INTRODUCTION TO HUMAN RESOURCE DEVELOPMENT - ACLAN.ppt
- 1. 1 Introduction to Human Resource Development Marco Paolo Aclan MPA
- 2. 2 2 Topic Content The Evolution of HRD The Relationship between Human Resource Management and HRD HRD Function Roles of HRD Professional Challenges to HRD Professional Model of HRD Process
- 3. 3 3 3 Objective To provide a comprehensive understanding of the foundational concepts, principles, and practices in Human Resource Development (HRD), enabling participants to recognize the role of HRD in enhancing organizational performance and employee growth, and to apply relevant strategies in real-world scenarios.
- 4. 4 4 4 Motivation In today’s competitive and rapidly changing business environment, the ability of an organization to effectively develop and leverage its human resources is crucial for achieving long-term success. Understanding the principles of Human Resource Development (HRD) empowers individuals and organizations to enhance employee skills, foster innovation, and maintain a competitive edge by building a more agile and capable workforce. This course will equip you with the knowledge and tools needed to drive both personal and organizational growth through strategic HRD initiatives.
- 5. 5 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.
- 6. 6 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
- 7. 7 Early Apprenticeship Programs Artisans in 1700s Artisans had to train their own workers Guild schools Yeomanries (early worker unions)
- 8. 8 Early Vocational Education Programs 1809 – DeWitt Clinton’s manual school 1863 – President Lincoln signs the Land-Grant Act promoting A&M colleges 1917 – Smith-Hughes Act provides funding for vocational education at the state level
- 9. 9 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
- 10. 10 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)
- 11. 11 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
- 12. 12 Establishment of the Training Profession Outbreak of WWII increased the need for trained workers Federal government started the Training Within Industry (TWI) program 1942 – American Society for Training Directors (ASTD) formed
- 13. 13 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 ASTD changes its name to the American Society for Training and Development
- 14. 14 Relationship Between HRM and HRD Human resource management (HRM) encompasses many functions Human resource development (HRD) is just one of the functions within HRM
- 15. 15 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
- 16. 16 Secondary HRM Functions Organization and job design Performance management/ performance appraisal systems Research and information systems
- 17. 17 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
- 18. 18 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?
- 19. 19 HRD Functions Training and development (T&D) Organizational development Career development
- 20. 20 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
- 21. 21 Training and Development (T&D) Development – preparing for future responsibilities, while increasing the capacity to perform at a current job Management training Supervisor development
- 22. 22 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
- 23. 23 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
- 24. 24 Learning & Performance By Permission: Naughton & Rothwell (2004)
- 25. 25 Critical HRD Issues Strategic management and HRD The supervisor’s role in HRD Organizational structure of HRD
- 26. 26 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
- 27. 27 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
- 28. 28 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
- 29. 29 HRD Organization in a Large Company
- 30. 30 Sample HRD Jobs/Roles Executive/Manager HR Strategic Advisor HR Systems Designer/Developer Organization Change Agent Organization Design Consultant Learning Program Specialist
- 31. 31 Sample HRD Jobs/Roles – 2 Instructor/Facilitator Individual Development and Career Counselor Performance Consultant (Coach) Researcher
- 32. 32 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
- 33. 33 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
- 34. 34 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
- 35. 35 Organization Change Agent Develops more efficient work teams Improves quality management Implements intervention strategies Develops change reports
- 36. 36 Organization Design Consultant Designs work systems Develops effective alternative work designs Implements changed systems
- 37. 37 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
- 38. 38 Instructor/Facilitator Presents learning materials Leads and facilitates structured learning experiences Selects appropriate instructional methods and techniques Delivers instruction
- 39. 39 Individual Development and Career Counselor Assists individuals in career planning Develops individual assessments Facilitates career workshops Provides career guidance
- 40. 40 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
- 41. 41 Researcher Assesses HRD practices and programs Determines HRD program effectiveness Develops requirements for changing HRD programs to address current and future problems
- 42. 42 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
- 43. 43 Challenges for HRD Changing workforce demographics Competing in global economy Eliminating the skills gap Need for lifelong learning Need for organizational learning
- 44. 44 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%
- 45. 45 Competing in the Global Economy New technologies Need for more skilled and educated workers Cultural sensitivity required Team involvement Problem solving Better communications skills
- 46. 46 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!
