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HUMAN RESOURCE MANAGEMENT HUMAN

IN

PRACTICE

RESOURCE DEVELOPMENT

MMag. Almina Bei

Department of Human Resource Management


Winter Term 2011 29 November 2011

Department of Human Resource Management

Outline

1. 2. 3. 4. 5.

What is Human Resource Development (HRD)? Strategy and HR Development Implementing HR Development HR Development Approaches Summary

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1. What is HR Development?

Human resource development (HRD) comprises the procedures and processes that purposely seek to provide learning activities to enhance the skills, knowledge and capabilities of people, teams and the organization so that there is a change in action to achieve the desired outcomes.
(Bratton & Gold 2007: 306)

HRD is the planned and systematic modification of behaviour through learning events, programmes and instructions that enable individuals to achieve the levels of knowledge, skill and competence needed to carry out their work effectively.
(Armstrong 2009: 535)

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1. What is HR Development?

Underlying assumption that,


- Employees are worth investing in - Through different forms of learning activities - And that there will be benefits for the individuals and the organization

Human Capital Theory


- People are worth investing in as a form of capital - Demand for knowledge and skills (general and firm-specific)

- Peoples performance and the results achieved are seen as a return on

investment - They are assessed in terms of costs and benefits - Training is required to close a gap between the desired and the already achieved outcomes

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1. What is HR Development?

Development vs. Training

Figure 1: Development versus Training Source: Mathis & Jackson (2011: 303)
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2. Strategy and HR Development

The strategic implementation of HRD


- Processes for equipping employees with skills, knowledge and

competencies - Enable employees to undertake current and future tasks within an organization

Elements of Strategic HRD


- Performance-related development - Implementation of specific programs - Sharing of responsibilities - Required resources - Success criteria and measurement - Line managers and employees set performance targets and - Identify the competencies required to achieve these targets

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3. Implementing HR Development

A systematic training approach

Figure 2: A four-stage training model Source: Bratton & Gold (2007: 329)
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3. Implementing HR Development

An Integrated and Systemic Approach Highlights key interdependencies within organizations, such as
- The link to strategy, - The role of line managers, - The link to team-based learning and - Knowledge transfer

A policy of HRD in the structures, systems and processes that might be called a learning climate or environment
- Employees have ready access to learning and opportunities for

progression - Skills and knowledge are valued and managers act as facilitators of development - Implementing coaching and mentoring

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4. HR Development Approaches

Common HR Development Approaches

Figure 3: HR Development Approaches Source: Mathis & Jackson (2011: 306)


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4. HR Development Approaches

On-the-job Approaches

Job Rotation
- Moving from job to job within organization - Fosters a greater understanding of the organization

Assistant positions
- Staff positions immediately under a manager

- Involvement in all organizational activities

Trainee programs
- Stays of several months in different functions of the organization

- Mentor support

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4. HR Development Approaches

On-the-job Approaches Coaching


- Carried out by a more experienced colleague or line-manager - Short-term purpose of contributing to performance improvements - Sometimes focuses on remedying employee under-performance

BP recently incorporated coaching as a key element of its development program for new first-level leaders. Each participant was paired with a more experienced colleague who was able to provide support through the program and further learning once the program had finished.
(Bratton & Gold 2007: 334)

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4. HR Development Approaches

On-the-job Approaches Mentoring


- Help given by one person to another to find new meanings in work

and/or life - In contrast to coaching


- Focus on longer term learning and development - Carried out by a senior manager (not line manager)

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4. HR Development Approaches

Off-the-job Approaches Courses and seminars


- Externally sponsored seminars - Continuing education

Outdoor development experiences


- Mainly for managers

- Wilderness excursions
- Teambuilding

Sabbaticals and Leaves of Absence


- Time off the job
- Widespread in academia and in business

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4. HR Development Approaches

The learning organization An organization which facilitates the learning of all its members and continuously transforms itself
- Concerned with ideas and practices to enhance the learning of groups

and individuals - Encouraging development efforts through shared information, culture and leadership that stress the importance of learning - Enhancing the benefit of the organization

Corporate Universities
- Development of managers and other employees - Do not provide a degree - Sometimes partnership with traditional universities

Development centers
- Linkage to performance management and appraisal

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4. HR Development Approaches

Knowledge management The management of the information, knowledge and experience available to an organization Creation, capture, storage, availability and utilization of these factors, in order that organizational activities build on what is already known, and extend it further Emphasis on the skills of employees who are knowledge workers Human capital accumulation one of the reasons for an investment in HRD
- Because it is people who own the intellectual capital and - Who are able to construct, manipulate and apply new knowledge,

adding value to what is produced

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5. Summary

HR development represents efforts to improve abilities of employees to handle a variety of assignments HR development includes efforts to cultivate capabilities of employees beyond those required by the current job The human capital theory suggests that people are worth investing in as a form of capital HR Development differs from simple training approaches Strategic HRD includes several elements (implementation of specific programs, sharing of responsibilities etc. There are several ways to implement HR development Approaches to HR development include on-the-job and off-the job approaches as well as a learning organization Knowledge management is the management of the information, knowledge and experience available to an organization

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Bibliography
Basic Literature
Bratton , J. & Gold J. (2007). Human Resource Management. Theory and Practice. 4 th ed. London: Palgrave Macmillan.

Supplemental Literature
Armstrong, M. (2009). Armstrongs Handbook of Human Resource Management. 11th ed. London: Kogan. DeCenzo, D.A. & Robbins, S.P. (2010). Human Resource Management. 10th ed. Hoboken: Wiley. Harzing, A. & Pinnington, A.H. (Eds.) (2011). International Human Resource Management. 3rd ed. London: Sage. Nieto, M.L. (2006). An Introduction to Human Resource Management. An Integrated Approach. London: Palgrave Macmillan. Wilton, N. (2011). An Introduction to Human Resource Management. London: Sage. York, K.M. (2010). Applied Human Resource Management. London: Sage.

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