Introduction to Human

Resource Development
Chapter 1

Werner & DeSimone (2006) 1

Chapter Objectives
Define HRD
Relate development of HRD
Distinguish between HRD and HRM
Identify & describe major HRD functions
Describe how HRD links with corporate goals and
strategies
Recognize various competencies of an HRD
professional
Cite contemporary challenges
Identify major phases of HRD process

2
Have you ever
Trained a new employee to do his or her
job (either formally or informally)
Taught another person how to use a
new technology, for example, how to
conduct an effective PowerPoint
presentation
Attended an orientation session for new
employees
Taken part in a company-sponsored
training program
3
Defining Human Resource
Development (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.
Learning is the core of all HRD
efforts
4
HRD Activities in the
Workplace
Should start with employee joining
organization
Should continue throughout
employment
Must be responsive to work and job
changes
Must reflect corporate goals and
strategies
5
Evolution of HRD
Early apprenticeship programs
Early vocational education programs
Early factory schools
Early training for unskilled/semiskilled
Human relations movement
Establishment of training profession
Emergence of HRD

Werner & DeSimone (2006) 6

Progressions towards HRD
Development - 1
Apprentice training programs
Artisans:- small shop produced household
goods such as furniture, clothing, shoes
Apprentice:- learned craft of their master
Yeoman:- apprentices who mastered all the
necessary skills
Master:- establish their own craft shops
Franchises:-
Craft Guilds:- - yeomanries

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Early Vocational Education
Programs
1809 DeWitt Clintons manual
school
1863 President Lincoln signs the
Land-Grant Act promoting A&M
colleges
1917 Smith-Hughes Act provides
funding for vocational education at
the state level
Werner & DeSimone (2006) 8
Early Factory Schools
Industrial Revolution increases
need for trained workers to design,
build, and repair machines used by
unskilled workers
Companies started machinist and
mechanical schools in-house
Shorter and more narrowly-focused
than apprenticeship programs

Werner & DeSimone (2006) 9

Early Training for
Unskilled/Semiskilled
Workers
Mass production (Model T)
Semiskilled and unskilled workers
Production line one task = one
worker
World War I
Retool & retrain
Show, Tell, Do, Check (OJT)

Werner & DeSimone (2006) 10

Human Relations
Movement
Factory system often abused workers
Human relations movement
promoted better working conditions
Start of business & management
education
Tied to Maslows hierarchy of needs

Werner & DeSimone (2006) 11

Establishment of the
Training Profession
Outbreak of WWII increased the
need for trained workers
Federal government started the
Training Within Industry (TWI)
program
1942 American Society for
Training Directors (ASTD) formed

Werner & DeSimone (2006) 12

Emergence of HRD
Employee needs extend beyond the
training classroom
Includes coaching, group work, and
problem solving
Need for basic employee development
Need for structured career development
ASTD changes its name to the American
Society for Training and Development

Werner & DeSimone (2006) 13

Relationship Between HRM
and HRD
Human resource management
(HRM) encompasses many
functions
Human resource development
(HRD) is just one of the functions
within HRM

Werner & DeSimone (2006) 14

Organization Chart of Large
HRM Divisions
Figure 1-1

Vice President
Human Resource Management

EEOOfficer

HR Research and Staffing Employee Relations HRD Compensation and

Planning Director Director Director Director Benefits Director

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Primary Functions of HRM
Human resource planning:- needs of
human resource
Equal employment opportunity:-
prevention of discriminatory
policies, procedures, and practices
Staffing:- recruit and select the
potential applicant for current and
future openings.
Werner & DeSimone (2006) 16
Cont
Compensation and benefits:-
establishing the wage structure,
competitive benefit packages,
incentives for individual, team etc.
Employee and labor relations:-
develop working relation with each
labor union

Werner & DeSimone (2006) 17

Cont..
Health, safety, and security:- promote a
safe and healthy work environment
through safety training, employee
assistance programs, health and
wellness programs.
Human resource development:- to
ensure that employees the skills and
competencies to meet current & future
job demands

Werner & DeSimone (2006) 18

Secondary HRM Functions
Organization and job design
Performance management/
performance appraisal systems
Research and information systems

Werner & DeSimone (2006) 19

Line versus Staff Authority
Line Authority given to managers
directly responsible for the
production of goods and services
(direct function)
Staff Authority given to units that
advise and consult line units

Werner & DeSimone (2006) 20

Limits of Authority
HRM & HRD units have staf
authority (Overhead function)
Line authority takes precedence
Scope of authority how far (how
much) can you authorize?

