Hrd Evolution Rj2012_13_w7bhrd

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HRD-160-2

Early Training forUnskilled/Semiskilled Workers

Mass production (Model T)

Semiskilled and unskilled workersProduction line – one task = one worker

Werner & DeSimone 2006 7

World War IRetool & retrain

“Show, Tell, Do, Check” (OJT)

Human Relations Movement

Factory system often abused workers

“Human relations” movement promotedbetter workin conditions


Start of business & managementeducationTied to Maslow’s hierarchy of needs

Establishment of the TrainingProfession

Outbreak of WWII increased the needfor trained workersFederal overnment started the


Training Within Industry (TWI) program1942 – American Society for TrainingDirectors (ASTD) formed

Emergence of HRD

Employee needs extend beyond thetraining classroomIncludes coaching, group work, and


pro em so vingNeed for basic employee developmentNeed for structured career development

ASTD changes its name to the AmericanSociety for Training and Development

Relationship Between HRMand HRD

Human resource management (HRM)

encompasses many functionsHuman resource develo ment HRD is


just one of the functions within HRM

Primary Functions of HRM

Human resource planning

Equal employment opportunity


Compensation and benefitsEmployee and labor relationsHealth, safety, and securityHuman resource development



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Secondary HRM Functions

Organization and job design

Performance management/erformance a raisal s stems


Research and information systems

Line versus Staff Authority

Line Authority – given to managers

directly responsible for the productionof goods and services (direct function)


Staff Authority – given to units thatadvise and consult line units

Limits of Authority

HRM & HRD units have staff authority(Overhead function)Line authorit takes recedence


Scope of authority – how far (howmuch) can you authorize?

HRD Functions

Training and development (T&D)Organizational development


Training and Development(T&D)

Training – improving the knowledge,

skills and attitudes of employees for theshort-term, particular to a specific job


or task – e.g.,Employee orientationSkills & technical trainingCoachingCounseling

Training and Development(T&D)

Development – preparing for future

responsibilities, while increasing thecapacity to perform at a current job


Management trainingSupervisor development



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Organizational Development

The process of improving anorganization’s effectiveness andmember’s well-being through the


conceptsFocuses on both macro- and micro-levelsHRD plays the role of a change agent

Career Development

Ongoing process by which individuals

progress through series of changes untilthey achieve their personal level of


maximum achievement.Career planning

Career management

Learning & Performance


By Permission: Naughton & Rothwell (2004)

Critical HRD Issues

Strategic management and HRDThe supervisor’s role in HRD


Strategic Management & HRD

Strategic management aims to ensure

organizational effectiveness for theforeseeable future – e.g., maximizing


profits in the next 3 to 5 yearsHRD aims to get managers and workersready for new products, procedures,and materials

Supervisor’s Role in HRD

Implements HRD programs and

proceduresOn-the- ob trainin OJT


Coaching/mentoring/counselingCareer and employee development

A “front-line participant” in HRD



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Organizational Structure ofHRD Departments

Depends on company size, industry and

maturityNo sin le structure used


Depends in large part on how well theHRD manager becomes an institutionalpart of the company – i.e., a revenuecontributor, not just a revenue user

HRD Organization in a LargeCompany


Sample HRD Jobs/Roles

Executive/ManagerHR Strategic Advisor


Organization Change AgentOrganization Design ConsultantLearning Program Specialist

Sample HRD Jobs/Roles – 2

Instructor/FacilitatorIndividual Development and CareerCounselor


Performance Consultant (Coach)Researcher

HR Manager Role

Integrates HRD with organizational

goals and strategiesPromotes HRD as a rofit enhancer

29

Tailors HRD to corporate needs andbudgetInstitutionalizes performanceenhancement

Werner & DeSimone 2006

HR Strategic Advisor Role

Consults with corporate strategic

thinkersHel s to articulate oals and strate ies


Develops HR plansDevelops strategic planning educationand training programs



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HR SystemsDesigner/Developer

Assists HR manager in the design and

development of HR systemsDesi ns HR ro rams


Develops intervention strategiesPlans HR implementation actions

Organization Change Agent

Develops more efficient work teams

Improves quality management


Develops change reports

Organization DesignConsultant

Designs work systemsDevelops effective alternative workdesi ns


Implements changed systems

Learning Program Specialist

Identifies needs of learnersDevelops and designs learning

ro rams


Prepares learning materials andlearning aidsDevelops program objectives, lessonplans, and strategies

Instructor/Facilitator

Presents learning materials

Leads and facilitates structured learningex eriences


Selects appropriate instructionalmethods and techniquesDelivers instruction

Individual Development andCareer Counselor

Assists individuals in career planning

Develops individual assessments


Provides career guidance



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Performance Consultant(Coach)

Advises line management on

appropriate interventions to improveindividual and group performance


Provides intervention strategiesDevelops and provides coaching designsImplements coaching activities

Researcher

Assesses HRD practices and programs

Determines HRD program effectiveness


HRD programs to address current andfuture problems

Certification and HRD

Certified Professional in Learning andPerformance (CPLP™)

The ASTD Certification Institute offers workplacelearning and performance (WLP) professionals an


opportunity to enhance credibility and prove value inan increasingly competitive marketplace. It coversnine areas of expertise as defined by the ASTDCompetency Model .

Professional in Human Resources (PHR)SHRM offers the PHR exam to all HR professionals

..\PHR Exam Breakdown by Topic.doc

Challenges for HRD

Changing workforce demographicsCompeting in global economy


Need for lifelong learningNeed for organizational learning

Changing Demographics in theU.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 GlobalEconomy

New technologies

Need for more skilled and educatedworkers


Cultural sensitivity requiredTeam involvementProblem solvingBetter communications skills



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Eliminating the Skills Gap

Example: In South Carolina, 47% of enteringhigh school freshmen don’t graduate.

Best state is Vermont, with 81% graduating


Emp oyees nee to e taug t asic s i s:MathReading

Applied subjects

Need to improve U.S. schools!

Need for Lifelong Learning

Organizations change

Technologies change


Processes changePEOPLE must change!!

Need for OrganizationalLearning

Organizations must be able to learn,adapt, and changePrinciples:


Systems thinkingPersonal masteryMental modelsShared visionsTeam learning

A Framework for the HRDProcess

HRD efforts should use the followingfour phases (or stages):Needs assessment


DesignImplementationEvaluation

(“A DImE”)

Training & HRD Process Model


Needs Assessment Phase

Establishing HRD priorities

Defining specific training and objectives




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Design Phase

Selecting who delivers program

Selecting and developing programcontent


Scheduling the training program

Implementation Phase

Implementing or delivering the program


Evaluation Phase

Determining program effectiveness – e.g.,Keep or change providers?


What are the true costs?Can we do it another way?

Summary

HRD is too important to be left toamateursHRD should be a revenue roducer not


a revenue userHRD should be a central part ofcompany

You need to be able to talk MONEY

Hrd Evolution Rj2012_13_w7bhrd

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