Werner Human Resource Development, 7e PDF

Werner HUMAN RESOURCE DEVELOPMENT, 7E © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for...

Werner HUMAN RESOURCE DEVELOPMENT, 7E © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Introduction to Human Resources Development Chapter 1 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Chapter Objectives  Define human resource development (HRD)  Relate 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 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Defining Human Resource Development (HRD)  “…a set of systematic and planned activities designed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands.”  Learning is the core of all HRD efforts © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  HRD Activities in the Workplace  Should start with the employee joining the organization  Should continue throughout employment  Must be responsive to work and job changes  Must reflect corporate goals and strategies © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Progressions toward HRD Development Apprentice training programs Apprentice Yeoman / JourneyMan Master Guilds © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  TIGA PERINGKAT KEAHLIAN DALAM GUILDA  APPRENTICE – Biasanya remaja lelaki yang dibayar oleh ibubapanya untuk mendapatkan kemahiran dengan tinggal bersama “master” dan keluarganya,dalam tempoh 2 hingga 7 tahun. Beliau tidak dibenarkan berkahwin dalam tempoh pembelajaran ini. Para aprentice hanya memperoleh upah dalam bentuk makanan dan tempat tinggal, bukannya upah dalam bentuk wang.  JOURNEYMAN – Mendapat upah, perlu menghasilkan satu hasil karya sendiri dengan menggunakan peralatan serta bahan mentah sendiri. Sekiranya berjaya, beliau diterima menjadi “master”.  MASTER – Mencapai tahap ini setelah berjaya menghasilkan satu hasil karya sendiri. Beliau kemudiannya melatih “apprentice” baru yang lain. 7  Progressions toward HRD Development (cont.)  Vocational education programs 1809—DeWitt Clinton founds first manual school in NY 1917—Smith–Hughes Act (World War I)  Factory schools Needed engineers, machinists and skilled mechanics Had to develop their own--shorter and more narrowly focused than apprenticeships © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Training for Skilled and Semi- Skilled Workers  Needed for production lines (Ford)  Demand for military goods (WWI)  Job Instruction Training (JIT) based at first on Show Tell Do Check © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  The Human Relations Movement  Factory system sometimes abused workers  “Human relations” advocated more humane working conditions © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Establishment of the Training Profession  World War II required massive retooling for military goods  Training Within Industry (TWI) was developed  Many companies developed their own TWI programs  1942: American Society of Training Directors (ASTD) formed Intent was to standardize training profession © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Emergence of HRD  T&D expanded to encompass Coaching and counseling Group Process Facilitation Problem solving  ASTD becomes American Society for Training and Development (1970s)  Move to high performance work systems Note: The Association for Talent Development (ATD)- (2014), formerly ASTD, is the world's largest association dedicated to those who develop talent in organizations. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Human Resource Development Corporation (HRDC), formerly known as Human Resource Development Fund (HRDF), was inaugurated in 1993 to collect levies from registered employers and provide training grants for employee training and upskilling in conjunction with the Pembangunan Sumber Manusia Berhad (PSMB) Act 2001. https://mihrm.com/programmes/certified-human- resource-officer/ © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Human Resource Management (HRM) and HRD  HRM: The effective selection and utilization of employees to best achieve The goals and strategies of the organization The goals and needs of the individual © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Figure 1-1 Vice President Human Resource Management EEO Officer HR Research and Staffing Employee Relations HRD Compensation and Plannin g Director Director Director Director Benefits Director © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  HRM Functions  Obtaining employees  Maintaining employees  Developing employees © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  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 Equal employment opportunity (EEO) is when all employees are treated fairly and equally in all aspects of their jobs. This means they have equal access to employment opportunities based solely on their ability to do the job, regardless of personal attributes such as gender, race, colour or creed. