Introduction to Human Resource Development
-
Upload
noura-ahmed -
Category
Documents
-
view
27 -
download
1
Transcript of Introduction to Human Resource Development
![Page 1: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/1.jpg)
Werner & DeSimone (2006) 1
Introduction to Human Resource Development
Chapter 1
![Page 2: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/2.jpg)
• Born in Venice ( Italy)• Teaching experience: Leeds Business School, Sheffield
Uni UK, Venice Uni (ITA), Dauphine Uni (France), Collogne Business school ( Germany)
• Visiting professor at Tennessee University (USA) and Dalian University ( China).
• Founder and CEO of Minds 21, Munich – German: leading organization for professional and expert in CSR in Germany
• Founder and CEO of CSR Arabia, Dubai• Advisor Danish Government – Sustainability• Advisor UAE government in Public Policies ( demographic
policies) Werner & DeSimone (2006) 2
PhD in Business Nottingham Business School UKStrategic Management, Sustainability, HR and Leadership and Public Policy
![Page 3: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/3.jpg)
Werner & DeSimone (2006) 3
Definition of HRD
A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands.
![Page 4: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/4.jpg)
Werner & DeSimone (2006) 4
Evolution of HRD
Early apprenticeship programsEarly vocational education programsEarly factory schoolsEarly training for unskilled/semiskilledHuman relations movementEstablishment of training professionEmergence of HRD
![Page 5: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/5.jpg)
Werner & DeSimone (2006) 5
Early Apprenticeship Programs
Artisans in 1700sArtisans had to train their own workersGuild schoolsYeomanries (early worker unions)
![Page 6: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/6.jpg)
Werner & DeSimone (2006) 6
Early Vocational Education Programs
1809 – DeWitt Clinton’s manual school1863 – President Lincoln signs the Land-Grant Act promoting A&M colleges1917 – Smith-Hughes Act provides funding for vocational education at the state level
![Page 7: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/7.jpg)
Werner & DeSimone (2006) 7
Early Factory Schools
Industrial Revolution increases need for trained workers to design, build, and repair machines used by unskilled workersCompanies started machinist and mechanical schools in-houseShorter and more narrowly-focused than apprenticeship programs
![Page 8: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/8.jpg)
Werner & DeSimone (2006) 8
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)
![Page 9: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/9.jpg)
Werner & DeSimone (2006) 9
Human Relations Movement
Factory system often abused workers“Human relations” movement promoted better working conditionsStart of business & management educationTied to Maslow’s hierarchy of needs
![Page 10: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/10.jpg)
Maslow’s hierarchy of needs
Werner & DeSimone (2006) 10
![Page 11: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/11.jpg)
Werner & DeSimone (2006) 11
Establishment of the Training Profession
Outbreak of WWII increased the need for trained workersFederal government started the Training Within Industry (TWI) program1942 – American Society for Training Directors (ASTD) formed
![Page 12: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/12.jpg)
Werner & DeSimone (2006) 12
Emergence of HRD
Employee needs extend beyond the training classroomIncludes coaching, group work, and problem solvingNeed for basic employee developmentNeed for structured career developmentASTD changes its name to the American Society for Training and Development
![Page 13: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/13.jpg)
Werner & DeSimone (2006) 13
Relationship Between HRM and HRD
Human resource management (HRM) encompasses many functionsHuman resource development (HRD) is just one of the functions within HRM
![Page 14: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/14.jpg)
Werner & DeSimone (2006) 14
Primary Functions of HRM
Human resource planning Equal employment opportunityStaffing (recruitment and selection)Compensation and benefitsEmployee and labor relationsHealth, safety, and securityHuman resource development
![Page 15: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/15.jpg)
Werner & DeSimone (2006) 15
Secondary HRM Functions
Organization and job designPerformance management/ performance appraisal systemsResearch and information systems
![Page 16: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/16.jpg)
Werner & DeSimone (2006) 16
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
![Page 17: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/17.jpg)
Werner & DeSimone (2006) 17
Limits of Authority
HRM & HRD units have staff authority (Overhead function)Line authority takes precedenceScope of authority – how far (how much) can you authorize?