Werner & DeSimone (2006) 21

HRD Functions
Training and development (T&D)
Organizational development
Career development

Werner & DeSimone (2006) 22

Training and Development
(T&D)
Training improving the
knowledge, skills and attitudes of
employees for the short-term,
particular to a specific job or task
e.g.,
Employee orientation
Skills & technical training

Werner & DeSimone (2006) 23

Training and Development
(T&D)
Development preparing for future
responsibilities, while increasing the
capacity to perform at a current job
Coaching:- encouraged to accept
responsibility, can address work related
problems, sustain superior performance
Counseling:- given to deal with personal
problem which interfere in achievement
of goals.

Werner & DeSimone (2006) 24

Organizational
Development
The process of improving an
organizations effectiveness and
members well-being through the
application of behavioral science
concepts
Focuses on both macro- and micro-
levels
HRD plays the role of a change
agent
Werner & DeSimone (2006) 25
Career Development
Ongoing process by which individuals
progress through series of changes
until they achieve their personal
level of maximum achievement. It
involves two distinct processes
Career planning:- assess his or her skills
and abilities in order to establish a
realistic career plan

Werner & DeSimone (2006) 26

Cont..
Career management:- taking
necessary steps to achieve that plan,
and to foster employees career
development

Werner & DeSimone (2006) 27

The New Learning and
Performance Wheel
Paul Bernthal and his colleagues
developed a new learning and
performance wheel.
Several things should be noted
about this wheel
Business strategy is at hub
Upper right spokes depict traditional
HRM functions

28
 Lower right spokes depict other
functions driving performance
Left side is expanded view of HRD

Werner & DeSimone (2006) 29

The New Learning and
Performance Wheel
Figure 1-2 The New Learning and Performance Wheel

Selection, Staffing, & Job Design

Business
Strategy

SOURCE: Davis, P., Naughton, J., & Rothwell, W. (2004). New roles and new competencies
for the profession. T&D, 58(4), 26-36

30
Strategic Management
and HRD
Johnson and Scholes suggest three
main elements to strategic
management
Strategic analysis
Strategic choice
Strategy implementation

31
Strategic Analysis:- what are the
opportunities and threats in the
environment and what are the
competencies( strengths and
weaknesses) of the organization.

Werner & DeSimone (2006) 32

HRD consideration is
Might be that to analyze that
current skills level employees
available in the organization or it
might be developed

Werner & DeSimone (2006) 33

Strategic choice:- evaluating and
selecting the best strategy from the
generated strategic options
Here, HRD consideration is
Select the strategy and recruit the staff or
trained the staff as per selected strategy
Or select the strategy as per the
competencies held by employees

Werner & DeSimone (2006) 34

Strategy Implementation:- it is
related with the system and structure
needed for chosen strategic options
(termed as strategic architecture)
Here, the HRD consideration is .
Design and deliver the major training
and development program to support
the change.

Werner & DeSimone (2006) 35

Thus, in short..
Strategic management aims to
ensure organizational effectiveness
for the foreseeable future e.g.,
maximizing profits in the next 3 to
5 years
HRD aims to get managers and
workers ready for new products,
procedures, and materials
Werner & DeSimone (2006) 36
Supervisors Role in HRD
Implements HRD programs and
procedures
On-the-job training (OJT)
Coaching/mentoring/counseling
Career and employee development
A front-line participant in HRD

Werner & DeSimone (2006) 37

Roles And Competencies
Of An HRD Professional
There are two types of HRD
professionals
HRD Executive/Manager
HRD Practitioner

Werner & DeSimone (2006) 38

Roles of HRD
Executives/Managers
The prime role of HRD Managers is
to assist people in obtaining the
knowledge and skills they need for
present and future jobs
HRD manager enable the human
resource performance so
organization reaches its stated
objectives
Werner & DeSimone (2006) 39
Werner & DeSimone (2006) 40
Training Role:-
to develop the needed competencies
of various role occupants
And to develop good training program
Research Role:-
Must identify the competencies that
needed in the future

