Human Resource Development

What is HRD?
A set of systematic and planned activities
designed by an organization to provide its
members with the opportunities to learn
necessary skills to meet current and future
job demands.
Werner and DeSimone

HRD is the integrated use of training and
development, career development and
organizational development to improve
individual and organizational effectiveness
McLagan

a process for developing and unleashing
human expertise through training and
development and organization development
for the purpose of improving performance.
Richard Swanson
HRD
Training and
Development
Organization
Development
Career
Development
Evolution of Human Resource
Development /
The Progression toward a Field of Human Resource
Development
A. Early Apprenticeship Training Programs
B. Early Vocational Education Programs
C. Early Factory Schools
D. Early Training Programs for Semiskilled and
Unskilled Workers
E. The Human Relations Movement
F. The Establishment of the Training Profession
G. Emergence of Human Resource Development

Early Apprenticeship Training
Programs
Early Apprenticeship Training Programs
Origins of HRD can be traced to apprenticeship training
programs in the eighteenth century.

small shops operated by skilled artisans employed
additional workers

They working in the shop for several years until they
became proficient in their trade

Apprentices who mastered all the necessary skills were
considered yeomen, and could leave their master and
establish their own craft shops
Early Vocational Education Programs
Early Vocational Education Programs
In 1809, DeWitt Clinton founded the first
recognized, privately funded vocational school
to provide occupational training to unskilled
young people who were unemployed or had
criminal records

It was a public solution to a social problem
Early Factory Schools
Early Factory Schools
Industrial Revolution during the late 1800s made
machines to replace the hand tools of the artisans

They also created a significant demand for the
engineers, machinists, and skilled mechanics

the demand for skilled workers asked the factories to
created mechanical and machinist training programs,
which were referred to as factory schools.
Early Training Programs for
Semiskilled and Unskilled Workers
Early Training Programs for
Semiskilled and Unskilled Workers
Very few companies offered training programs for
unskilled or semiskilled workers.

the introduction of the Model T by Henry Ford in 1913. The Model T
was the first car to be mass-produced using an assembly line, in
which production required only the training of semiskilled workers
to perform several tasks.

World War I. To meet the huge demand for military equipment,
many factories that produced nonmilitary goods had to retool their
machinery and retrain their workers, including the semiskilled.
The Human Relations Movement
The Human Relations Movement
Undesirable by-products of the factory system was the
frequent abuse of unskilled workers, including children,
who were often subjected to unhealthy working
conditions, long hours, and low pay.

Theories like Maslows serve to reinforce the notion that
the varied needs and desires of workers can become
important sources of motivation in the workplace.
The Establishment of the Training
Profession
The Establishment of the Training
Profession
World War II led to the establishment of new training
programs within larger organizations and unions.

The federal government established the Training
Within Industry (TWI) Service to coordinate training
programs across defense-related industries.


Emergence of Human Resource
Development
Emergence of Human Resource
Development

During the 1960s and 1970s, professional trainers realized
about employee involvement in many organizations
required trainers to also coach and counsel employees.

Training and development (T&D) competencies therefore
expanded to include interpersonal skills such as coaching,
group process facilitation, and problem solving.
American Society for Training and Development
(ASTD) approved the term human resource
development to encompass this growth and change.

Books by individuals such as LEONARD AND ZEACE
NADLER appeared in the late 1980s and early 1990s,
and these helped to clarify and define the HRD field
The Relationship Between
Human Resource
Management And
HRD/Training
What is HRM And HRD?
HRM is the process of managing human
talents to achieve organizations objective.
The process include the process of
A. Recruitment and selection
B. Compensation and benefits
C. Labor and industrial relations
D. Management of employees
E. Safety and health in organizations.
HRD
HRD is defined as a set of systematic and
planned activities designed by an organization
to provide its members with the opportunities
to learn necessary skills to meet current and
future job demands.
Training and development
Career planning and development
Performance appraisals and
Change management
Organizational development.
HRM
Recruitment
and selection
Compensation
and benefits
Labor and
Industrial
relations
Safety &
Health
management
HRD
Training and
development
Performance
Appraisals
Management
Career
planning and
development
Change
Management
Organized To Produce
Behavioural Change
Process of
managing
human
HRM Function
Primary Functions-directly involved
with obtaining, maintaining, and
developing employees

