Introduction to HRD

OBJECTIVES

Understand the importance of

human resource development
[HRD] to organisation success.

Explain the meanings of strategic

HRD, learning organisations and
knowledge management.

Explain the need for a systematic

approach to training and
development.
 THE NEED FOR HRD

BUSINESS AND ECONOMIC CHANGES

HRD can be ‘a platform for organisational
transformation,
a mechanism for continuous organisational and
individual renewal
and a vehicle for global knowledge transfer’.
 THE NEED FOR HRD

Implementing a new policy

Implementing a strategy

Effecting organisational change

Changing an organisation’s culture

Meeting changes in the external environment

Solving particular problems

 THE NEED FOR HRD:
ORGANISATIONAL CHANGE

Organisations that work in less time will have a competitive advantage.

A customer and quality focus will permeate tomorrow’s superior organisation.
The arena for an organisation’s planning and action will be global.
Business strategies now depend on quality and versatility of the human resource.
Work structure and design will change dramatically.
 STRATEGIC HRD

Failure to link HRD to business objectives means that the

organisation’s competitive advantage will not be supported.

Strategic HRD aims to meet an organisation’s specific

business objectives.

Its purpose is to support more effective competition, now

and in the future.
 LEARNING ORGANISATIONS

Organisations where the focus is on the acquisition,

sharing and utilisation of knowledge to survive and
prosper
 LEARNING ORGANISATIONS: FEATURES

Continuous learning

Knowledge generation and sharing

Critical systematic thinking

Learning culture

Flexibility and experimentation

Valuing employees

Strategic focus

Organisational renewal
 KNOWLEDGE MANAGEMENT

Knowledge management aims to exploit the

intellectual capital residing in an organisation.

Its knowledge is its main source of competitive

advantage.
 INTELLECTUAL CAPITAL

Human capital the knowledge, skills and

abilities of employees

Renewal capital the intellectual property which

have marketable value

Structural capital the knowledge captured in an

organisation’s systems and
structures

Relationship capital the value of an organisation’s

relationships with its
stakeholders
 Training and Development

 A process dealing primarily with

transferring or obtaining knowledge,
attitudes and skills needed to carry out a
specific activity or task.

 Training tends to be done for current job

 Development usually means acquiring

skills for future work
 Training
It is a learning process that involves the acquisition of
knowledge, sharpening of skills, concepts, rules, or changing of
attitudes and behaviors to enhance the performance of
employees
Training is the process of altering employee behavior and
attitudes in a way that increase the probability of goal
attainment.”
 Training
Training is activity leading to skilled behavior.
It’s not what you want in life, but it’s knowing how to reach
it.
It’s not where you want to go, but it’s knowing how to get
there.
It’s not how high you want to rise, but it’s knowing how to
take off.
It may not be quite the outcome you were aiming for, but it
will be an outcome.
It’s not what you dream of doing, but it’s having the
knowledge to do it.
It’s not the goal you set, but it’s what you need to achieve it.
 Purpose of Training &
Development
Reasons for emphasizing the growth and development of
personnel include:
Creating a pool of readily available and adequate
replacements for personnel who may leave or move up in
the organization.
Enhancing the company's ability to adopt and use
advances in technology because of a sufficiently
knowledgeable staff.
Building a more efficient, effective and highly motivated
team, which enhances the company's competitive position
and improves employee morale.
Ensuring adequate human resources for expansion into
new programs
 Who is responsible for
Training?
Top Management – Frames the Training
policy
HR Dept – plans, establishes and evaluates
Supervisors – implement and apply
development procedure.
Employees – provide feedback, revision and
suggestions
 Conduct training needs assessment
Is there a training/development gap?

Where you want to be

Current Position

•To determine what development is relevant to your

employee’s jobs
•To determine what development will improve
performance
•To determine if training will make a difference
•To distinguish training needs from organisational
problems; and
•To link improved job performance with the organisation’s
goals
 Development
Development refers to formal education, job
experiences, relationships, and assessments of
personalities and abilities that help employees
prepare for the future.
A term used to describe learning or other types
of actions that permits an individual to gain a
certain set of knowledge, skills, or abilities.
Human resource management (HRM) encompasses
many functions
Human resource development (HRD) is just one of
the functions within HRM
 Comparison Between Training and
Development

Training Development
Focus Current Future
Use of Low High
work
experience
s
Goal Preparation for Preparation for
current job changes

Participatio Required Voluntary

n
 Why is employee development
important?
Employee development is a
necessary component of a
company’s efforts to:
 Improve quality
 Retain key employees
 Meet the challenges of
global competition and
social change
 Incorporate technological
advances and changes in
work design
 1. Formal Education

Formal education programs

include:
 off-site and on-site programs
designed specifically for the
company’s employees
 short courses offered by
consultants or universities
 executive MBA programs
 university programs in which
participants actually live at
the university while taking
classes
 2. Assessment

Assessment involves collecting information

and providing feedback to employees about
their behavior, communication style, or
skills.
Used most frequently to:
 identify employees with managerial
potential
 measure current managers’ strengths and
weaknesses
 identify managers with potential to move
into higher-level executive positions
 Work with teams to identify members’
strengths and weaknesses, and factors
that inhibit productivity
 Skills Related to Managerial Success
Resourcefulness
Doing whatever it takes
Being a quick study
Building and mending
relationships
Leading subordinates
Compassion and sensitivity
Straightforwardness and
composure
Setting a developmental
climate
Confronting problem
subordinates
Team orientation
Balance between personal life
and work
Decisiveness
Self-awareness
Hiring talented staff
Putting people at ease
Acting with flexibility
How Job Experiences are Used for Employee
Development

Promoti
on

Enlargement of
Current

Job Transfer
Rotation (Lateral
(Lateral Move)
Move)
Job
Experience
s

Tempora
Externs Downw ry
hip ard Assignm
ent with
Move Another
Organiza
 Sample HRD Jobs/Roles

Executive/Manager
HR Strategic Advisor
HR Systems Designer/Developer
Organization Change Agent
Organization Design Consultant
Learning Program Specialist
Individual Development and Career Counselor
Performance Consultant (Coach)
Instructor/Facilitator
Researcher
 HR Manager Role

Integrates HRD with organizational goals and

strategies
Promotes HRD as a profit enhancer
Tailors HRD to corporate needs and budget
Institutionalizes performance enhancement
 HR Strategic Advisor Role

Consults with corporate strategic thinkers

Helps to articulate goals and strategies
Develops HR plans
Develops strategic planning education and training
programs
 Challenges for HRD

Changing workforce demographics

Competing in global economy
Eliminating the skills gap
Need for lifelong learning
Need for organizational learning
CORPORATE LESSON
A crow was sitting on a tree, doing nothing all day.

A small rabbit saw the crow, and asked him,

"Can I also sit like you and do nothing all day
long?”
The crow answered: "Sure, why not.”

So, the rabbit sat on the ground below the

crow, and rested.

All of a sudden, a fox appeared,

Jumped on the rabbit... and ate it.

CORPORATE LESSON

Moral of the story is….

To be sitting and doing

nothing you must be sitting
very, very high up.