HRD Course - B Sc 5th Year Lecture One - 29 April 2024 PDF

Human Resource School of Management Development (HRD) Studies –Business Course Administration-HRM Major Lecture One Introduction to Human...

Human Resource School of Management Development (HRD) Studies –Business Course Administration-HRM Major Lecture One Introduction to Human Resource Development Dr Sumaia El Zein A Badawi—April 2024 Learning Outcomes By the end of this session you will be able to: Define Human Resource development Understand its significance to an enterprise Identify the activities and thinking that HRD embrace Identify the major HRD core beliefs Understand the principles that guide HRD practice Recognize how HRD relates to other linked domains Dr Sumaia El Zein A Badawi—April 2024 Definition of Human Resource Development Focus on formal and informal adult Learning Performance: “HRD is a comprehensive learning system for the release of the organization’s human potentials that includes both indirect learning, experiences and practical, on-the-job experiences that are key to the organization’s survival” (Nadler and Wiggs, 1986). Focus on Organizational and Individual Performance: “Human performance technology is the development of human performance systems and the management of the resulting systems, using a systems approach to achieve organizational and individual goals” (Jacobs, 1988). Dr Sumaia El Zein A Badawi—April 2024 Definition of Human Resource Development Focus on Learning Capacity and performance improvement: “HRD is the study and Learning practice of increasing the learning capacity of individuals, groups, collectives and organizations through the development and application of learning-based interventions for the purpose of optimizing human and organizational growth and effectiveness” (Chalofsky, 1992) Focus on Training and development, Career development, Organizational development and the Learning Organization: “HRD as a combination of Training, Career development, and Organizational development, that offer the theoretical integration need to visualise a Learning Organization, but it must also be positioned to act strategically throughout the organization.” (Marsick and Wetkins, 1998). Dr Sumaia El Zein A Badawi—April 2024 HRD may also be identified based on Process, Department and Realm: From a process perspective, HRD is viewed as open to engaging different people at different times and to be located in different places inside and outside the host organization. HRD is also referred to as a department, function and job. It may be thought of as a division in a particular organization with people working in as managers, specialists, and so on. Furthermore, these people work in HRD spaces known as HRD centres, training units, corporate universities..etc. Other major realms of focus under HRD are ; Organizational development (OD), Training and development, Career Development, and Quality and Performance improvement. Dr Sumaia El Zein A Badawi—April 2024  Origins and Context of HRD While HRD is relatively a new term, training can be tracked back to the massive development effort that took place in the United States during World War II as the origin of contemporary HRD. Under the name of the “Training within Industry” this massive development effort gave birth to systematic (1) performance- based training, (2) improvement of work processes, and (3) improvement of human relations in the workplace. The transition to global issues has been relatively made easy for HRD, which can be thought of as a subsystem that functions within the larger host system for the purpose of advancing, supporting, harmonizing, and leading the whole system. Dr Sumaia El Zein A Badawi—April 2024  Origins and Context of HRD There are great variations in how HRD fits into an organization as well as among different types of organizations that exist in the society. This complexity is compounded by the cultural differences from region to region, and nation to nation in which HRD functions. For example, in a company that produces and sells cars to customers, responsible HRD would be ever cautious to the primary focus of the company itself and function as supporting, shaping, and leading various elements of the complex automobile organizational system in which it functions. While in another company of Insurance, for instance. HRD will focus on the development of the system providing the service in the organization. In case it is a medical institution (Hospital, Pharmaceutical industry), the HRD focus will be on the elements of the medical institution system Dr Sumaia El Zein A Badawi—April 2024  HRD Core Beliefs HRD professionals, functioning as individuals or workgroups, rarely reveal their core beliefs. Most of them are busy, action-oriented and do not have the time to articulate their beliefs. Yet, almost all decisions and actions on part of them are fundamentally influenced by sub-conscious core beliefs. The purpose of HRD core beliefs and its interpretation is to provide initial understanding of what motivates and frames the HRD profession. For example; 1. Organizations are human-made entities that rely on human expertise to establish and achieve their goals. This belief acknowledges that organizations are changeable and needs support, which necessitates that HRD should intricately be connected to any organization. Dr Sumaia El Zein A Badawi—April 2024  HRD Core Beliefs 2. Human expertise is developed and maximized through HRD processes and should be done for the mutual long- and/or short-term benefits of the sponsoring organization and the individuals involved. HRD professionals belief is to have powerful tools available to get others to think, accept, and act. The ethical concern here is that these tools must not be used for exploitation but rather for the benefit of all. 3. HRD professionals are advocates /supporters of individuals, groups, work processes, and organizational integrity. HRD professionals typically have a very privileged position of accessing information that goes beyond the boundaries and levels of individuals, groups, work processes, and the organization. Getting rich information and seeing things that others may not have a chance to see also constitute basic responsibility. Dr Sumaia El Zein A Badawi—April 2024  Principles that guide HRD effective practice include: Integrating extensive theoretical