers instruction
34
Individual Development and Career Counselor
• • • • Assists individuals in career planning Develops individual assessments Facilitates career workshops Provides career guidance
35
Performance Consultant (Coach)
• Advises line management on appropriate interventions to improve individual and group performance • Provides intervention strategies • Develops and provides coaching designs • Implements coaching activities
36
Researcher
• Assesses HRD practices and programs • Determines HRD program effectiveness • Develops requirements for changing HRD programs to address current and future problems
37
Challenges for HRD
• • • • • Changing workforce demographics Competing in global economy Eliminating the skills gap Need for lifelong learning Need for organizational learning
38
Competing in the Global Economy
• • • • • • New technologies Need for more skilled and educated workers Cultural sensitivity required Team involvement Problem solving Better communications skills
39
Need for Lifelong Learning
• • • • • Organizations change Technologies change Products change Processes change PEOPLE must change!!
40
Need for Organizational Learning
• Organizations must be able to learn, adapt, and change • Principles:
– Systems thinking – Personal mastery – Mental models – Shared visions – Team learning
41
A Framework for the HRD Process
HRD efforts should use the following four phases (or stages): • Need assessment
• Design • Implementation • Evaluation
42
Training & HRD Process Model
43
Needs Assessment Phase
• Establishing HRD priorities • Defining specific training and objectives • Establishing evaluation criteria
44
Design Phase
• Selecting who delivers program • Selecting and developing program content • Scheduling the training program
45
Implementation Phase
• Implementing or delivering the program
46
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?
47
Summary
• HRD is too important to be left to amateurs • HRD should be a revenue producer, not a revenue user • HRD should be a central part of company • You need to be able to talk MONEY
48
doc_922261755.pptx
This is a presentation about definition of HRD, evolution of HRD, relationship between HRM and HRD, primary functions of HRM, HRD functions, critical HRD issues, challenges for HRD.
Introduction to Human Resource Development
1
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.
2
Evolution of HRD
• • • • • • • Early apprenticeship programs Early vocational education programs Early factory schools Early training for unskilled/semiskilled Human relations movement Establishment of training profession Emergence of HRD
3
Early Apprenticeship Programs
• • • • Artisans in 1700s Artisans had to train their own workers Vestibule schools Early worker unions
4
Early Factory Schools
• Industrial Revolution increases need for trained workers to design, build, and repair machines used by unskilled workers • Companies started machinist and mechanical schools in-house • Shorter and more narrowly-focused than apprenticeship programs
5
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” (On the job training, OJT)
6
Human Relations Movement
• Factory system often abused workers • “Human relations” movement promoted better working conditions • Start of business & management education • Tied to Maslow’s hierarchy of needs
7
Establishment of the Training Profession
• Outbreak of WWII increased the need for trained workers • Training Within Industry (TWI) program was started
8
Emergence of HRD
• Employee needs extend beyond the training classroom • Includes coaching, group work, and problem solving • Need for basic employee development • Need for structured career development
9
Relationship Between HRM and HRD
• Human resource management (HRM) encompasses many functions • Human resource development (HRD) is just one of the functions within HRM
10
Primary Functions of HRM
• • • • • • • Human resource planning Equal employment opportunity Staffing (recruitment and selection) Compensation and benefits Employee and labor relations Health, safety, and security Human resource development
11
Secondary HRM Functions
• Organization and job design • Performance management/ performance appraisal systems • Research and information systems
12
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
13
Limits of Authority
• HRM & HRD units have staff authority (Overhead function) • Line authority takes precedence • Scope of authority – how far (how much) can you authorize?