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Other HRM Functions  Organizational/job design  Performance management and appraisal systems  Research and information systems © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Line versus Staff Authority  Authority to make decisions and use resources  Line Authority Given to line managers and units directly responsible for production of goods and services  Staff Authority Given to units that advise and consult line units  Generally, line authority supersedes staff authority © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Primary HRD Functions  Training and development (T&D)  Organizational development (OD)  Career development (CD) © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Training & Development (T&D)  Changing or improving the employees Knowledge Skills Attitudes  Training Provides skills & knowledge to job or task  Development Prepares for future employment needs © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  T&D Activities  Start when employee joins organization  Continues throughout employment and career © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Specific T&D Activities  Employee orientation  Skills training  Coaching  Counseling  Coordinating management training and development © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Coaching  Employees learn unit’s values and norms  Establish working relationships  Learn how to function in their jobs © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Counseling  Help employees deal with personal problems Substance abuse Stress management Smoking cessation Fitness, nutrition, weight management …and so on… © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Management Training and Development To ensure managers and supervisors have the KSAs needed to be effective Supervisory training Job rotation Seminars College/university courses © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Organizational Development (OD)  Process of enhancing the effectiveness of an organization and its employees through planned interventions that apply behavioral science concepts Macro changes affecting entire organization Micro changes affecting individuals, small groups & teams  In OD, the HRD professional works as a “change agent” to facilitate the change process © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Career Development  Ongoing process by which individuals progress through a series of stages, each characterized by a relatively unique set of issues, themes and tasks  Career Planning: Assessing individuals skills and abilities in order to establish a realistic career plan  Career Management: Taking necessary steps to achieve that plan © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  The New Learning and Performance Wheel  Business strategy is at hub  Upper right spokes depict traditional HRM functions  Lower right spokes depict other functions driving performance  Left side is expanded view of HRD © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Figure 1-2 The New Learning and Performance Wheel i ng Business Perfo rmanc Dri v Tradi tio e nal Selection, Staffing, & Job Design Hum an Mea n efit s Re so ur surin ms ce M & Be an ste g& E agi Di Sy M sc at ion ng Kn ana ns ipl on ti o th e valua ine ow gi n a ti a pens l Re s le g orm s Le dg O line e rga ee a rn ting y Com Inf ni o pl is cip Im in g prov za Em it ion ing tio ogn Fu rni ng an d Perfor mance D Hu na r & e c man bo &R nct l ds Per La w ar ion for e Facilita man by Tech R tin ce t ed Ch ange g Organizatio & Develo pment r no Suppo nal Resea rch logy Business Strategy ning & Tale nt Cu stom Career P lan e r Se rvices Manag em en t e Lea Dist ing Marketing & Public Relations ribu ach ng tio O c Co ni n a t ar h l rkp e er O Ope r L g i ng o in in Fin W rga is gn an ations ra n e ce gT i zat D r in ion /Prod ve a lD Le li isc De ga u cti ipl s l S ale ine s on SOURCE: Davis, P., Naughton, J., & Rothwell, W. (2004). New roles and new competencies for the profession. T&D, 58(4), 26–36 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Strategic Management and HRD  Strategic Management includes Strategy formulation Strategy implementation Control © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Strategic Management Activities  Assess viability of current mission, objectives, strategies, policies, programs, technology, workforce and other resources  Monitor and assess external environment for threats and opportunities  Identify strategic factors that need to be changed or updates © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  SWOT Template 1 Note: What is a SWOT analysis? As mentioned earlier, SWOT is an acronym that stands for strengths, weaknesses, opportunities, and threats. An effective SWOT analysis will reveal which aspects of your product or business are the strongest and where there is room to improve your offering for your customers. You can also uncover opportunities and challenges for your product in the competitive landscape — such as new strategic partners or shifting customer sentiment. Most SWOT analyses assess internal factors (strengths and weaknesses) and external factors (opportunities and threats). Internal factors are characteristics of your business or product in relation to your competitors. External factors, on the other hand, are elements of your market landscape that could positively or negatively impact the success of your business © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  SWOT Template 2 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  SWOT Template (Extended V) © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Alignment of the Organization  Management practices  Organizational structure  Human resource systems  Other work practices & systems © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  A Major HRD Challenge To play a more strategic role in the functioning of their organization Participate directly in strategic management Provide education and training in concepts and methods of strategic management and planning Providing training to all