disciplines; Satisfying stakeholders’ needs and expectations; Being responsive but responsible; and using evaluation as a continuous improvement process; Designing methods to improve organization effectiveness; Relying on relationship mapping to enhance operational efficiency; Being linked to the organization’s strategic business goals and objectives; Being based on partnerships; results oriented; and assuming credibility as essential; Utilizing strategic planning to help the organization integrate vision, mission, strategy, and practice; Relying on the analysis process to identify priorities. Being based on purposeful and meaningful measurement; and Promoting diversity and equity in the workplace. Dr Sumaia El Zein A Badawi—April 2024 HRD as a Discipline and a Professional Field of Practice HRD is overlapping with the theory and practice underlying other closely linked domains, including: Career development Organizational and process effectiveness Performance improvement Strategic organizational planning Human resource management (HRM), and Human resource (HR). Probably the most apparent connection is with HR, which can be conceived as having two major components; HRD and HRM. As an umbrella term, HR is often confused with HRM. Thus, many HR departments are actually limited to HRM goals and activities such as hiring, compensation, and personnel compliance issues. While HRD aims to upgrade the skills, capabilities and learning capacities of individuals and groups to develop entities. Even when HRD and HRM are managed under the HR title, their relative focus tend to be fairly separate. Dr Sumaia El Zein A Badawi—April 2024 The Relationship Between HRM and HRD In some organizations, training is a stand-alone function or department, while in others, training ( HRD) is part of a larger Human resource management (HRM) department. HRM can be defined as “the effective selection and utilization of employees to best achieve the goals and strategies of an organization, as well as the goals and needs of employees”. Some organizations have a centralized HRM department with highly specialized staff, but in others , the HRM functions are decentralized and conducted throughout the organization. The HRM functions include: Human Resource Planning : to predict how changes in management strategy will affect future human resource needs to cope with the rapid changes in external market demands, and accordingly to change its plans, programs, and actions. Dr Sumaia El Zein A Badawi—April 2024 HRM as a Discipline and a Professional Field of Practice Providing Equal Employment Opportunities: intended to satisfy both the legal and moral responsibilities of an organization through the prevention of discriminatory policies, procedures, and practices. This covers decisions affecting hiring, training, appraising, and compensating employees. HR Recruitment : designed for the identification of potential applicants for current and future vacancies and for assessing and evaluating applicants in order to make selection and placement decisions. Compensation and Benefits Administration : responsible for establishing and maintaining an equitable internal wage structure, a competitive benefits package, as well as incentives tied to individuals, teams, and organizational performance. Dr Sumaia El Zein A Badawi—April 2024 HRM as a Discipline and a Professional Field of Practice Labour/ Industrials Relations: including developing communications system through which employees can address their problems and grievances. HR Services (Health, Safety, and Security) : to promote a safe and healthy work environment, which can include actions such as safety training, employee assistance programs, and health and wellness programs. Human Resource Development (HRD) : to ensure that organizational members have the skills or competencies to meet current and future job demand. Dr Sumaia El Zein A Badawi—April 2024  HRD as a Discipline and a Professional Field of Practice HRD activities should begin when an employee joins an organization and continue throughout his or her career, regardless of whether that employee is an executive or a worker on an assembly line. HRD programs must respond to job changes and integrate the long-term plans and strategies of the organization to ensure the efficient and effective use of resources. In short, while training and development activities constitute a major part of human resource development, activities such as coaching, career development, team building, and organization development are also aspects of human resource development. Three primary HRD functions can be identified: Training and development, Organization development, and Career development. Dr Sumaia El Zein A Badawi—April 2024  HRD as a Discipline and a Professional Field of Practice 1. Training and Development (T&D): focuses on changing or improving the knowledge, skills, and attitudes of individuals. It involves providing employees the knowledge and skills needed to do a particular task or job, although attitude change may also be attempted. 2. Organization Development (OD) : is the process of enhancing the effectiveness of an organization and the well-being of its members through planned interventions that apply behavioural science concepts. It emphasizes both macro and micro organizational changes: to ultimately improve the effectiveness of the organization as a whole, as well as the individuals, small groups, and teams. 3. Career Development: is “an ongoing process by which individuals progress through a series of stages, involves two distinct processes: career planning and career management. Career planning involves activities performed by an individual, with the assistance of counsellors to assess his/ her skills and abilities to establish a realistic career plan. While Career management involves taking the necessary steps to achieve that plan. Dr Sumaia El Zein A Badawi—April 2024 References: Richard A. Swanson and Elwood F. Holton , (2001), Foundations of Human Resource Development , Berrett-Koehler Publishers, Inc, San Fransisco , United States of America. Werner, J. M. and DeSimone, R. L. (2011) Human Resource Development, 6th ed, South Western Cingage Learning, United States of America. Dr Sumaia El Zein A Badawi—April 2024 Dr Sumaia El Zein A Badawi—April 2024 Do You Have Any Question? RESPONSE? COMMENT? Dr Sumaia El Zein A Badawi—April 2024