Introduction to Human Resource Development PDF

Introduction to Human Resource Development: Emergence of HRD, Critical HRD roles, challenges for HRD Module 1 KBL Srivastava Why a course on Human Resource Development?  Concern for Growth and development of people  Developing critical knowledge and skill base...

Introduction to Human Resource Development: Emergence of HRD, Critical HRD roles, challenges for HRD Module 1 KBL Srivastava Why a course on Human Resource Development?  Concern for Growth and development of people  Developing critical knowledge and skill base to meet organizational requirements in changing times  Identifying needs and designing and delivering HRD interventions  Linking HRD goals with strategy and business goals  The role of mentoring, coaching, and counseling  Role of HRD in organizational learning Purpose of HRD  Hamlin and Stewart (2011) identified four core purposes of HRD:  to improve individual and group effectiveness;  to improve organizational effectiveness and performance;  To develop knowledge, skills and competencies, and  To enhance human potential and personal growth  Core guiding value of HRD is that of ‘human flourishing’ and this should be embedded as a professional responsibility for HRD professionals (Kuchinke (2010) Understanding the Concept of HRD  , Leonard Nadler(1970) in his book “Developing Human Resources” coined the term ‘human resource development’ (HRD).  Human resource talents and energies of people in an organization contributing to the realization of the organization’s mission, vision, values, and goals.  Development a process of active learning from experience-leading to systematic and purposeful development of the whole person, body, mind, and spirit.  Thus, HRD is the integrated use of training, organizational and career development efforts to improve individual, group, and organizational effectiveness. Defining HRD  Human resource development is fostering long-term work related learning capacity at individual, group and organizational level (Watkin)  Human resource development is the process of increasing the capacity of the human resource through development  ( ASTD)  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 ( Werner and DiSimone, 2007) Explaining the Concept of HRD  Systematic and planned activities  Provide necessary skills to people  Meet the current and future job requirements of people  Increasing the capacity of people, groups and organization  Growth and development of HRD as a function  Apprenticeship programmes by the industry/organization  Imparting vocational education to improve knowledge and skill  Factory run training schools for its employees  Training of skilled/ Unskilled people  Evolution of Human Relations movement  Training as a function and profession  Development of the concept of HRD Emergence of HRD  Employee needs moving beyond the classroom  Matching the EMPLOYEE knowledge and skill base as required by the organization  Career development and organization Development Human Resource Development: Core Beliefs 1. Organizations rely on human expertise to establish and achieve their goals. 1. Human expertise is developed and maximized through HRD processes and applied benefits of the organization and the individuals involved. 1. HRD professionals are advocates of individual/group, work process, and organizational integrity. The Challenges for HRD Profession  Changing workforce demographic  Competing in global economy  Eliminating the skill gap  Need for lifelong learning  Need for Organizational learning Changing workforce demographic  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% Demographics: The case of India  India is experiencing jobless growth abounding that the country’s ability to cash in on its “demographic bonus”, the world’s largest working-age population— 1033 million by 2030.  India will need to generate 280 million jobs between now and 2050, the year when the working-age population (15 to 64)  The proportion of jobs in the unorganized sector—without formal monthly payment or social security benefits—is set to rise to 93% in 2017.  The formation of companies has slowed to 2009 levels, and existing companies are growing at 2%, the lowest in five years. (Source: Kausik Basu: Indicators of India’s looming demographic disaster) Competing in the Global Economy  Advances in technologies  Need for more skilled and educated workers  Cultural sensitivity  Moving from individual to team working  Problem solving ability  Better interpersonal communications skills and relationship Eliminating the Skills Gap  With 15 million youngsters entering the workforce each year, more than 75 per cent are not job-ready In India  National skill development council, Finnish school concept  Paradigm shift in employment from being ‘qualification- based’ to ’skill-based’, making educational institutions focus on imparting skills leading to employability.  