Werner & DeSimone (2006) 41

 Researcher need to develop their
insights into the organizational needs
and process
Consulting Role:-
Various teams as well as individuals
need consultation to accomplish task

Werner & DeSimone (2006) 42

Change Management Role:-
Training becomes essential to
enhance the ability of strategic
thinking, taking responsibility, feeling
accountable, enhancing creativity,
empowering the others
Training as a strategic partner serves
to transform the organization

Werner & DeSimone (2006) 43

Competencies Of HRD
Executives/Managers
Role-makers rather than role taker
Integrate HR Policies and Practices
into Company Business
Versatile

Werner & DeSimone (2006) 44

Cont.
Learning individuals
Empathy
Knowledge of behavioral science
Networkers
Business Driven
Research Driven
System Driven
Werner & DeSimone (2006) 45
Roles of HRD Practitioner

HR Strategic Advisor-
Consult strategic decision maker
about the HRD issues that directly
affect the articulation of organization
strategy and performance goals

Develops strategic planning

education and training programs

46
Cont.

HR Systems Designer and

Developer-
Assists HR management in design and
development of HR system that affect
the organization performance
Designs HR program
Develop Intervention strategies
Plan Implementation of HR programs

47
Cont..

Organization Change Agent-

Advices management in Design and
implementation of change strategies to
transform organization
Organizational Design Consultant-
Advises on work system design for
effective use of Human resource

48
Cont

Learning Program Specialist( or

Instructional Designer)
Develops and designs appropriate
learning programs by identifying the
needs of learners
Prepares materials and training aid

49
Cont

Instructor/facilitator
Presents materials and leads and
facilitates structured learning
experiences
Performance Consultant
Advises line management on
appropriate interventions to improve
individual and group performance

50
Cont

Individual Development and Career

Counselor
Assists employees in assessing their
competencies and goals in order to
develop a realistic plan
Researcher
Assesses HRD programs and practices
to determine overall effectiveness

51
Competencies of HRD
Practitioner
HRD professionals need to possess
many different skills or Competencies
Business Competencies:-
Business understanding
Cost-benefit analysis
Delegation skill
Industry understanding
Organizational behavioral understanding

Werner & DeSimone (2006) 52

 Organizational development understanding
Project management skill
Records management skill
Interpersonal Competencies:-
Coaching skills
Feedback skills
Negotiation skills
Presentation skills

Werner & DeSimone (2006) 53

 Relationship building skills
Technical competencies
Career development skills
Competencies identification skills
Research skills
Training and development

Werner & DeSimone (2006) 54

Organizational Structure of
HRD Function
Figure 1-3

Director
Human Resource Development
HRD Research and
Program Developer
Evaluation Specialist

Management Skills Organization Career

Development Training Development Development
Specialist Administrator Specialist Counselor

On-the-Job Training Safety Trainer Sales Trainer

Coordinator

55
Sample HRD Organization
Chart
Figure 1-4 Vice President
Human Resource Development

Assistant Vice President

District Training

Manager, Manager, Customer Manager, Safety

Management/Executive Sales Training Training
Development
Manager, Manager, Store Management Manager, Driver
Support Services Training Training

Manager, Manager, Training Manager,

Organization Development Facilities and Facilities and
and Change Equipment Equipment
Manager,
Research, Planning,
and Evaluation

56
Certification and Education
for HRD Professionals
To increase credibility of HRD filed
ASTD began Certified Professional
in Learning and Performance
program
150 item multiple choice test
Submission of Work Project
Described on ASTD website

57
HRM Certifications
Human Resource Certification Institute (HRCI)
Professional in Human Resources (PHR)
225 item multiple choice exam, 17% are HRD related
Senior Professional in Human Resources (SPHR)
225 item multiple choice exam, 17% are HRD related
Global Professional in Human Resources GPHR)
165 M/C items, 14% HRD related

Must pass test and have at least 2 years

exempt-level HR work experience

58
Emerging Workplace Trends -
1
1. Drastic times, drastic measures:
Due to the Uncertain economic conditions it forces
organizations to reconsider how they can grow and be
profitable.
2. Blurred lineslife or work?
New organizational structures are changing the nature of work
for employees and HRD professionals.
3. Small world and shrinking:
Global communication technology is changing the way people
connect and communicate.
4. New faces, new expectations:
Diversity in the workplace continues to rise.

