Human Resource Development by Hateem Ghafoor, PMP

1. Human Resource DevelopmentbyHateem Ghafoor, PMP

2. Course Introduction • To evaluate, analyze, and apply techniques to effectively promote the training and development of human resources within workplace and community organizations; to increase awareness, knowledge and understanding of trends and issues related to the development of healthy organizations equipped to deal with rapid change.

3. Course Objective • Demonstrate knowledge, analysis and application of professional development theories and strategies for effective use of human resources • Articulate ethical and legal issues related to human resources and professional development within the work place, organization, and community, e.g., confidentiality, autonomy, equitable access and service • Engage in a critical analysis of organizational, job or individual needs as it relates to The development and training of human resources within the work place, organization and community • Develop a training plan to address identified needs as they relate to job performance, “re-skilling” of workforce or professional development, etc. • Demonstrate understanding of concepts, current trends, and strategies relevant to recruiting, selecting, supervising, evaluating and retaining organizational or community volunteers

4. Reference Material Required Texts: • Garrick, G. (1998). Informal learning in the workplace: Unmasking human resource development. New York: Routledge. • Swanson, R. A. & Holton, E. F. (2001). Foundations of human resource development. San Francisco: Berrett-Koehler. Recommended Texts: • Young, W. H. (1998). Continuing professional education in transition: Visions for the profession and new strategies for lifelong learning, pp. 129-139. • Rowden, R. (2007). Workplace learning: Principles and practice. Malabar: FL: Krieger. • Course material

5. Assessment and Grading • Marks scheme: • Quizzes + assignments = 25% • Mid Term Exam = 25% • Final = 50%

6. Course Contents • Lesson 1 • Overview of Human Resources and Professional Development • Planning and Organizing Human Resources • Trends and Issues • Other aspects of HR • Lesson 2 • Legal and Ethical Issues and Practices Related to Human Resources • Historical Perspectives • Ethical Issues • Personal and Organizational Ethical Practices

7. Course Contents • Lesson 3 • Training and Professional Development: Contemporary Trends and Issues • Use of Technology for Increased Productivity • Professional Development for the 21st Century • Preparing for an Aging Work Force • Distance Training/Learning • Lesson 4 • Training and Professional Development: Organizational Growth and Development • Balancing Individual, Group and Organizational Needs • Organizational Development • Creating the Learning Organization • Learning Communities

8. Lesson 4 • Training and Professional Development: Individual and Group Growth and Development • Planning, delivering, and evaluating training and staff development programs • Models of instructional design and staff development • Self-managing work teams

9. Overview of HR

10. Course is “Human Resource Development” Then why to start with “Human Resource basics” Let me tell you why…………..

11. HR & HRD

12. Human Resource Management • Human Resource Management • Activities designed to provide for and coordinate the human resources of an organization • Traditionally referred to as personnel administration or personnel management

13. Human Resource Functions • Human resource planning, recruitment, and selection • Human resource development • Compensation and benefits • Safety and health • Employee and labor relations • Human resource research

14. Human Resource Functions • Human Resource Functions • Tasks and duties performed in large and small organizations to provide for and coordinate human resources • Talent management • The broad spectrum of HR activities involved in obtaining and managing firm’s human resources

15. Human Resource Functions • Human resource planning, recruitment, and selection • Human resource development • Compensation and benefits • Safety and health • Employee and labor relations • Human resource research

16. Who Performs the Human Resource Functions? • Operating manager • Person who manages people directly involved with the production of an organization’s products or services • Production manager in a manufacturing plant, loan manager in a bank

17. Who Performs the Human Resource Functions? • Human resource generalist • Person who devotes a majority of working time to human resource issues, but does not specialize in any specific areas. • Human resource specialist • Person specially trained in one or more areas of human resource management • labor relations specialist, wage and salary specialist

18. The Human Resource Department • Primary function – Provide support to operating managers on all human resource matters • Fulfills a traditional staff role and acts in an advisory capacity • Depending upon the organization, functions may be split between operating managers and human resource department

19. The Human Resource Department Other functions: • Customarily organizes and coordinates hiring and training • Maintains personnel records • Acts as a liaison between management, labor, and government • Coordinates safety programs

20. Examples of Types of Assistance Provided by Human Resource Departments Table 1.2 1-20

21. Three Types of Assistance Provided by Human Resource Department Figure 1.1 1-21

22. Challenges For Today’s Human Resource Managers • Diversity in the workforce • Result of changes in government requirements • Organizational structures • Technology • Management approaches

23. Diversity in Workforce • Between years 2004-2018: • Almost half the new entrants will be women • White, non-Hispanic males will comprise fewer than one-third of new labor force entrants • Average age of employees will climb to 42.3

24. Diversity in Workforce Increasing globalization of many companies • Defining diversity in global terms • Looking at all people and everything that makes them different from one another, as well as the things that make them similar • Values, habits, and customs

25. Key Human Resource Related Challenges Facing global Companies • Cultural differences • Compliance with data-privacy regulations • Varying economic conditions across countries • Time zone differences • Legal environment • International compliance

26. Challenges and Contributions of Diversity • Organizations must get away from fitting employees into a single corporate mold • Must create new human resource policies to explicitly recognize and respond to unique needs of individual employees • Communication problems that arise will necessitate additional training in written and spoken language skills

27. Regulatory Changes Organizations face new regulations routinely issued in areas of: • Safety and health • Equal employment opportunity • Pension reform • Quality of work life

28. Structural Changes to Organizations • Downsizing • Laying off large members of managerial and other employees • Outsourcing • Subcontracting work to an outside company that specializes in that particular type of work

29. Structural Changes to Organizations • Rightsizing • Continuous and proactive assessment of mission-critical work and its staffing requirements • Reengineering • Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, services, and speed

30. Technological and Managerial Changes within Organizations • Computerized information systems are now being used to maintain easily accessible employee data that are valuable in job placement and labor utilization • Also being used in employee training, succession planning, and compensation management, and to track and report affirmative action activity

31. Technological and Managerial Changes within Organizations • Many organizations have implemented Web-based human resource systems that allow employees to complete many HR-related tasks online. • Referred to as electronic human resources (eHR)

32. Advantages of eHR

33. Technological and Managerial Changes within Organizations • Telecommuting • Working at home by using an electronic linkup with a central office • Applicable to employees in home country or on different continents

34. Technological and Managerial Changes within Organizations • Empowerment • Form of decentralization that involves giving subordinates substantial authority to make decisions • Self-managed work teams • Groups of peers that are responsible for a particular task or area

35. Human Resource Management In the Future • Human resource managers must be integrally involved in organization’s strategic and policy-making activities • Human resource managers need to: • Overcome negative impressions and biases sometimes associated with this field • Become well-rounded businesspeople • Understand business complexities and strategies

36. Human Resource Management In the Future Becoming more familiar with the business: • Know the company strategy and business plan • Know the industry • Support business needs • Spend more time with the line people • Keep your hand on the pulse of the organization • Learn to calculate costs and solutions in hard numbers

37. Questions for Understanding the Organization’s Business Strategies Figure 1.2