14
HRD Functions
• Training and development (T&D) • Organizational development • Career development
15
Training and Development (T&D)
• Training – improving the knowledge, skills and attitudes of employees for the shortterm, particular to a specific job or task – e.g.,
– Employee orientation – Skills & technical training – Coaching – Counseling
16
Training and Development (T&D)
• Development – preparing for future responsibilities, while increasing the capacity to perform at a current job
– Management training – Supervisor development
17
Organizational Development
• The 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
18
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
19
Learning & Performance
By Permission: Naughton & Rothwell (2004) 20
Critical HRD Issues
• Strategic management and HRD • The supervisor’s role in HRD • Organizational structure of HRD
21
Strategic Management & HRD
• Strategic management aims to ensure organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years • HRD aims to get managers and workers ready for new products, procedures, and materials
22
Supervisor’s Role in HRD
• • • • • Implements HRD programs and procedures On-the-job training (OJT) Coaching/mentoring/counseling Career and employee development A “front-line participant” in HRD
23
Organizational Structure of HRD Departments
• Depends on company size, industry and maturity • No single structure used • Depends 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
24
HRD Organization in a Large Company
25
Sample HRD Jobs/Roles
• • • • • • Executive/Manager HR Strategic Advisor HR Systems Designer/Developer Organization Change Agent Organization Design Consultant Learning Program Specialist
26
Sample HRD Jobs/Roles – 2
• • • • Instructor/Facilitator Individual Development and Career Counselor Performance Consultant (Coach) Researcher
27
HR Manager Role
• Integrates HRD with organizational goals and strategies • Promotes HRD as a profit enhancer • Tailors HRD to corporate needs and budget • Institutionalizes performance enhancement
28
HR Strategic Advisor Role
• • • • Consults with corporate strategic thinkers Helps to articulate goals and strategies Develops HR plans Develops strategic planning education and training programs
29
HR Systems Designer/Developer
• Assists HR manager in the design and development of HR systems • Designs HR programs • Develops intervention strategies • Plans HR implementation actions
30
Organization Change Agent
• • • • Develops more efficient work teams Improves quality management Implements intervention strategies Develops change reports
31
Organization Design Consultant
• Designs work systems • Develops effective alternative work designs • Implements changed systems
32
Learning Program Specialist
• • • • Identifies needs of learners Develops and designs learning programs Prepares learning materials and learning aids Develops program objectives, lesson plans, and strategies
33
Instructor/Facilitator
• Presents learning materials • Leads and facilitates structured learning experiences • Selects appropriate instructional methods and techniques • Delivers instruction
34
Individual Development and Career Counselor
• • • • Assists individuals in career planning Develops individual assessments Facilitates career workshops Provides career guidance
35
Performance Consultant (Coach)
• Advises line management on appropriate interventions to improve individual and group performance • Provides intervention strategies • Develops and provides coaching designs • Implements coaching activities
36
Researcher
• Assesses HRD practices and programs • Determines HRD program effectiveness • Develops requirements for changing HRD programs to address current and future problems
37
Challenges for HRD
• • • • • Changing workforce demographics Competing in global economy Eliminating the skills gap Need for lifelong learning Need for organizational learning
38
Competing in the Global Economy
• • • • • • New technologies Need for more skilled and educated workers Cultural sensitivity required Team involvement Problem solving Better communications skills
39
Need for Lifelong Learning
• • • • • Organizations change Technologies change Products change Processes change PEOPLE must change!!
40
Need for Organizational Learning
• Organizations must be able to learn, adapt, and change • Principles:
– Systems thinking – Personal mastery – Mental models – Shared visions – Team learning
41
A Framework for the HRD Process
HRD efforts should use the following four phases (or stages): • Need assessment
• Design • Implementation • Evaluation
42
Training & HRD Process Model
43
Needs Assessment Phase
• Establishing HRD priorities • Defining specific training and objectives • Establishing evaluation criteria
44
Design Phase
• Selecting who delivers program • Selecting and developing program content • Scheduling the training program
45
Implementation Phase
• Implementing or delivering the program
46
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?
47
Summary
• HRD is too important to be left to amateurs • HRD should be a revenue producer, not a revenue user • HRD should be a central part of company • You need to be able to talk MONEY
48
doc_922261755.pptx