Agenda

What exactly is HRD?

What constitutes the field of HRD? What do HRD practitioners do?

What are the competencies required to be a successful HRD practitioner? From the 21st century perspective

What is HRD?
Definition of HRD

Organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization."

Jerry Gilley & Steven Eggland

What constitutes HRD?

FOUR FUNDAMENTAL COMPONENTS
1

Individual development

Career development
Performance management Organizational development

From the 21st century perspective

What constitutes HRD?

Individual Development Personal development Acquisition of new knowledge New skills

Improved behavior
FOCUS Individual RESULT Short-term

What constitutes HRD?

Career Development Professional development Analyze and identify individual interests, values, and competencies required for future jobs Individual activities: Career planning, career awareness, etc. Organizational activities: mentoring, counseling, workshops, seminars, etc.
FOCUS Individual RESULT Long-term

What constitutes HRD?

Performance Management Systematic approach to improving organization performance Match the right individual with the right knowledge, tools, environment and job Relies on performance, causal and rootcause analysis to measure performance Analyses motivation system, work environment, appraisal systems, etc.
FOCUS Organization RESULT Short-term

What constitutes HRD?

Organization Development Directed at constructing new and creative organizational solutions to problems Enhances congruence among culture, structure, processes, mission & procedure Promotes closer working relation among practices, strategies and leadership Enables organization to regenerate itself as it confronts new challenges
FOCUS Organization RESULT Long-term

What do HRD Practitioners do?

5 Broad Categories
1. 2. 3. 4. 5.
IDENTIFIED

Leaders and Managers Learning Agents Instructional Designers Performance Engineers HRD Consultants (Performance and Change Agents)

Jerry Gilley & Steven Eggland

1989

What Competencies required?

Leaders and Managers
1. 2. 3. 4. Strong interpersonal skills Assertion skills Conflict-resolution skills Collaborative problem-solving skills 5. Mentoring skills 6. Establishing appropriate performance goals 7. Performance evaluation skills
Jerry Gilley & Steven Eggland

1989

What Competencies required?

Learning Agents
1. Good analysis and evaluation skills 2. Excellent group facilitation skills: Should relate well to others 3. High intelligence 4. Teaching skills; wants to teach 5. Seeks self-actualization, rather than security and money 6. Powerful written communication and presentation skills 7. Program design skills 8. Experience in subject-matter
Jerry Gilley & Steven Eggland

1989

What Competencies required?

Instructional Designers
1. Ability to conduct needs assessment 2. Assess learners and trainees 3. Analysis of job, task and content 4. Develop performance measurements 5. Specify instructional strategies 6. Design instructional material 7. Evaluate instruction/training 8. Design management system 9. Excellent planning skills 10.Excellent communication skills
Jerry Gilley & Steven Eggland

1989

What Competencies required?

Performance Engineers
1. Results driven 2. Investigative 3. Know how to set and maintain standards 4. Cooperative / collaborative 5. Flexible while maintaining key principles 6. Willing and able to add value
Jerry Gilley & Steven Eggland

1989

What Competencies required?

HRD Consultants
1. Interpersonal skills 2. Conceptual skills 3. Technical skills 4. Integrative skills 5. Analytical skills 6. Political awareness skills 7. Conflict resolution skills 8. Objectivity 9. Organizational awareness 10.Specialized knowledge
Jerry Gilley & Steven Eggland

1989