Human Resource Development Strategy and Tactics

1. Human Resource DevelopmentStrategy and Tactics CHAPTER 4: Managing the HRD Function BUS 314 Spring 2011 Semester 312 Instructor: DR NAILAH AYUB

2. The HRD Function • Purpose of a formal HRD Program: provide a systematic , thorough, and monitored approach to learning and individual development • HRD function- must be capable of directing learning in an organized manner, and such learning should be compatible with the organization’s HRD strategy and values

3. HRD Function • In large firms- In the form of integrated Workplace Learning Performance (WLP) • WLP is a systematic process of analyzing and responding to performance issues. WLP creates positive and progressive change by balancing human, ethical, technological, and oeprational considerations

4. HRD Function Initiatives • Training: produces measurable improvements in skills, knowledge, or attitudes • Education: learning that leads to improved skills, knowledge or attitudes applicable to future job or assignment • Development: long-term learning aimed at preparing employees for the unforeseen future

5. HRD function seen unfavorably • HRD program seen as outside the mainstream • Not viewed to be critical for success • Training outcomes and impacts not valued • HRD practitioners not regarded as practical • Commitment to HRD requires recognizing the value and importance of HRD functions

6. Strategies for Retention of Knowledge workers • External talent acquisition • Internal talent development • Job rotation and action learning • Hiring talent from external agents • Contractual binding

7. HRD in Small and Medium-Sized Enterprises (SMEs) • Internal training vs external formal training • Family vs non-family employees • Formal vs informal training • Reactive and aimed at solving immediate problems • Tendency to justify absence of training

8. Objectives for HRD function • Address critical issues and avoid common pitfalls • Create a realistic plan • Forecast, negotiate, and manage a training budget • Manage resources • Market HRD • Identify the skills and qualities for an effective trainer • Plan development activities • Evaluate the effectiveness

9. Steps for HRD function • Build a partnership • Create a vision • Develop a realistic plan • Be creative • Market HRD • Manage time effectively • Manage the budget • Develop staff and network • Track effectiveness

10. Roles within HRD function • Manager • plans, organizes, schedules, and leads; ensures that WLP is aligned with organizational needs • Analyst • troubleshoots to analyze performance gaps and identifies areas for improvement • Intervention selector • chooses appropriate interventions • Intervention designer and developer • Learning and interventions to address specific root causes • Intervention implementer • Ensures appropriate and effective implementation of intervention • Change leader • Inspires the workforce and directs for the change effort • Evaluator • Assess the impact of intervention

11. Budget Considerations • Link learning to company’s future • How will our company be different; what investments to make us stronger; what new abilities should we demonstrate • Take the offensive • Look at the existing activities critically • Reallocate spending • Try new ventures • Measure for true impact • Replace existing management reports with new measures

12. Principles for getting approval for a Training Budget • Make budget a tool, not a game • No budget is ever etched in stone • Perform variance analyses • Go for the Big Three- Responsibility, Authority, Accountability • Learn the language of leaders

13. Training Model of HRD • Systematic training model – embedded in the ‘Instructional System Design’ perspective • It is a circle of following activities • Identifying training needs • Designing training • Delivering training • Evaluating training outcomes

14. Management practices for High Performance work systems • Focus on employee involvement, commitment, and competencies, and emphasize the importance of HRDChanging • Changing the design and conduct of jobs through flexible working (who does what) • Ensuring knowledge and competencies to workers • Resourcing and development practices

15. HRD and Organizational Learning • What is HRD function trying to achieve in terms of learning? Assumptions • OL is experiential- knowledge stores in explicit and tacit routines; programs; std operating procedures; organizational rules • Learning is a process that brings permanent change • OL is individual learning in a social context • Learning occurs within an existing system of organizational rules, practices, and standards

16. Competency-based Development and Continuous Learning Identification of gaps between existing competencies and competency requirements for the given tasks and jobs • Competencies include knowledge and skills required to produce results, but also involve other characteristics such as innate ability and motivation