- 47. 47 Need for Lifelong Learning Organizations change Technologies change Products change Processes change PEOPLE must change!!
- 48. 48 Need for Organizational Learning Organizations must be able to learn, adapt, and change Principles: Systems thinking Personal mastery Mental models Shared visions Team learning
- 49. 49 A Framework for the HRD Process HRD efforts should use the following four phases (or stages): Needs assessment Design Implementation Evaluation (“A DImE”)
- 50. 50 Training & HRD Process Model
- 51. 51 Needs Assessment Phase Establishing HRD priorities Defining specific training and objectives Establishing evaluation criteria
- 52. 52 Design Phase Selecting who delivers program Selecting and developing program content Scheduling the training program
- 53. 53 Implementation Phase Implementing or delivering the program
- 54. 54 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?
- 55. 55 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
- 56. 56 Quotation "An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage." — Jack Welch This quote emphasizes the importance of continuous learning and development, which are central to Human Resource Development.
- 57. 57 References Werner, J. M., & DeSimone, R. L. (2012). Human Resource Development (6th ed.). Cengage Learning.Garavan, T. N., McCarthy, A., & Carbery, R. (Eds.). (2021). Handbook of International Human Resource Development: Context, Processes and People. Edward Elgar Publishing. Wilson, J. P. (2021). Human Resource Development: Learning & Training for Individuals & Organizations (4th ed.). Kogan Page. •Garavan, T. N., Carbery, R., O'Brien, F., & McDonnell, A. (2019). An Ecosystem Perspective on International Human Resource Development: A Meta-Synthesis of the Literature. Human Resource Development Review, 18(4), 443-476. •Mankin, D., & Landsbury, K. (2019). Contemporary Human Resource Development: Concepts, Practices, and Strategies. Human Resource Development Quarterly, 30(3), 317-339. •Stewart, J., & Rigg, C. (2016). Learning and Talent Development (2nd ed.). CIPD.
- 58. 58 Case Study: Enhancing Employee Skills at TechInnovate Corp. Background: TechInnovate Corp. is a mid-sized technology company specializing in software development and IT consulting services. Over the past five years, the company has experienced rapid growth, expanding its workforce from 100 to 300 employees. However, with this growth, the company has faced challenges in maintaining the skill levels of its employees, particularly in adapting to new technologies and industry trends. Current Situation: The company’s leadership has noticed a decline in productivity and innovation. Several key projects have been delayed due to employees’ lack of expertise in emerging technologies, such as artificial intelligence (AI) and machine learning (ML). Additionally, the company’s annual employee satisfaction survey revealed that 60% of employees feel they are not receiving enough training and development opportunities to advance their careers. To address these issues, the HR department has been tasked with developing a comprehensive Human Resource Development (HRD) strategy to enhance employee skills and ensure the company remains competitive in the rapidly evolving tech industry.
- 59. 59 Case Study: Enhancing Employee Skills at TechInnovate Corp. Challenges: Skill Gaps: There are significant skill gaps among employees, especially in new and emerging technologies. Many employees lack the necessary skills to work effectively on AI and ML projects, which are becoming increasingly important for the company’s success. Employee Motivation: Employees are feeling disengaged due to the lack of opportunities for professional growth and development. This has led to lower job satisfaction and higher turnover rates. Resource Allocation: The company has limited resources for training and development programs. The HR department must prioritize which skills to develop and how to allocate resources effectively. Time Constraints: Employees are already stretched thin with their current workloads, making it challenging to find time for training and development activities without disrupting project timelines.