Introduction To Hrd

Introduction to HRD

OBJECTIVES

Understand the importance of human resource development [HRD] to organisation success. Explain the meanings of strategic HRD, learning organisations and knowledge management. Explain the need for a systematic approach to training and development.

THE NEED FOR HRD

BUSINESS AND ECONOMIC CHANGES HRD can be ‘a platform for organisational transformation, a mechanism for continuous organisational and individual renewal and a vehicle for global knowledge transfer’.

THE NEED FOR HRD

Implementing a new policy Implementing a strategy Effecting organisational change Changing an organisation’s culture Meeting changes in the external environment Solving particular problems

THE NEED FOR HRD: ORGANISATIONAL CHANGE Organisations that work in less time will have a competitive advantage. A customer and quality focus will permeate tomorrow’s superior organisation. The arena for an organisation’s planning and action will be global. Business strategies now depend on quality and versatility of the human resource. Work structure and design will change dramatically.

STRATEGIC HRD

Failure to link HRD to business objectives means that the organisation’s competitive advantage will not be supported. Strategic HRD aims to meet an organisation’s specific business objectives. Its purpose is to support more effective competition, now and in the future.

LEARNING ORGANISATIONS

Organisations where the focus is on the acquisition, sharing and utilisation of knowledge to survive and prosper

LEARNING ORGANISATIONS: FEATURES

Continuous learning Knowledge generation and sharing Critical systematic thinking Learning culture Flexibility and experimentation Valuing employees Strategic focus Organisational renewal

KNOWLEDGE MANAGEMENT

Knowledge management aims to exploit the intellectual capital residing in an organisation. Its knowledge is its main source of competitive advantage.

INTELLECTUAL CAPITAL Human capital

the knowledge, skills and abilities of employees

Renewal capital

the intellectual property which have marketable value

Structural capital

the knowledge captured in an organisation’s systems and structures

Relationship capital

the value of an organisation’s relationships with its stakeholders

Training and Development  A process dealing primarily with transferring or obtaining knowledge, attitudes and skills needed to carry out a specific activity or task.

 Training tends to be done for current job

 Development usually means acquiring skills for future work

Training It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees Training is the process of altering employee behavior and attitudes in a way that increase the probability of goal attainment.”

Training Training is activity leading to skilled behavior. It’s not what you want in life, but it’s knowing how to reach it. It’s not where you want to go, but it’s knowing how to get there. It’s not how high you want to rise, but it’s knowing how to take off. It may not be quite the outcome you were aiming for, but it will be an outcome. It’s not what you dream of doing, but it’s having the knowledge to do it. It’s not the goal you set, but it’s what you need to achieve it.

Purpose of Training & Development Reasons for emphasizing the growth and development of personnel include: Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization. Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff. Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale. Ensuring adequate human resources for expansion into new programs

Who is responsible for Training?

Top Management – Frames the Training policy HR Dept – plans, establishes and evaluates Supervisors – implement and apply development procedure. Employees – provide feedback, revision and suggestions

Current Position

Is there a training/development gap?

•To determine what development is relevant to your employee’s jobs •To determine what development will improve performance •To determine if training will make a difference •To distinguish training needs from organisational problems; and •To link improved job performance with the organisation’s goals

Where you want to be

Conduct training needs assessment

Development Development refers to formal education, job experiences, relationships, and assessments of personalities and abilities that help employees prepare for the future. A term used to describe learning or other types of actions that permits an individual to gain a certain set of knowledge, skills, or abilities. Human resource management (HRM) encompasses many functions Human resource development (HRD) is just one of the functions within HRM

Comparison Between Training and Development

Focus Use of work experience s Goal

Participatio n

Training

Development

Current

Future

Low

High

Preparation for current job

Preparation for changes

Required

Voluntary

Why is employee development important? Employee development is a necessary component of a company’s efforts to:  Improve quality  Retain key employees  Meet the challenges of global competition and social change  Incorporate technological advances and changes in work design

1. Formal Education Formal education programs include:  off-site and on-site programs designed specifically for the company’s employees  short courses offered by consultants or universities  executive MBA programs  university programs in which participants actually live at the university while taking classes

2. Assessment Assessment involves collecting information and providing feedback to employees about their behavior, communication style, or skills. Used most frequently to:  identify employees with managerial potential  measure current managers’ strengths and weaknesses  identify managers with potential to move into higher-level executive positions  Work with teams to identify members’ strengths and weaknesses, and factors that inhibit productivity

Skills Related to Managerial Success Resourcefulness Doing whatever it takes Being a quick study

Confronting problem subordinates

Building and mending relationships Leading subordinates

Balance between personal life and work

Compassion and sensitivity Straightforwardness and composure Setting a developmental climate

Self-awareness

Team orientation

Decisiveness Hiring talented staff Putting people at ease Acting with flexibility

How Job Experiences are Used for Employee Development Promoti on

Enlargement of Current Transfer

Job Rotation (Lateral Move)

Externs hip

(Lateral Move)

Job Experience s

Downw ard Move

Tempora ry Assignm ent with Another Organiza

Sample HRD Jobs/Roles Executive/Manager HR Strategic Advisor HR Systems Designer/Developer Organization Change Agent Organization Design Consultant Learning Program Specialist Individual Development and Career Counselor Performance Consultant (Coach) Instructor/Facilitator Researcher

HR Manager Role Integrates HRD with organizational goals and strategies Promotes HRD as a profit enhancer Tailors HRD to corporate needs and budget Institutionalizes performance enhancement

HR Strategic Advisor Role Consults with corporate strategic thinkers Helps to articulate goals and strategies Develops HR plans Develops strategic planning education and training programs

Challenges for HRD Changing workforce demographics Competing in global economy Eliminating the skills gap Need for lifelong learning Need for organizational learning

CORPORATE LESSON A crow was sitting on a tree, doing nothing all day. A small rabbit saw the crow, and asked him, "Can I also sit like you and do nothing all day long?” The crow answered: "Sure, why not.”

So, the rabbit sat on the ground below the crow, and rested. All of a sudden, a fox appeared,

Jumped on the rabbit... and ate it.

CORPORATE LESSON

Moral of the story is…. To be sitting and doing nothing you must be sitting very, very high up.