A. Human resource planning
B. Equal employment opportunity
C. Staffing (recruitment and selection)
D. Compensation and benefits
E. Employee (labor) relations
F. Health, safety, and security
G. Human resource development
Secondary functions - either
provide support for general
management activities

A. Organization/job design activities
B. Performance management and
performance appraisal systems
C. Research and information systems
HRD
Functions
Training and
Development
Organization
Development
Career
Development
1. Training and Development
(T&D)
Focus on changing or improving
the knowledge, skills, and
attitudes of individuals
1. Training and Development (T&D)
Training
providing employees the knowledge and skills needed
to do a particular task or job, though attitude change
(e.g., in sexual harassment training).

Developmental Activities
A longer-term focus on preparing for future work
responsibilities while also increasing the capacities of
employees to perform their current jobs
Training and Development (T&D)
Methods
Employee Orientation - is the process by which new
employees learn important organizational values and norms,
establish working relationships, and learn how to function
within their jobs.

Skills And Technical Training Programs - is to teach the
new employee a particular skill or area of knowledge
Coaching
Individuals are encouraged to accept responsibility for their
actions, to address any work-related problems, and to achieve
and sustain superior levels of performance.

Counseling Techniques
Are used to help employees deal with personal problems that
may interfere with the achievement of these goals.

Management Training And Development Programs
To ensure that managers and supervisors have the knowledge
and skills necessary to be effective in their positions.
Organization Development
The process of enhancing the effectiveness of
an organization and the well-being of its
members through planned interventions that
apply behavioral science concepts.
OD emphasizes both macro and micro
organizational changes

Macro changes
Intended to ultimately improve the effectiveness of
the organization as a whole

Micro changes
Directed at individuals, small groups, and teams.
Career Development
an ongoing process by which
individuals progress through a series of
stages, each of which is characterized by
a relatively unique set of issues, themes,
and tasks.
Career development involves two distinct
processes:
1. Career Planning
2. Career Management.
Career Planning
Career planning involves activities performed by
an individual, often with the assistance of
counselors and others, to assess his or her skills
and abilities in order to establish a realistic
career plan.
Career Management
Career management involves taking the
necessary steps to achieve that plan, and
generally focuses more on what an organization
can do to foster employee career development.
HRD Beliefs
1- People can do better and do wonders.
2- Involve them, trust them and treat them as
resource or assets.
3- Fours on strengths of people and help them
overcome their weakness.
4- Integrate individuals needs & aspiration to
organization
HRD Climate
HR means employees in organization, who work to
increase the profit for organization.

Development, it is acquisition of capabilities that are
needed to do the present job, or the future expected
job.

HRD is the process of helping people to acquire
competencies.
HRD Climate
Organisational climate is a set of characteristics of
an organization which are referred in the images
employees make of the policies, practices and
conditions which exist in the working environment.
Abraham
What is needed to Develop
Organisational Climate in
Organization
1. Top to Bottom effort
2. Motivator role of Manager
and Supervisor
3. Faith upon employees
4. Free expression of Feelings
5. Feedback
6. Helpful nature of employees
7. Supportive personnel
management
8. Encouraging and risk taking
experimentation
9. Discouraging stereotypes and
favoritism
10. Team Spirit
Components of HRD Climate
1. Organisational Structure
2. Organisational Culture
3. HR Processes
Organisational Structure
The structure enables the peoples energy to
be focused towards process achievement and
goal achievement. Employee must have a
clear definition of not only the work
structure but also the role used to organize
the work
Organisational Culture
Organisational culture is the pattern of
beliefs, knowledge, attitudes, and customs
that exists within an organization.

