Human Resource Development Overview

Human Resource Development (HRD)

• HRD is a set of systematic and planned activities designed by an organization to provide its employees with the necessary skills to meet current and future job demands
• Learning is the core of all HRD efforts
• HRD activities should begin when an employee joins the organization and continue throughout their employment
• HRD activities must be responsive to work and job changes
• HRD activities must reflect corporate goals and strategies

Chapter Objectives

• Define human resource development (HRD)
• Relate the development of HRD as a profession
• Distinguish between HRD and HRM
• Identify and describe major HRD functions
• Describe how HRD links to corporate goals and strategies
• Recognize various roles and competencies of an HRD professional
• Cite contemporary challenges facing HRD professionals
• Identify major phases of the HRD process

Progressions toward HRD Development

• Apprentice training programs include apprentices, yeoman/journeyman classifications, masters, and guilds

• Vocational education programs, including the 1809 founding of a manual school in NY by DeWitt Clinton, and the 1917 Smith Hughes Act (World War I)

• Factory schools were established to provide training for engineers, machinists, and skilled mechanics

• These training approaches were often shorter and more narrowly focused compared to apprenticeships

HRM Functions

• Obtaining employees
• Maintaining employees
• Developing employees

Primary HRM Functions

• Human resource planning
• Equal employment opportunity
• Staffing (recruitment and selection)
• Compensation and benefits
• Employee (labor) relations
• Health, safety, and security
• HRD activities

Other HRM Functions

• Organizational/job design
• Performance management and appraisal systems
• Research and information systems

Line versus Staff Authority

• Line authority is given to managers and units responsible for production of goods and services
• Staff authority is given to units that advise and consult line units
• Line authority generally supersedes staff authority

Primary HRD Functions

• Training and development (T&D)
• Organizational development (OD)
• Career development (CD)

Training and Development (T&D)

• Changing or improving employees' knowledge, skills, and attitudes
• Providing skills and knowledge for job tasks
• Preparing employees for future employment needs

T&D Activities

• Start upon employee joining organization
• Continue throughout employment and career

Specific T&D Activities

• Employee orientation
• Skills training
• Coaching
• Counseling
• Coordinating management training and development

Coaching

• Employees learn a unit's values and norms
• Establish working relationships
• Learn how to function in their jobs

Counseling

• Helping employees with personal problems like substance abuse, stress management, and smoking cessation
• Helping with fitness, nutrition, and weight management

Management Training and Development

• Supervisory training
• Job rotation
• Seminars
• College/university courses

Organizational Development (OD)

• Process of enhancing organizational and employee effectiveness through planned interventions and behavioral science concepts
• Macro changes affecting entire organizations
• Micro changes affecting individuals, small groups and teams
• OD involves HRD professionals acting as change agents to facilitate the change process

Career Development

• Ongoing process by which individuals progress through stages with unique issues, themes, and tasks
• Career planning involves assessing individual skills and abilities to establish a realistic career plan
• Career management involves taking steps to achieve the career plan

The New Learning and Performance Wheel

• Business strategy is the center of the wheel
• Upper right spokes represent traditional HRM functions
• Lower right spokes represent other driving performance functions
• Left side displays a broader view of HRD

Strategic Management and HRD

• Strategic Management includes strategy formulation, strategy implementation, and control

Strategic Management Activities

• Assess viability of current mission, objectives, strategies, policies, programs, technology, workforce, and resources
• Monitor and assess external environment for threats and opportunities
• Identify strategic factors that need to be changed or updated
• SWOT Template: Strengths, Weaknesses, Opportunities, and Threats are used for analysis

Alignment of the Organization

• Management practices
• Organizational structure
• Human resource systems
• Other work practices & systems

A Major HRD Challenge

• Playing a more strategic role in the organization's functioning
• Participating directly in strategic management
• Providing education and training in concepts and methods of strategic management and planning
• Applying training to employees aligned with organizational goals and strategies

HRD Strategy

• Contribution of ideas, information, and recommendations
• Ensuring HRD strategy consistency with corporate strategies
• Providing education and training to support corporate strategies
• Linking all training to organizational goals and strategies

