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6/20/2011HRD3eCH1 Contributed by Wells

Doty, Ed.D., Clemson Univ. 1

Introduction to HumanResource Development (HRD)

Chapter 1

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6/20/2011 HRD3eCH1 Contributed by WellsDoty, Ed.D., Clemson Univ. 2

Definition of HRD A set of systematic and plannedactivities designed by an organization toprovide its members with the necessaryskills to meet current and future jobdemands.

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Evolution of HRDEarly apprenticeship programs

Early vocational education programsEarly factory schoolsEarly training for unskilled/semi-skilled

Human relations movement Establishment of training professionEmergence of HRD

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Early Apprenticeship Programs Artisans in 1700s

Artisans had to train their own workersGuild schools Yeomanries (early worker unions)

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Early Vocational Education

Programs1809 DeWitt Clinton s Manual School

1863 President Lincoln signs theLand-Grant Act promoting A&Mcolleges.1917 Smith-Hughes Act providesfunding for vocational education at thestate level.

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Early Factory SchoolsIndustrial Revolution increases need fortrained workers to design, build, andrepair machines used by unskilledworkers.Companies started machinist and

mechanical schools in-house.Shorter and more narrowly-focusedthan apprenticeship programs.

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Early Training for

Unskilled/Semi-Skilled WorkersMass production (Model T)

Semi and unskilled workersProduction line one task = one worker

World War IRetool & retrain

Show, Tell, Do, and Check (OJT)

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Human Relations Movement Factory system often abused workers.

Human Relations movement promoted better working conditions.Start of business & management education.Tied to Maslow s Hierarchy of Needs.

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Maslow s Hierarchy of Needs1. Physiological (Survival) needs

2. Safety needs3. Belonging & love needs4. Esteem needs

5. Self-actualization needs

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Establishment of the Training

ProfessionOutbreak of WWII increased the needfor trained workers.Federal Government started theTraining Within Industry (TWI)Program.1942 American Society for TrainingDirectors (ASTD) formed.

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Emergence of HRDEmployee needs extend beyond the trainingclassroom.Includes coaching, group work, and problemsolving.Need for basic employee development.

Need for structured career development. ASTD changes its name to the AmericanSociety for Training and Development.

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Relationship Between HRM

and HRDHuman Resource Management (HRM)encompasses many functions.Human Resource Development (HRD) is

just one of the functions within HRM.

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Primary Functions of HRMHuman resource planning

Equal employment opportunityStaffing (recruitment and selection)Compensation and benefits

Employee and labor relationsHealth, safety, and securityHuman resource development

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Secondary HRM FunctionsOrganization and job design

Performance management/performance appraisal systemsResearch and information systems

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Line versus Staff AuthorityLine Authority given to managersdirectly responsible for the productionof goods and services (direct function).Staff Authority given to units that advise and consult line units.

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Limits of AuthorityHRM & HRD Units have staff authority(Overhead function).Line authority takes precedence.Scope of authority how far (howmuch) can you authorize?

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HRD FunctionsTraining and development (T&D)

Organizational development Career development

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Training and Development

(T&D)Training: Improving the knowledge,skills and attitudes of employees for theshort-term, particular to a specific jobor task, e.g.,

Employee orientation

Skills & technical trainingCoachingCounseling

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Training and Development

(T&D)Development: Preparing for futureresponsibilities, while increasing thecapacity to perform at a current job.

Management trainingSupervisor development

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Organizational Development The process of improving anorganization s effectiveness andmember s well-being through theapplication of behavioral scienceconcepts.Focuses on both macro- and micro-levels.HRD plays the role of a change agent.

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Career Development On-going process by which individualsprogress through series of changes untilthey achieve their personal level of maximum achievement.

Career planning

Career management

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Critical HRD IssuesStrategic management and HRD

The supervisor s role in HRDOrganizational structure of HRD

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Strategic Management & HRDStrategic management aims to ensureorganizational effectiveness for theforeseeable future, e.g., maximizingprofits in the next 3-5 years.HRD aims to get managers and workersready for new products, procedures andmaterials.