Need better industry college interface  Employees need to be taught basic skills:  Math, Reading, technical/Applied subjects  Soft and behavioural skills Skill gap Report: India (2017) Skill gap Report: India (2017) Gender wise employability Skills Required by employees 2014 2015 2016 Need for Regular Updating of Leaning  Due to changes happening in the spheres of  Organizations  Technology  Products  Processes  Therefore PEOPLE must change and adopt to these changes to remain viable Need for Organizational Learning  Organizations must be able to learn, adapt, and change continuously to remain competitive  5 Principles suggested to become a learning organization (Peter Senge: learning Organization)  Systems thinking  Personal mastery  Mental models  Shared visions  Team learning HRM and HRD: Human Resource Human Resource Management Development Concerned with the management of the Concerned with the development of people working in the organization. Knowledge, skill and attitude to improve performance and behaviour Management function- encompasses many Subset of Human Resource Management function Reactive proactive Effective utilization of people for better Developing the competence of the people performance Routine, and administrative Creative and continuous process Concerned with people Concerned with people, group and organization development Functions of HRD  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  Education: Preparing an employee for a future identified jobs/responsibilities, while increasing the capacity to perform at a current job  Management training  Supervisor development Functions of HRD  Development: Developing the skills and attitude not directly related to job linked to personal growth and development:  Progrmmes like stress management,Yoga for general health, leadership development,  Networking, seminars and conferences, membership of associations etc for professional development  Organization Development: Process of improving an organization’s effectiveness and member’s well-being through the application of behavioral science concepts  Macro and micro level concepts  HRD as a change agent  Career Development: Process by which individuals progress through series of changes until they achieve their personal level of maximum achievement.  Career planning, management and development Purpose of HRD at the Micro level  At the individual level: HRD works at enhancing individual knowledge, skills, self-confidence and career potential.  The notion of employability is critical at the individual level.  At the organisational level, the focus of HRD a. To leverage the knowledge and skills of employees towards achieving organisational value and ensuring alignment with the external environment.  b. help organizations foster dynamic capabilities and competitive advantage with the goal of out-learning the competition and staying ahead of the game. HRD at the Macro level  HRD at the community/societal level includes actors such as professional associations, educational institutions, government departments, community groups and voluntary organizations.  Such bodies help foster learning and development across society through advancing knowledge and skill levels amongst individuals, communities and economic regions. The learning and performance perspective of HRD The context of HRD in Indian Organizations  Phased economic restructuring to face greater competition.  Moving from CRP to LPG Economy.  Opportunities to expand, diversify, integrate, and globalize.  Pressure to change and become a performance based, competitive organization.  Concerned for quality, efficiency, productivity, and growth.  Developing the workforce capable of taking up challenges thrown by the new economic environment  The adoption of professionalized HRD practices HRD Scenario in India  Lack of adoption of innovative HRD practice in unionized environment due to lack of cooperation from unions  Large organizations adopting HRD practice due to various costs, resources and expertise involved.  Organizations with foreign participation went for extensive and early implementation of HRD programmes and practices  HRD strategies such as training, performance appraisal, career management key to improvement  Lack of professionally managed HRD departments Indian Organization Resorting to HRD: Some examples  ITC took up HRD to diversify its business from cigarette manufacturing to other products and to develop managers for new projects.  L&T implemented HRD programme for organizational development  SBI centered around training and appraisal following its reorganization and rapid growth  HRD in LIC followed its reorganization and sustained growth  Today most of the organizations have a separate HRD function.  Emerging Issues in HRD: The Indian Scenario Changing Environment Indian organizations have also undergone drastic transformation for vibrant new ideas. Technological Impact Focus may be on services which will be retained, re-skilled & deployed by the employees. Low Commitment from management Since HRD is seen as a non-productive expenditure for the org the line managers are not serious. Globalization This compels them to increase their ability to learn and collaborate and manage diversity & uncertainty. Employee Orientation This requires adequate premium to be placed on individual growth & development. HR Outsourcing This might pose a threat to the internal HR talent over a period of time. Critical issues in HRD  Strategic management and HRD  The supervisor’s role in HRD  Organizational structure of HRD Strategic Management and HRD Integrating HRD with the strategic needs of the organization by a. external alignment between the strategic plans of the organization and external environment b. internal alignment of the strategy with the mission, goals, belief and values of the organization c. need to align the various subsystem of the organization such as management practices, structure, HR systems, and other work practices  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 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 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 Role & Competencies of HRD Professionals  Three areas of “foundational” competencies needed by all HRD professionals: personal, interpersonal, and business/ management  Use to develop particular areas of expertise.  