Role of Supervisors in HRD

• HRD implementation
• Orientation
• Training
• Coaching
• Career development
• Identifying training needs

HRM Functions (Figure 1-3)

• HRD Research and Evaluation Specialist
• Director, Human Resource Development
• Program Developer
• Skills Administrator/Specialist
• Organization Development Specialist
• Career Development Counselor
• On-the-Job Training Coordinator
• Safety Trainer/Specialist
• Sales Trainer/Specialist

HRM Functions (Figure 1-4)

• Vice President, Human Resource Development
• Assistant Vice President, District Training
• Manager, Management/Executive Development
• Manager, Support Services
• Manager, Organization Development and Change
• Manager, Research, Planning, and Evaluation
• Manager, Customer Sales Training
• Manager, Safety Training
• Manager, Store Management Training
• Manager, Driver Training
• Manager, Training Facilities and Equipment

HRD Manager Competencies

• Mastery of skills (competency)
• Personal skills
• Interpersonal skills
• Business/management skills

The HRD Executive/Manager

• Formerly "Training Director" or "Chief Learning Officer"
• Integrating HRD with organizational goals and strategies
• Leading executive development
• Promoting HRD function value

Major Tasks of HRD Manager

• HRD promotion for employee competencies and future needs
• Linking HRD performance to organizational effectiveness
• Developing HRD effectiveness measures tied to profit

Roles and Outputs for HRD Professionals

• HR strategic advisor, strategic planning for training and education
• HR strategic plans, strategic planning education and training programs
• HR systems designer and developer, assisting HR design and development
• HR program designs, intervention strategies, implementation of HR programs
• Organization change agent: designing and implementing change strategies for more efficient work teams, quality management, intervention strategies, and change reports
• Organizational design consultant: advising on work system design and implementation of change
• Learning program specialist: instructional designer developing appropriate learning programs and materials, program objectives, lesson plans, and intervention strategies
• Instructor/facilitator: presenting materials, structured learning experiences, appropriate methods and techniques, and implementation of HRD programs
• Individual development and career counselor: assisting employees with competency assessments and goals, individual assessment sessions, workshop facilitation and career guidance
• Performance consultant: advising on interventions to improve individual and group performance
• Researcher: assessing HRD programs and practices to determine overall effectiveness, research designs, research findings and recommendations, and reports

Ulrich HR Model

• Future/Strategic Focus: Strategic Partner, Change Agent
• Day-to-Day/Operation Focus: Administrative Expert, Employee Champion

Ulrich's Four-Role Model

• Strategic Partner: aligns HR strategies with business strategy, assisting in solving organizational, people and change-related issues
• Administrative Expert: creates and delivers effective HR processes tailored to business needs and manages costs
• Change Agent: understands and enhances organizational culture and capacity, assists in leading and facilitating change, and enhances management development
• Employee Champion: develops strategies for enhancing human capital contribution, ensures fair and equitable processes, and focuses on personnel and employee contribution and participation

Certification and Education for HRD Professionals

• Increasing credibility in the HRD field
• ASTD's Certified Professional in Learning and Performance program
• 150-item multiple-choice test
• Submission of "work product" described on ASTD/ATD website

HRM Certifications

• Human Resource Certification Institute (HRCI) offerings include Professional in Human Resources (PHR), Senior Professional in Human Resources (SPHR), and Global Professional in Human Resources (GPHR)
• All certifications require passing a test and varying years of exempt-level HR work experience

Needs Assessment

• Establish priorities for expending HRD resources
• Define specific training and HRD objectives
• Establish evaluation criteria

Design Phase

• Define objectives
• Develop lesson plan
• Develop/acquire materials
• Select trainer/leader
• Select methods/techniques
• Scheduling

Implementation Phase

• Deliver program as designed
• Create atmosphere that promotes learning
• Resolving emergent problems as they occur

Evaluation Phase

• Quantify training results and impact on the "bottom line" of training
• Evaluate participant reactions, learning acquisition, transferability of skills to the workplace, and contribution to organizational effectiveness

Use of Evaluation Data

• Determine future program use and vendor selection
• Budgeting and resource allocation
• Using alternative methods to solve problems