HR Processes
The HR system of an organization should be
comprehensive enough to take care of
employees from the time they join till the
time they leave HR.

What is HRD culture?
The collective behavior of humans who
are part of an organization and the
meanings that the people attach to their
actions.
Culture includes the organization values, visions, norms,
working language, systems, symbols, beliefs and habits.

It is also the pattern of such collective behaviors and
assumptions that are taught to new organizational
members as a way of perceiving, and even thinking and
feeling.
Role and competencies of HRD
professional
Role and competencies of HRD
professional

HRD professional must perform a wide
variety of functional roles

A functional role is a specific set of tasks and
expected outputs for a particular job
Bottom of the Pyramid -
Foundational
Competencies

Middle of the Pyramid -
Areas of Expertise

Top of the Pyramid- four
key roles for HRD
professionals
Three areas of
foundational competencies needed by all HRD
professionals - Bernthal and Colleagues
1. Personal
2. Interpersonal
3. Business/Management
1. Personal Competencies
Demonstrating Adaptability
The ability to change (or be changed) to fit changed
circumstances.

Modeling Personal Development
A process of individual self-development and the
development of others.
2. Interpersonal Competencies
A. Building Trust
B. Communicating Effectively
C. Influencing Stakeholders
D. Leveraging Diversity
E. Networking and Partnering
3. Business/Management
Competencies
A. Analyzing Needs and Proposing Solutions
B. Applying Business Acumen
C. Driving Results
D. Planning and Implementing Assignments
E. Thinking Strategically
Areas of Expertise: Supported by
Technology
Designing Learning
Improving Human Performance
Delivering Training
Measuring and Evaluating
Facilitating Organizational Change
Managing the Learning Function
Coaching
Managing Organizational Knowledge
Career Planning and Talent Management
Workplace Learning and Performance
Roles
Learning Strategist

Business Partner

Project Manager

Professional Specialist
Learning Strategist
He Involved in the high-level decision making
concerning how HRD initiatives will support the
goals and strategies of an organization.

The Business Partner
He works together with managers and others in
determining how the HRD initiative will be
implemented and evaluated.
The Project Manager
He involved with the day-to-day planning,
funding, and monitoring of HRD initiatives.

The Professional Specialist
He adds his or her expertise to particular areas,
for example, designing, developing, delivering,
and evaluating an HRD initiative.
Roles Played By of HRD
Professionals
A. The HRD Executive/Manager
B. The HRD Practitioner
A. The HRD Executive/Manager
Primary responsibility for all HRD activities.
HRD executive must work closely with the
HRM executive
Promote the value of HRD
Establishes a clear relationship between HRD
expenditures and organizational effectiveness
The HRD Practitioner
Other HRD Roles and Outputs
for HRD Professionals
Other HRD Roles and Outputs for HRD
Professionals
HR Systems
Designer/Developer

Organization Change Agent

Organization Design
Consultant

Learning Program Specialist
Instructor/Facilitator

Individual Development and
Career Counselor

Performance Consultant (Coach)
Researcher
Challenges To Organizations And
To HRD Professionals
Competing in a Global Economy

Eliminating the Skills Gap

Increasing Workforce Diversity

The Need for Lifelong Learning

Facilitating Organizational Learning

Addressing Ethical Dilemmas
HRD frame work
HRD Need
Assessment
Creating A HRD
program
HRD Program
Implementation
Evaluation
of HRD
Program
HRD
FRAMEWORK
A Framework For The HRD
Process
Intervention of HRD in to an
Organization
HRD Intervention
HRD interventions should be designed using a four-
step process or sequence

1. Needs Assessment
2. Design
3. Implementation
4. Evaluation
Needs ssessment
esign
plementation
valuation
(A DImE)
The HRD Process - ADImE
1. Needs Assessment
What is Need?
Difference or gap between what an
organization expects to happen and
what actually occurs.