employees that is aligned with goals and strategies © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  HRD Strategy  Contribute ideas, information and recommendations  Ensure HRD strategy is consistent with corporate strategies  Provide education and training to support corporate strategies  Ensure all training is linked to goals and strategies of organization © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Role of Supervisors in HRD  HRD implementation  Orientation  Training  Coaching  Career development  Identifying training needs © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Figure 1-3 Director Human Resource Development HRD Research and Program Developer Evaluation Specialist Management Skills Organization Career Development Training Development Development Specialist Administrator Specialist Counselor On-the-Job Training Safety Trainer Sales Trainer Coordinator © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Figure 1-4 Vice President Human Resource Development Assistant Vice President District Training Manager, Manager, Customer Manager, Safety Management/Executive Sales Training Training Development Manager, Manager, Store Management Manager, Driver Support Services Training Training Manager, Manager, Training Manager, Organization Development Facilities and Facilities and and Change Equipment Equipment Manager, Research, Planning, and Evaluation © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  HRD Manager Competencies  Competency: mastery of a skill  A non-exclusive list  Personal  Interpersonal  Business/Management © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Figure 1-5 Learning Strategist Business Partner Profes- Project sional Manager Specialist Designing Learning Improving Human Performance Delivering Training Measuring and Evaluating Facilitating Organizational Change Managing the Learning Function Coaching Managing Organizational Knowledge Career Planning and Talent Management Areas of Expertise: Supported by Technology Interpersonal Business/Management Personal > Building Trust > Analyzing Needs and > Demonstrating > Communicating Effectively Proposing Solutions Adaptability > Influencing Stakeholders > Applying Business Acumen > Modeling Personal > Leveraging Diversity > Driving Results Development > Networking and Partnering > Planning and Implementing SOURCE: Davis, P., Naughton, J., & Assignments Rothwell, W. (2004). New roles and > Thinking Strategically new competencies for the profession. Competencies Competencies Competencies T&D, 58(4), 26–36 © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  The HRD Executive/Manager  Formerly “Training Director,” sometimes the “Chief Learning Officer”  Integrates HRD with goals and strategies of organization  Assumes leadership role in executive development  Promotes value of HRD functions © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Major Tasks of HRD Manager  Promoting HRD as means of ensuring employees have competencies to meet current and future job needs  Establishing link between HRD performance and organizational effectiveness  Developing measures of HRD effectiveness tied to profit © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Roles and Outputs for HRD Professionals  HR strategic advisor Strategic planning for training and education Outputs  HR strategic plans  Strategic planning education and training programs © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Roles and Outputs for HRD Professionals (cont. 2)  HR systems designer and developer Assists management in organizational HR design and development Outputs HR program designs Intervention strategies Implementation of HR programs © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Roles and Outputs for HRD Professionals (cont. 3)  Organization change agent Design and implementation of change strategies Outputs More efficient work teams Quality management Intervention strategies Change reports Note: Intervention - the action of becoming intentionally involved in a difficult situation, in order to improve it or prevent it from getting worse. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Roles and Outputs for HRD Professionals (cont. 4)  Organizational design consultant Advises on work system design and implementation of change Outputs Intervention strategies Alternative work designs Implementation © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Roles and Outputs for HRD Professionals (cont. 5)  Learning program specialist Instructional designer Develops and designs appropriate learning programs Prepares materials and training aids Outputs Program objectives Lesson plans Intervention strategies © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Roles and Outputs for HRD Professionals (cont. 6)  Instructor/facilitator Presents materials and leads and facilitates structured learning experiences Outputs Selection of appropriate methods and techniques Actual HRD program itself © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Roles and Outputs for HRD Professionals (cont. 7)  Individual development and career counselor Assists employees in assessing competencies and goals Outputs Individual assessment sessions Workshop facilitation Career guidance © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Roles and Outputs for HRD Professionals (cont. 8)  Performance consultant Advises on appropriate interventions to improve individual and group performance Outputs Intervention strategies Coaching design Implementation © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Roles and Outputs for HRD Professionals (cont. 9)  Researcher Assesses HRD programs and practices to determine overall effectiveness Outputs  Research designs  Research findings and recommendations  Reports © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  * VOE – voice of employee © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Certification and Education for HRD Professionals  To increase credibility of HRD field  ASTD began “Certified Professional in Learning and Performance” program 150-item multiple choice test Submission of “work product” Described on ASTD/ATD website © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  HRM Certifications  Human Resource Certification Institute (HRCI) Professional in Human Resources (PHR)  175-item multiple choice exam; 18% are HRD topics Senior Professional in Human Resources (SPHR)  175-item multiple choice exam; 18% are HRD topics Global Professional in Human Resources GPHR)  165-time multiple choice exam; 22% HRD topics  Must pass test and have required years of exempt-level HR work experience © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Emerging Workplace Trends 1. Drastic times, drastic measures: Uncertain economic conditions force organizations to reconsider how they can grow and be profitable. 2. Blurred lines—life or work? New organizational structures are changing the nature of work for employees and HRD professionals. 3. Small world and shrinking: Global communication technology is changing the way people connect and communicate. 4. New faces, new expectations: Diversity in the workplace continues to rise. SOURCE: Davis, P., Naughton, J., & Rothwell, W. (2004). New roles and new competencies for the profession. T&D, 58(4), April, 26–36. Copyright © April 2004 from T+D by Davis, P., Naughton, J., & Rothwell, W. Reprinted with permission of American Society for Training and Development © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Emerging Workplace Trends (cont.) 5. Work be nimble, work be quick: The accelerated pace of change requires more adaptable employees and nimbler organizations. 6. Security alert! Concerns about security and about the ability of governments to provide protection have increased individual anxiety levels worldwide. 7. Life and work in the e-lane: Technology, especially the Internet, is transforming the way people work and live. 8. A higher ethical bar: Ethical lapses at the highest levels in large organizations have shaken employees’ loyalty, trust, and sense of security. SOURCE: Davis, P., Naughton, J., & Rothwell, W. (2004). New roles and new competencies for the profession. T&D, 58(4), April, 26–36. Copyright © April 2004 from T+D by Davis, P., Naughton, J., & Rothwell, W. Reprinted with permission of American Society for Training and Development © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Six Challenges for HRD  Competing in a global economy  Eliminating the skills gap  Increasing workforce diversity  Meeting need for lifelong learning  Facilitating organizational learning  Addressing ethics © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  A Framework for the HRD Process  Needs Assessment  Design  Implementation  Evaluation © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  ASTD Code of Ethics  Recognize individual rights  Support peers and dignities  Behave ethically and honestly  Develop human potential  Improve public understanding  Provide highest level of of HRD quality education  Honestly reveal qualifications  Comply with laws and and abilities copyrights  Contribute to continued  Keep up-to-date in HRD growth of the profession  Maintain confidentiality and integrity Paraphrased from American Society for Training and Development (ASTD), Accessed on July 14, 2010 at: http:/www.astd.org/ASTD/aboutus/missi onAndVision. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Figure 1-7 Assessment Design Implementation Evaluation Assess needs Prioritize Define Select needs objectives evaluation criteria Develop lesson plan Determine evaluation design Develop/acquire materials Conduct Deliver the Select evaluation HRD program trainer/leader of program or inter vention or inter vention Select methods and techniques Interpret res ults Schedule the program/intervention © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Needs Assessment  Establish priorities for expending HRD resources  Define specific training and HRD objectives  Establish evaluation criteria © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Design Phase  Define objectives  Develop lesson plan  Develop/acquire materials  Select trainer/leader  Select methods/techniques  Scheduling © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Implementation Phase  Deliver program as designed  Create atmosphere that promotes learning  Resolving emergent problems as they occur © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Evaluation Phase  Must be able to quantify results of trainings and determine impact on “bottom line”  Evaluate participant reaction  Evaluate how much was learned  Evaluate transferability of learning to workplace  Evaluate if program contributes to organization’s effectiveness © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.  Use of Evaluation Data  Whether or not to continue use of program or vendor  Whether or not to offer in the future  Budgeting and resource allocation  Using alternative methods to solving problem(s) © 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.