werner desimone (2006)1 introduction to human resource development chapter 1

Werner & DeSimone (2006) 1

Introduction to Human Resource Development Chapter 1

Learning ObjectivesAfter learning this chapter, you should be able to:

Define human resource development (HRD)Relate the major historical events leading up to the establishment of HRD as a professionDistinguish between HRD and Human Resource Management (HRM)Identify and describe each of the major HRD functionsRecognize the various roles and competencies of an HRD professionalIdentify some of the challenges facing HRD professionalsIdentify the major phases of the training and HRD process

Definition of HRDA 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.

Evolution of HRDEarly apprenticeship programsEarly vocational education programsEarly factory schoolsEarly training for unskilled/semiskilledHuman relations movementEstablishment of training professionEmergence of HRD

Early Apprenticeship Programs

Artisans in 1700sArtisans had to train their own workersGuild schoolsYeomanries (early worker unions)

Early Vocational Education Programs

1809 – DeWitt Clinton’s manual school1863 – President Lincoln signs the Land-Grant Act promoting A&M colleges1917 – Smith-Hughes Act provides funding for vocational education at the state level

Early Factory SchoolsIndustrial Revolution increases need for trained workers to design, build, and repair machines used by unskilled workersCompanies started machinist and mechanical schools in-houseShorter and more narrowly-focused than apprenticeship programs

Early Training for Unskilled/Semiskilled Workers

Mass production (Model T) Semiskilled and unskilled workers Production line – one task = one

workerWorld War I Retool & retrain “Show, Tell, Do, Check” (OJT)

Human Relations Movement

Factory system often abused workers“Human relations” movement promoted better working conditionsStart of business & management educationTied to Maslow’s hierarchy of needs

Establishment of the Training Profession

Outbreak of WWII increased the need for trained workersFederal government started the Training Within Industry (TWI) program1942 – American Society for Training Directors (ASTD) formed

Emergence/appearance of HRD

Employee needs extend beyond the training classroomIncludes coaching, group work, and problem solvingNeed for basic employee developmentNeed for structured career developmentASTD changes its name to the American Society for Training and Development

Relationship Between HRM and HRD

Human resource management (HRM) encompasses many functionsHuman resource development (HRD) is just one of the functions within HRM

HRD FunctionsTraining and development (T&D)Organizational developmentCareer development

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

Training and Development (T&D)

Development – preparing for future responsibilities, while increasing the capacity to perform at a current job Management training Supervisor development

Organizational Development

The process of improving an organization’s effectiveness and member’s well-being through the application of behavioral science conceptsFocuses on both macro- and micro-levelsHRD plays the role of a change agent

Career DevelopmentOngoing process by which individuals progress through series of changes until they achieve their personal level of maximum achievement. Career planning Career management

Learning & Performance

By Permission: Naughton & Rothwell (2004)

Critical HRD IssuesStrategic management and HRDThe supervisor’s role in HRDOrganizational structure of HRD

Strategic Management & HRD

Strategic management aims to ensure organizational effectiveness for the foreseeable/projected future – e.g., maximizing profits in the next 3 to 5 yearsHRD aims to get managers and workers ready for new products, procedures, and materials

Supervisor’s Role in HRDImplements HRD programs and proceduresOn-the-job training (OJT)Coaching/mentoring/counselingCareer and employee developmentA “front-line participant” in HRD

Organizational Structure of HRD Departments

Depends on company size, industry and maturityNo single structure usedDepends 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

HRD Organization in a Large Company

Roles and competencies of an HRD professionalMain roles:- Learning strategies – involved in higher level of decision making concerning how HRD initiatives the goals and strategies of O.

- Buss. partner – work together with other manager to implement evaluate HRD initiatives.

- The project manager – involved in day to day planning, funding and monitoring HRD initiatives.

- Professional specialist – add their expertise in particular area ex. designing, developing, delivering and evaluating the HRD initiatives.

Roles and competencies of an HRD professional

Executive/ManagerHR Strategic AdvisorHR Systems Designer/DeveloperOrganization Change AgentOrganization Design ConsultantLearning Program Specialist

Sample HRD Jobs/Roles – 2Instructor/FacilitatorIndividual Development and Career CounselorPerformance Consultant (Coach)Researcher

HR Manager RoleIntegrates HRD with organizational goals and strategiesPromotes HRD as a profit enhancerTailors HRD to corporate needs and budgetInstitutionalizes performance enhancement

HR Strategic Advisor RoleConsults with corporate strategic thinkersHelps to articulate goals and strategiesDevelops HR plansDevelops strategic planning education and training programs

HR Systems Designer/Developer

Assists HR manager in the design and development of HR systemsDesigns HR programsDevelops intervention strategiesPlans HR implementation actions

Organization Change Agent

Develops more efficient work teamsImproves quality managementImplements intervention strategiesDevelops change reports

Organization Design Consultant

Designs work systemsDevelops effective alternative work designsImplements changed systems

Learning Program Specialist

Identifies needs of learnersDevelops and designs learning programsPrepares learning materials and learning aidsDevelops program objectives, lesson plans, and strategies

Instructor/FacilitatorPresents learning materialsLeads and facilitates structured learning experiencesSelects appropriate instructional methods and techniquesDelivers instruction

Individual Development and Career Counselor

Assists individuals in career planningDevelops individual assessmentsFacilitates career workshopsProvides career guidance

Performance Consultant (Coach)

Advises line management on appropriate interventions to improve individual and group performanceProvides intervention strategiesDevelops and provides coaching designsImplements coaching activities

ResearcherAssesses HRD practices and programsDetermines HRD program effectiveness Develops requirements for changing HRD programs to address current and future problems

Challenges to organization and to HRD professionals

Changing workforce demographicsCompeting in global economyEliminating the skills gapNeed for lifelong learningNeed for organizational learning

Changing Demographics in the U.S. Workplace

By 2020, it is predicted that:African-Americans will remain at 11%Hispanics will increase from 9% to 14%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%

Competing in the Global Economy

New technologiesNeed for more skilled and educated workersCultural sensitivity requiredTeam involvementProblem solvingBetter communications skills

Eliminating the Skills GapExample: In South Carolina, 47% of entering high school freshmen don’t graduate. Best state is Vermont, with 81% graduating

Employees need to be taught basic skills: Math Reading Applied subjects

Need to improve U.S. schools!

Need for Lifelong LearningOrganizations changeTechnologies changeProducts changeProcesses changePEOPLE must change!!

Need for Organizational Learning

Organizations must be able to learn, adapt, and changePrinciples: Systems thinking Personal mastery Mental models Shared visions Team learning

A Framework for the HRD Process

HRD efforts should use the following four phases (or stages):Need assessmentDesignImplementationEvaluation

Training & HRD Process Model

Needs Assessment Phase It used to address some need or gap within an organization by:- Establishing HRD priorities- Defining specific training and objectives- Establishing evaluation criteria

Design PhaseSelecting who delivers programSelecting and developing program contentScheduling the training program

Implementation PhaseImplementing or delivering the program

Evaluation PhaseDetermining program effectiveness –

e.g.,Keep or change providers?Offer it again?What are the true costs?Can we do it another way?

SummaryHRD is too important to be left to amateursHRD should be a revenue producer, not a revenue userHRD should be a central part of companyYou need to be able to talk MONEY

werner desimone (2006)1 introduction to human resource development chapter 1

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