What is Need Assessment?
A process by which an organizations
HRD needs are identified and
articulated.

Needs Assessment - Example
What we identify in Need
Assessment?

a) An organizations goals and its effectiveness in reaching
these goals.

b) Gaps between current skills and the skills needed to
perform the job successfully.

c) Gaps between employees skills and the skills required
for effective current job performance.

d) The conditions under which the HRD activity will occur.

Levels of Need Assessment
1. Organizational analysis
Where is training needed and under what
conditions?

2. Task analysis
What must be done to perform the job effectively?

3. Individual analysis.
Who should be trained and how?
2. Design Phase
Phase Two: Design
Design Phase

It Involves designing the HRD
program or intervention
Design Phase Activities Include
A. Setting objectives
B. Selecting the trainer or vendor
C. Developing lesson plans
D. Selecting methods and techniques
E. Preparing materials
F. Scheduling training

A. Setting objectives
HRD objectives
Performance Assemble a chair
Conditions
using a
screwdriver and
hammer
Criteria
within one hour
without
mistakes
Make or Buy Decision
Whether you want to buy or give
training programs by yourself?
Problems in giving training by
organization itself
You cannot be an expert on everything
maintain a full-time staff
cant afford the time or money
Much training is purchased,
rather than self-produced
Factors to be considered before
purchasing an HRD program
Level of expertise available/required
Timeliness
Number of trainees
Subject matter
Cost
Size of HRD organization
X Factor (other conditions)
Other to be considered before
purchasing an HRD program
Vendor credentials
Vendor background
Vendor experience
Philosophical match (between vendor and
organization)
Delivery method
Training Delivery Methods
A. On-the-Job Training
B. Off- the- Job Training
C. Classroom Training
D. Self-Paced Training
A. On-the-Job Trianing
Job Instruction Training (JIT)
Prepare the worker , Present the task, Practice the task, Follow up.

Job Rotation
Train on different task/ positions, often used to train entry level
managers, To provide back up in production position.

Coaching
Between worker and supervisor. Can provide specific performance
improvement and correction.

Mentoring
senior employee paired with a junior employee (protg), Helps to
learn the ropes, Prepares protg for future advancement
Off- the- Job Training
Day release
Distance learning / evening classes
Block release courses
Sandwich courses
Sponsored courses in higher education
C. Classroom Training
Lecture
Discussion
Experimental Methods
Self-Paced or Computer-Based Training
D. Audiovisual Media Methods
STATIC MEDIA- Printed materials, Lecture
notes, Work aids, Handouts

DYNAMIC MEDIA- Audio cassettes, CDs, Film,
Videotape, Video disc

TELECOMMUNICATIONS- Instructional TV,
Teleconferencing, Videoconferencing
E. Computer-based Training (CBT)
Interactive with user

CBT can provide progress reports and be
tailored to specific instructional objectives

Trainee works on own with minimal
facilitation by instructor who is elsewhere
3. Implementation Phase
3. Implementation Phase
Assessment and design phases is to implement
effective HRD programs or interventions.

The program or intervention must be delivered
or implemented using the most appropriate
means or
4. Evaluation Phase
4. Evaluation Phase
Evaluation is the final phase in the training
and HRD process.

Effectiveness of the HRD intervention is
measured.
Factors to be considered Evaluation
Phase
a) The degree to which a training (or other HRD
program) achieves its intended purpose

b) Measures are relative to some starting point

c) Measures how well the desired goal is achieved
Purposes of Evaluation
Determine whether the program is meeting the
intended objectives
Identify strengths and weaknesses
Determine cost-benefit ratio
Identify who benefited most or least
Determine future participants
Provide information for improving HRD programs
Reinforce major points to be made
Gather marketing information
Determine if training program is appropriate
Establish management database