SOURCE: Davis, P., Naughton, J., & Rothwell, W. (2004). New roles and new
competencies for the profession. T&D, 58(4), April, 2636. Copyright April 2004
from T+D

59
Emerging Workplace
Trends - 2
5. Work be nimble, work be quick:
The accelerated pace of change requires more adaptable
employees and nimbler organizations.
6. Security alert!
Concerns about security and about the ability of governments to
provide protection have increased individual anxiety levels
worldwide.
7. Life and work in the e-lane:
Technology, especially the Internet, is transforming the way people
work and live.
8. A higher ethical bar:
Ethical lapses at the highest levels in large organizations have
shaken employees loyalty, trust, and sense of security.

SOURCE: Davis, P., Naughton, J., & Rothwell, W. (2004). New roles and new
competencies for the profession. T&D, 58(4), April, 2636. Copyright April
2004 from T+D

60
Challenges to HRD
professionals and
organization
Increasing workforce diversity
Competing in global economy
Eliminating the skills gap
Meeting need for lifelong learning
Facilitating organizational learning

61
1) Increasing Workforce
Diversity:-

Now a days, there is a large workforce

diversity in the organization
You can find the diversity in racial,
ethnic and in gender as well as aged
employees
The diversity in ethnic and racial
increase the cultural difference and
also language differences

Werner & DeSimone (2006) 62

Implications on HRD:
To manage these cultural differences
as well as language differences is a
challenge for HRD

Werner & DeSimone (2006) 63

 There is also a gender diversity in
organization
There are large number of women are
in organization
So, it is a challenge for HRD
professional to safeguard them from
sexual harassment
And to provide the development
opportunity and career advancement

Werner & DeSimone (2006) 64

 And also there is aged people in the
workplace so due to these HRD have
to develop that kind of learning
programs which can recognize the
learning-related needs of both young
and older workers

Werner & DeSimone (2006) 65

2) Competing In A Global
Economy
Globalization create the competent
landscape
To compete in that global economy, it
is needed that organizations have that
kind of managers which can compete
globally and can be a global leader
To develop the manager who can
compete globally and can be global
leader is the challenge for HRD

Werner & DeSimone (2006) 66

3) Eliminating The Skills
Gap
In this era, companies find the skill gap
So , it is a challenge for HRD that how
HRD professional train and learn even
most of have not basic skills
For example:- how an HRD professional
taught to manipulate computer-
controlled machines even they dont
understand the basic math? Or cant
read or comprehend operating manuals

Werner & DeSimone (2006) 67

4) The Need For Lifelong
Learning
Employees must be updated their
skills and competencies
So, it is also challenge for HRD
professional

Werner & DeSimone (2006) 68

5) Facilitating organization
learning

Werner & DeSimone (2006) 69

Changing Demographics in
the U.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%

Werner & DeSimone (2006) 70

A Framework for the HRD
Process
HRD efforts should use the
following four phases (or stages):
Needs assessment
Design
Implementation
Evaluation
(A DImE)
Werner & DeSimone (2006) 71
Training & HRD Process
Model

Werner & DeSimone (2006) 72

Needs Assessment
Needs can be.
Need of the organization
individual employees skills
Knowledge and attitudes
Functional responsibilities as well as
departments needs
Establish priorities for Needs
Evaluation criteria

73
Design Phase
Define objectives
Develop lesson plan
Develop/acquire materials ( workbooks,
PowerPoint presentation, videos etc)
Select trainer/leader
Select methods/techniques (on the job,
classroom, online, role play, simulation)
Scheduling

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Implementation Phase
Deliver program as designed
Create atmosphere that promotes
learning
Resolving emergent problems as they
occur

75
Evaluation Phase
Must be able to quantify results of
trainings and determine impact
Evaluate participant reaction
Evaluate how much was learned
Evaluate transferability of learning to
workplace
Evaluate if program contributes to
organizations effectiveness

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Use of Evaluation Data
Whether or not to continue use of
program or vendor
Whether or not to offer in the future
Budgeting and resource allocation
Using alternative methods to solving
problem(s)

77
A Major HRD Challenge
To play a more strategic role in the
functioning of their organization
Participate directly in strategic
management
Provide education and training in
concepts and methods of strategic
management and planning
Providing training to all employees that
is aligned with goals and strategies

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