Human Resource Development Lecture Notes PDF

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....

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  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 3  Relationship Between HRM and HRD Human resource management (HRM) encompasses many functions Human resource development (HRD) is just one of the functions within HRM 4  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 5  Secondary HRM Functions Organization and job design Performance management/ performance appraisal systems Research and information systems 6  HRD Functions Training and development (T&D) Organizational development Career development 7  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 8  Training and Development (T&D) Development – preparing for future responsibilities, while increasing the capacity to perform at a current job  Management training  Supervisor development 9  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 10  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 11 Learning & Performance 12  Critical HRD Issues Strategic management and HRD The supervisor’s role in HRD Organizational structure of HRD 13  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 14  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 15  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 16  Sample HRD Jobs/Roles Executive/Manager HR Strategic Advisor HR Systems Designer/Developer Organization Change Agent Organization Design Consultant Learning Program Specialist Instructor/Facilitator Individual Development and Career Counselor Performance Consultant (Coach) Researcher 17  HR’s strategic role Employees as organisation’s assets Driving business strategy Spanning organizational functions HRD Deliverables:  Performance  Capacity Building  Problem solving/consulting  Org. change and development 18  Strategic HRD Integration of HRD with strategy formulation and implementation Long-term view of HR policy Horizontal integration among HR functions Vertical integration with corporate strategy SHR as core competitive advantage 19  Firm Capitals Human Capital  Knowledge, skills, abilities of individuals Social Capital  Relationships in social networks Structural, cognitive, relational dimensions Intellectual capital  Knowledge and knowing capability of social collectivities Procedural/declarative; tacit/explicit; individual/social Value and Uniqueness of capitals 20  Multiple Roles for HR (Ulrich, 1997) Future/Strategic Focus Mgmt of SHR Mgmt of Trans- (Strategic HR) Formation/Change Processes People Mgmt of Firm Mgmt of Employee Infrastructure Contributions Day-to-day/Operational Focus 21  Definition of HR Roles Role/Cell Deliverable/ Metaphor Core Activity Outcome Mgmt of SHR Executing corp. Strategic Partner Aligning HR and bus. strategy Strategy Mgmt of Firm Building an efficient Administrative Reengineering org. Infrastructure infrastructure Expert Processes Mgmt of Employee Increasing employee Employee Champion Providing resources Contributions commitment and to employees capability Mgmt of Organizational Change Agent Managing Transformation/Cha renewal transformation and nge change, 22  Importance of Human Resources Human resources are an important part of the value chain They can be unique, and thus a source of core competence in an organization If a core competence is related to HR, then HR can contribute to competitive advantage 23  Strategic Analysis of HR: Purpose People related strategies may be important to new strategy (for example, a change in the way the organization does business) In today’s technologically complex business world, analysis of existing human resources is important in order to determine what options are available The network of people within an organization and their relationships with people can be an important part of strategy 24  HR and Sustainable Competitive Advantage In some industries, people are the most important factor in success - advertising and creative development - leisure and tourism - management consulting - hospitals and medical professions The adaptability of people to changing environments is an important skill “The ability to learn faster than your competitors may be the only sustainable advantage” – Arie De Geus, former head of planning at Royal Dutch Shell 25  Challenges for HRD Changing workforce demographics Competing in global economy Eliminating the skills gap Need for lifelong learning Need for organizational learning 26  Competing in the Global Economy New technologies Need for more skilled and educated workers Cultural sensitivity required Team involvement Problem solving Better communications skills 27  Need for Lifelong Learning Organizations change Technologies change Products change Processes change PEOPLE must change!! 28