Finally, the four key roles for HRD professionals: learning strategist, business partner, project manager, and professional specialist Competency Model ( Werner and De Simone (2007 ) HRD Jobs/Roles  Executive/Manager  HR Strategic Advisor  HR Systems Designer/Developer  Organization Change Agent  Organization Design Consultant  Learning Program Specialist  Source: Werner and De Simone, 2007) HRD Professional as a Executive/Manager  Instructor/Facilitator  Individual Development and Career Counselor  Performance Consultant (Coach)  Researcher  Integrates HRD with organizational goals and strategies  Promotes HRD as a profit enhancer  Tailors HRD to corporate needs and budget  Institutionalizes performance enhancement HRD Professional as a strategic Advisor  Integrates HRD with organizational goals and strategies  Promotes HRD as a profit enhancer  Tailors HRD to corporate needs and budget  Institutionalizes performance enhancement HRD Professional as a strategic Advisor  Consults with corporate strategic thinkers  Helps to articulate goals and strategies  Develops HR plans  Develops strategic planning education and training programs HRD Professional as a 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 HRD Professional as a Organization Change Agent and design Consultant  Develops more efficient work teams  Improves quality management  Implements intervention strategies  Develops change reports  Develops more efficient work teams  Improves quality management  Implements intervention strategies  Develops change reports HRD Professional as a 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 HRD Professional as a Instructor/Facilitator  Presents learning materials  Leads and facilitates structured learning experiences  Selects appropriate instructional methods and techniques  Delivers instruction HRD Professional as Individual Development and Career Counselor  Assists individuals in career planning  Develops individual assessments  Facilitates career workshops  Provides career guidance HRD Professional as 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 HRD Professional as Researcher  Assesses HRD practices and programs  Determines HRD program effectiveness  Develops requirements for changing HRD programs to address current and future problems Challenges for HRD Professionals  What is driving HRD practices organisational settings ?  Meeting business needs through learning  Fostering individual employee growth and development  Fostering the development of a learning organization through learning Challenges for HRD Professionals  Challenge 2: The changing nature of workplaces  Organizational change responses for achieving competitive positioning  Core organizational competencies for the information age  Workplaces and work roles as sites and sources of significant Learning  Common HRD practices  Perceptions of recent and anticipated changes  Skills and understandings Needed for HRD Practice Implications for Preparation of HRD Practitioners  Foreground the Context of Practice  Address Traditional Training Areas Such as Presentation, Program Design, Needs Analysis and Training Evaluation  Foster Capacity of HRD Practitioners to Become Managers of Change  Provide Some Focus on Competency-based Training, Workplace Assessment and Performance Assessment  Equip Practitioners to Prepare Employees for New Forms of Career Planning Learner Perspective of HRD  Individuals as learners and contributors to a productive enterprise (Malcolm Knowles: The father of adult learning or andragogy)  Places adult learning principles into the context of adult life through the perspectives of  (1) individual–situation differences and (2) the goals- purposes for learning.  Adult learner is concerned with the learning process within the context of the learning purpose and situation Learner Perspective (Knowles, Swanson and Holton, 1998) Organizational perspectives of HRD  Human being have the capacity to learn and perform  The organization should focus on system, structure and process to facilitate learning  In their matrix of nine performance variables the dominance of the organization and its need to perform is acknowledged at three levels- - Organization, work process and individual level Organizational Perspective: 9 Performance variables Framework/ Model of HRD HRD efforts should use the following four phases (or stages):  Needs identification assessment  Design and development of HRD programmes  Implementation of HRD prgrammes  Evaluation of HRD programmes HRD Process Model Werner and De Simone, 2007) Needs Identification/Assessment Phase  Establishing HRD priorities  Defining specific training and objectives  Establishing evaluation criteria Design and development Phase  Design of appropriate HRD programmes  Selecting who delivers program  Selecting and developing program content  Scheduling the training program Implementing HRD programmes  Identifying the method of delivering a programmes  Delivery of the HRD programmes Evaluating of the HRD Programmes Determining program effectiveness – e.g.,  Keep or change providers?  Offer it again?  What are the true costs?  Can we do it another way? Conclusion  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