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Supervisor s Role in HRDImplements HRD programs andproceduresOn-the-job training (OJT)Coaching/mentoring/counselingCareer and employee development

A front-line participant in HRD

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Organizational Structure of

HRD DepartmentsDepends on company size, industry andmaturity.No single structure used.Depends in large part on how well theHRD manager becomes an institutionalpart of the company i.e., a revenuecontributor, not just a revenue user.

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Sample HRD Jobs/RolesExecutive/ManagerHR Strategic AdviserHR Systems Designer/DeveloperOrganization Change Agent

Organization Design Consultant Learning Program Specialist

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HRD Jobs/Roles 2Instructor/FacilitatorIndividual Development and CareerCounselorPerformance Consultant (Coach)Researcher

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HR Manager RoleIntegrates HRD with organizationalgoals and strategies.Promotes HRD as a profit enhancer.Tailors HRD to corporate needs andbudget.Institutionalizes performanceenhancement.

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HR Strategic Advisor RoleConsults with corporate strategicthinkers.Helps to articulate goals and strategies.Develops HR plans.Develops strategic planning educationand training programs.

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HR Systems

Designer/Developer Assists HR Manager in the design anddevelopment of HR systems.Designs HR programs.Develops intervention strategies.Plans HR implementation actions.

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Organization Change Agent Develops more efficient work teams.Improves quality management.Implements intervention strategies.Develops change reports.

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Organization Design

Consultant Designs work systems.Develops effective alternative workdesigns.Implements changed systems.

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Learning Program Specialist Identifies needs of learners.Develops and designs learningprograms.Prepares learning materials andlearning aids.Develops program objectives, lessonplans and strategies.

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Instructor/FacilitatorPresents learning materials.Leads and facilitates structured learningexperiences.Selects appropriate instructionalmethods and techniques.Delivers instruction.

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Individual Development and

Career Counselor Assists individuals in career planning.Develops individual assessments.Facilitates career workshops.Provides career guidance.

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Performance Consultant

(Coach) Advises line management onappropriate interventions to improveindividual and group performance.Provides intervention strategies.Develops and provides coachingdesigns.Implements coaching activities.

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Researcher Assesses HRD practices and programs.Determines HRD program effectiveness.Develops requirements for changingHRD programs to address current andfuture problems.

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Challenges for HRDChanging workforce demographicsCompeting in global economyEliminating the skills gapNeed for lifelong learning

Need for organizational learning

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Changing Demographics in the

U.S. Workplace 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 to25%

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Competing in the Global

EconomyNew technologiesNeed for more skilled and educatedworkersCultural sensitivity requiredTeam involvement Problem solvingBetter communications skills

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Eliminating the Skills GapExample: In South Carolina, 47% of enteringhigh school freshmen don t graduate.

Best state is Vermont, with 81% graduatingEmployees need to be taught basic skills:

MathReading

Applied subjects

Need to improve US schools!

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Need for Lifelong LearningOrganizations changeTechnologies changeProducts changeProcesses change

PEOPLE must change!!

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Need for Organizational

LearningOrganizations must be able to learn,adapt and change.Principles:

Systems thinkingPersonal mastery

Mental modelsShared visionsTeam learning

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A Framework for the HRD

Process:HRD efforts should use the followingfour phases (or stages):Need assessment DesignImplementationEvaluation

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Needs Assessment PhaseEstablishing HRD prioritiesDefining specific training and objectivesEstablishing evaluation criteria

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Design PhaseSelecting who delivers programSelecting and developing programcontent Scheduling the training program

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Implementation PhaseImplementing or delivering the program

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Evaluation PhaseDetermining program effectiveness, e.g.,

Keep or change providers?Offer it again?What are the true costs?

Can we do it another way?

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Doty Ed D Clemson Univ 49

SummaryHRD is too important to be left toamateurs.HRD should be a revenue producer, not a revenue user.HRD should be a central part of company.

You need to be able to talk MONEY.

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