40RT - LECTURE 16

STRATEGIC HUMAN RESOURCE DEVELOPMENT I

STRATEGIC HRD I

How can we define SHRD? How does SHRD relate to overall corporate strategy? What are the triggers for the development of SHRD?
External Internal

What are the characteristics of SHRD?

Garavan (1991) McCracken & Wallace (2000)

Do we need to redefine SHRD? 2

STRATEGIC HRD I
Strategic HRD SHRD is concerned with the management of employee learning for the long term keeping in mind the explicit corporate and business strategies
(Garavan 1991: 17)

Strategic HRD is development that operates within an overall strategic framework. Business-led HRD is development that is responsive to the business needs of an organisation
(Harrison 1997: XV)

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Strategy
the process by which the basic mission and objectives of the organisation are set, and the process by which the organisation uses its resources to achieve those objectives
(Tichy, Fombrun and Devanna 1982:47)

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Strategy can be:
emergent - in response to an evolving situation deliberate - brought about by formulation and implementation
(Mintzberg 1987)

STRATEGIC HRD I

Emergent strategy
in organisations where there are frequent changes strategy shaping role for HRD adds value at formulation stage

Deliberate strategy:
more stable and less knowledge intensive organisations strategy supporting role for HRD adds value in the implementation stages

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(Torraco and Swanson 1995)

STRATEGIC HRD I
External triggers:
(may drive SHRD but not sufficient alone)
Legislation Government grants and initiatives product-market changes the drive for quality privatisation, deregulation, acquisitions, mergers etc.. internationalisation of business and increasing globalisation of markets etc...

STRATEGIC HRD I
Internal triggers:
(stabilise and sustain SHRD)
systems, philosophy and culture of the organisation changes in organisational structures (e.g. downsizing) organisations becoming more flexible and responsive skills shortages internal or external labour market greater workforce diversity etc...

STRATEGIC HRD I
Characteristics of SHRD
1. Integration with organisational missions and goals 2. Top Management support 3. Environmental scanning 4. HRD Policies and plans 5. Line Manager commitment and involvement 6. Existence of complimentary HRM activities 7. Expanded Trainer role 8. Recognition of Culture 9. Emphasis on evaluation
(Garavan, 1991)

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1. Integration with organisational missions
and goals
Vertical integration Strategy implementation - supporting role Strategy formulation - shaping role

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Scale of Training Maturity
6. Training and learning are processes through which strategy is formulated 5. Training and learning help to shape strategy 4. Training is the means for implementing corporate strategy and achieving change 3. Training integrated with operational management 2. Isolated tactical training 1. No systematic training
(Lee1996)

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STRATEGIC HRD I
2. Top Management support
active involvement key stakeholders leadership rather than just support

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3. Environmental scanning
analysis of external environment for threats & opportunities continuous process not just L&D professionals - partnerships senior mangers specifically in HRD terms
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4. HRD Policies and plans
flow from business policies integrated with business policies strategy is even more vital

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5. Line Manager Commitment and involvement
Need support, but it is reality? Centralising and decentralising trends contradictory or complimentary? The devolution of responsibility for human resource development to line managers has been seen as a key indicator of the ability to integrate human resource and business strategies 1 5

Rainbird (1995: 83)

STRATEGIC HRD I
6. Existence of complementary HRM
activities
Horizontal or internal integration HRM/HRD links (Sisson 1989) :
if companies neglect to train they become dependent on the external labour market to meet their skills needs HRM strategies can protect the HRD investment HRD = symbolic value & a motivational strategy

Strategic partnerships - HRM/HRD 1 6

STRATEGIC HRD I
training and development should be regarded as central to anything that can sensibly be termed HRM
(Keep 1989)

effecting change in training and HRD involves thinking in broad HRM terms
(Pettigrew et al 1988) 1 7

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7. Expanded Trainer role
Facilitators Consultants Change agents Organisational change consultants

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8. Recognition of Culture
awareness of cultural issues different role:
Adaptive change role - maintenance Adoptive change role - change Innovative feedback role - influence
(Talbot, 1993)

develop, enhance, influence, change culture?

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STRATEGIC HRD I
9. Emphasis on evaluation
not just effectiveness ultimate value results & business outcomes cost effectiveness

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STRATEGIC HRD I
1. Integration with org. missions and goals 2. Top Management support 3. Environmental scanning 4. HRD plans and policies 5. Line manager commitment & involvement 6. Existence of complementary HRM activities 7. Expanded Trainer role 8. Recognition of culture 9. Emphasis on evaluation
(Garavan 1991)

1. Shaping org. missions and goals 2. Top Management leadership 3. Env. scanning by senior mgt. specifically in HRD terms 4. HRD strategies, policies & plans 5. Strategic partnerships with line management 6. Strategic partnerships with HRM 7. Trainers as organisational change consultants 8. Ability to influence corp. culture 9. Emphasis on cost effectiveness evaluation
(McCracken & Wallace, 2000)

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STRATEGIC HRD I
Training
reactive role - supporting strategy admin/delivery focus no evidence of the 9 Garavan (1991) SHRD characteristics Strategically immature No learning culture
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HRD
systematic implementation role supporting strategy internal learning consultancy focus All 9 Garavan (1991) SHRD characteristics in place Strategically quite mature Weak learning culture
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SHRD
Proactive role in strategy shaping Strategic change focus all 9 enhanced SHRD characteristics in place (McCracken & Wallace, 2000) Strategically very mature Strong learning culture
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SHRD redefined:
the creation of a learning culture, within which a range of training, development and learning strategies both respond to corporate strategy and also help to shape and influence it (McCracken & Wallace, 2000)

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So much for the theory, but what about reality?

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