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Ideas & reflections on HR & HRD 2010

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”HRD and HR in general is not about working from inside out or outside in, it is about being a part of.”

The reflections in this presentation are Inspired by: Leslie S. Greenberg & Jeanne C. Watson: Emotion focused Therapy for depression. 2008 American Psychological Association C. Otto Scharmer: Theory U. 2009 Berret-Koehler Publishers, Inc. Mike Millmore, Philip Lewis et al.: Strategic Human resource management. 2007 Prentice Hall. Graeme Salaman et al.: Strategic Human Resource Management, Theory and practice A reader. 2005 SAGE Publications McLean & McLean 2001

Slide 1What HR & HRD must be able to

Slide 2Definition of HRD

Slide 310 Competencies

that HRD must master

Slide 4Feedback

Nels Klint Karsvang Oct. 2010

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Definition of HRD and headings on the 10 competencies

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“HRD is the processes and or products that enables emotional, cognitive and behavioral patterns that entail business and personal balance.”

Translator

Business insight

Psychological understanding

Causal management, linear thinking

Knowledge cultivator

Learning detective

Reduction of complexity

Documentariest and evidence

Applying theory

Crazy time

Nels Klint Karsvang Oct. 2010

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“Competencies” Preliminary definitions Company impact

Translator Ongoing be able to translate people and business needs into tools that has impact

Reduced time consumption, and increased standardization

Business insightTo have business understanding, such as financial, processes, product. To know the interconnectedness of the business

Reduction of misunderstandings and error initiatives. Doing things right and the right things

Psychological understanding

To have psychological understanding: Change psych. Ability to navigate between process and reflective level (emotional and rational). Pre-sensing, health management

Increase productivity, reduce tension, save time

Causal management, linear thinking

Project management. Scope, cost, quality, time. Scenario thinking and risk assessments

Management of: Quality, cost, targets and time.

Knowledge cultivator

Developing competencies on micro, meso, macro and mundo level Securing and nurturing the company knowledge

Learning detective Identify how knowledge is acquired used and shared Saved time. Accelerated knowledge capital. Increased motivation

Reduction of complexity

Secure simplicity and smart approaches are used where it makes sense. Save time, easy understanding

Docmentarist and evidence

Results, impact and quantification, monitoring, measuring Proof and feedback, statistics, forecasting, Fact-decisions.

Applying theory Use of theory and research from different areas Using newest and most relevant knowledge, staying in front

Crazy time Decision strategies and methods. Innovation. Adaptation and absorption

Fitting in according to the context, securing survival. Handling the blind spots.

Brainstorm on the 10 most important competencies in HRD now and in the future.

Nels Klint Karsvang Oct. 2010

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Feedback

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What makes sense?

What is surprisingly interesting?

Where do you disagree and why?

In your view what is the biggest challenges HR and HRD faces?

Nels Klint Karsvang Oct. 2010