![Page 18: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/18.jpg)
Werner & DeSimone (2006) 18
HRD Functions
Training and development (T&D)Organizational developmentCareer development
![Page 19: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/19.jpg)
Werner & DeSimone (2006) 19
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 Coaching Counseling
![Page 20: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/20.jpg)
Werner & DeSimone (2006) 20
Training and Development (T&D)
Development – preparing for future responsibilities, while increasing the capacity to perform at a current job Management training Supervisor development
![Page 21: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/21.jpg)
Werner & DeSimone (2006) 21
Organizational Development
The process of improving an organization’s effectiveness and member’s well-being through the application of behavioral science conceptsFocuses on both macro- and micro-levelsHRD plays the role of a change agent
![Page 22: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/22.jpg)
Werner & DeSimone (2006) 22
Career Development
Ongoing process by which individuals progress through series of changes until they achieve their personal level of maximum achievement. Career planning Career management
![Page 23: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/23.jpg)
Werner & DeSimone (2006) 23
Learning & Performance
By Permission: Naughton & Rothwell (2004)
![Page 24: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/24.jpg)
Werner & DeSimone (2006) 24
Critical HRD Issues
Strategic management and HRDThe supervisor’s role in HRDOrganizational structure of HRD
![Page 25: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/25.jpg)
Werner & DeSimone (2006) 25
Strategic Management & HRD
Strategic management aims to ensure organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 yearsHRD aims to get managers and workers ready for new products, procedures, and materials
![Page 26: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/26.jpg)
Werner & DeSimone (2006) 26
Supervisor’s Role in HRD
Implements HRD programs and proceduresOn-the-job training (OJT)Coaching/mentoring/counselingCareer and employee developmentA “front-line participant” in HRD
![Page 27: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/27.jpg)
Werner & DeSimone (2006) 27
Organizational Structure of HRD Departments
Depends on company size, industry and maturityNo single structure usedDepends in large part on how well the HRD manager becomes an institutional part of the company – i.e., a revenue contributor, not just a revenue user
![Page 28: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/28.jpg)
Werner & DeSimone (2006) 28
HRD Organization in a Large Company
![Page 29: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/29.jpg)
Werner & DeSimone (2006) 29
Sample HRD Jobs/Roles
Executive/ManagerHR Strategic AdvisorHR Systems Designer/DeveloperOrganization Change AgentOrganization Design ConsultantLearning Program Specialist
![Page 30: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/30.jpg)
Werner & DeSimone (2006) 30
Sample HRD Jobs/Roles – 2
Instructor/FacilitatorIndividual Development and Career CounselorPerformance Consultant (Coach)Researcher
![Page 31: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/31.jpg)
Werner & DeSimone (2006) 31
HR Manager Role
Integrates HRD with organizational goals and strategiesPromotes HRD as a profit enhancerTailors HRD to corporate needs and budgetInstitutionalizes performance enhancement
![Page 32: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/32.jpg)
Werner & DeSimone (2006) 32
HR Strategic Advisor Role
Consults with corporate strategic thinkersHelps to articulate goals and strategiesDevelops HR plansDevelops strategic planning education and training programs
![Page 33: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/33.jpg)
Werner & DeSimone (2006) 33
HR Systems Designer/Developer
Assists HR manager in the design and development of HR systemsDesigns HR programsDevelops intervention strategiesPlans HR implementation actions
![Page 34: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/34.jpg)
Werner & DeSimone (2006) 34
Organization Change Agent
Develops more efficient work teamsImproves quality managementImplements intervention strategiesDevelops change reports
![Page 35: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/35.jpg)
Werner & DeSimone (2006) 35
Organization Design Consultant
Designs work systemsDevelops effective alternative work designsImplements changed systems
![Page 36: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/36.jpg)
Werner & DeSimone (2006) 36
Learning Program Specialist
Identifies needs of learnersDevelops and designs learning programsPrepares learning materials and learning aidsDevelops program objectives, lesson plans, and strategies
![Page 37: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/37.jpg)
Werner & DeSimone (2006) 37
Instructor/Facilitator
Presents learning materialsLeads and facilitates structured learning experiencesSelects appropriate instructional methods and techniquesDelivers instruction
![Page 38: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/38.jpg)
Werner & DeSimone (2006) 38
Individual Development and Career Counselor
Assists individuals in career planningDevelops individual assessmentsFacilitates career workshopsProvides career guidance
![Page 39: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/39.jpg)
Werner & DeSimone (2006) 39
Performance Consultant (Coach)
Advises line management on appropriate interventions to improve individual and group performanceProvides intervention strategiesDevelops and provides coaching designsImplements coaching activities
![Page 40: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/40.jpg)
Werner & DeSimone (2006) 40
Researcher
Assesses HRD practices and programsDetermines HRD program effectiveness Develops requirements for changing HRD programs to address current and future problems
![Page 41: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/41.jpg)
Werner & DeSimone (2006) 41
Certification and HRD
Certified Professional in Learning and Performance (CPLP™)
The ASTD Certification Institute offers workplace learning and performance (WLP) professionals an opportunity to enhance credibility and prove value in an increasingly competitive marketplace. It covers nine areas of expertise as defined by the ASTD Competency Model.
Professional in Human Resources (PHR) SHRM offers the PHR exam to all HR professionals..\PHR Exam Breakdown by Topic.doc
![Page 42: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/42.jpg)
Werner & DeSimone (2006) 42
Challenges for HRD
Changing workforce demographicsCompeting in global economyEliminating the skills gapNeed for lifelong learningNeed for organizational learning
![Page 43: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/43.jpg)
Werner & DeSimone (2006) 43
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%
![Page 44: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/44.jpg)
Werner & DeSimone (2006) 44
Competing in the Global Economy
New technologiesNeed for more skilled and educated workersCultural sensitivity requiredTeam involvementProblem solvingBetter communications skills
![Page 45: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/45.jpg)
Werner & DeSimone (2006) 45
Eliminating the Skills Gap
Example: In South Carolina, 47% of entering high school freshmen don’t graduate. Best state is Vermont, with 81% graduating
Employees need to be taught basic skills: Math Reading Applied subjects
Need to improve U.S. schools!
![Page 46: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/46.jpg)
Werner & DeSimone (2006) 46
Need for Lifelong Learning
Organizations changeTechnologies changeProducts changeProcesses changePEOPLE must change!!
![Page 47: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/47.jpg)
Werner & DeSimone (2006) 47
Need for Organizational Learning
Organizations must be able to learn, adapt, and changePrinciples: Systems thinking Personal mastery Mental models Shared visions Team learning
![Page 48: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/48.jpg)
Werner & DeSimone (2006) 48
A Framework for the HRD Process
HRD efforts should use the following four phases (or stages):
Needs assessmentDesignImplementationEvaluation
(“A DImE”)
![Page 49: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/49.jpg)
Werner & DeSimone (2006) 49
Training & HRD Process Model
![Page 50: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/50.jpg)
Werner & DeSimone (2006) 50
Needs Assessment Phase
Establishing HRD prioritiesDefining specific training and objectivesEstablishing evaluation criteria
![Page 51: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/51.jpg)
Werner & DeSimone (2006) 51
Design Phase
Selecting who delivers programSelecting and developing program contentScheduling the training program
![Page 52: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/52.jpg)
Werner & DeSimone (2006) 52
Implementation Phase
Implementing or delivering the program
![Page 53: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/53.jpg)
Werner & DeSimone (2006) 53
Evaluation Phase
Determining program effectiveness – e.g.,
Keep or change providers?Offer it again?What are the true costs?Can we do it another way?
![Page 54: Introduction to Human Resource Development](https://reader033.fdocuments.net/reader033/viewer/2022061123/54757c8eb4af9f52738b4597/html5/thumbnails/54.jpg)
Werner & DeSimone (2006) 54
Summary
HRD is too important to be left to amateursHRD should be a revenue producer, not a revenue userHRD should be a central part of companyYou need to be able to talk MONEY