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7/30/2019 Chap11 Implementing Strategies
1/17
Human Resource Development: Principles and Practice By Brian Delahaye
11.1
CHAPTER 11: IMPLEMENTING THE
STRUCTURED STRATEGIES
THE ROLE OF THE HR DEVELOPER
MANAGING AND COORDINATING THE PROGRAM
MICRO SKILLS
THE STRUCTURED LEARNING STRATEGIES
THE SEMI-STRUCTURED LEARNING STRATEGIES
THE CHALLENGE TO THE HR DEVELOPER
7/30/2019 Chap11 Implementing Strategies
2/17
Human Resource Development: Principles and Practice By Brian Delahaye
11.2
CHAPTER 11: IMPLEMENTING THE
STRUCTURED STRATEGIES
THE ROLE OF THE HR DEVELOPER
MANAGING AND COORDINATING THE PROGRAM
MICRO SKILLS
THE STRUCTURED LEARNING STRATEGIES
THE SEMI-STRUCTURED LEARNING STRATEGIES THE CHALLENGE TO THE HR DEVELOPER
7/30/2019 Chap11 Implementing Strategies
3/17
Human Resource Development: Principles and Practice By Brian Delahaye
11.3
THE ROLE OF THE HR DEVELOPER
In this third stage of HRD, the HR developer tales on the role ofimplementor and is often referred to as the facilitator, instructor,
trainer or teacher.
The implementor accepts certain responsibilities, including:
to be fully conversant with the programmed knowledge to have the capability to conduct the learning strategies
to be willing to help the learners meet various challenges
to deal with the learners honestly
to never place personal idiosyncratic needs above the learners to, in general, to stay within the planned design.
7/30/2019 Chap11 Implementing Strategies
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Human Resource Development: Principles and Practice By Brian Delahaye
11.4
CHAPTER 11: IMPLEMENTING THE
STRUCTURED STRATEGIES
THE ROLE OF THE HR DEVELOPER
MANAGING AND COORDINATING THE PROGRAM
MICRO SKILLS
THE STRUCTURED LEARNING STRATEGIES
THE SEMI-STRUCTURED LEARNING STRATEGIES THE CHALLENGE TO THE HR DEVELOPER
7/30/2019 Chap11 Implementing Strategies
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Human Resource Development: Principles and Practice By Brian Delahaye
11.5
MANAGING AND COORDINATING
THE PROGRAM
Managing and coordinating a program is a rather invisibleprocessuntil something goes wrong. The following, at least,
should be checked:
Ensure all learners have been notified.
Arrange the layout of the training room. Ensure name tags, programs, stationery,etc. are available.
Ensure all training aids and equipment are present and in
working order.
Check all safety aspects of the training room and equipment. Each morning check on readiness of guest speakers and other
HR developers involved.
7/30/2019 Chap11 Implementing Strategies
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Human Resource Development: Principles and Practice By Brian Delahaye
11.6
CHAPTER 11: IMPLEMENTING THE
STRUCTURED STRATEGIES
THE ROLE OF THE HR DEVELOPER
MANAGING AND COORDINATING THE PROGRAM
MICRO SKILLS
THE STRUCTURED LEARNING STRATEGIES
THE SEMI-STRUCTURED LEARNING STRATEGIES THE CHALLENGE TO THE HR DEVELOPER
7/30/2019 Chap11 Implementing Strategies
7/17Human Resource Development: Principles and Practice By Brian Delahaye
11.7
MICRO SKILLS
Micro skills refers to those taken-for-granted techniques used
most successfully by experienced HR developers. Inconveniently,
these micro skills take quite some time to develop to a competent
standard.
The micro skills include:
questioning responding
using visual aids
learning objectives.
The competent use of micro skills is critical as they are the
catalysts for learning and generate knowledge through
externalisation and internalisation.
7/30/2019 Chap11 Implementing Strategies
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11.8
CHAPTER 11: IMPLEMENTING THE
STRUCTURED STRATEGIES
THE ROLE OF THE HR DEVELOPER
MANAGING AND COORDINATING THE PROGRAM
MICRO SKILLS
THE STRUCTURED LEARNING STRATEGIES
THE SEMI-STRUCTURED LEARNING STRATEGIES THE CHALLENGE TO THE HR DEVELOPER
7/30/2019 Chap11 Implementing Strategies
9/17Human Resource Development: Principles and Practice By Brian Delahaye
11.9
THE STRUCTURED LEARNING
STRATEGIES
Learning strategies are called structured when the HR developertakes full responsibility forwhat will be learned, how it will be
learned and what evidence will be produced to prove that the
learning did occur. The three structured learning strategies are:
The skill sessionused for teaching a procedural skill. Thebody of the session is divided into show, show and tell, check of
understanding and practice.
The theory sessionused to impart programmed knowledge.
The body of the session is divided into logical segments and eachsegment is presented using the steps of explain, activity and
summary.
Lecturespecial form of theory session, without the activity
step.
7/30/2019 Chap11 Implementing Strategies
10/17Human Resource Development: Principles and Practice By Brian Delahaye
11.10
CHAPTER 11: IMPLEMENTING THE
STRUCTURED STRATEGIES
THE ROLE OF THE HR DEVELOPER
MANAGING AND COORDINATING THE PROGRAM
MICRO SKILLS
THE STRUCTURED LEARNING STRATEGIES
THE SEMI-STRUCTURED LEARNING STRATEGIES
THE CHALLENGE TO THE HR DEVELOPER
7/30/2019 Chap11 Implementing Strategies
11/17Human Resource Development: Principles and Practice By Brian Delahaye
11.11
THE SEMI-STRUCTURED LEARNING
STRATEGIES
In the semi-structured learning strategies, some of the
responsibilities of learning are transferred to the learner and so
there are elements of unstructured learning about them.
The semi-structured learning strategies are: discussion
case study
role play
experiential learning.
7/30/2019 Chap11 Implementing Strategies
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11.12
THE DISCUSSION
In a discussion, the HR developer encourages the learners to
provide the knowledge that will achieve the desired learning
objectives. The HR developer:
uses questions to elicit information
records this information in a logical format
uses responding skills that encourage learners to contribute
uses summaries at strategic points.
Discussions are most appropriate for learning advanced
programmed knowledge and the less complex elements of the
task and relationship categories of the HLOe.g. linearanalysis, goal identification, administrative proficiency,
communication, interacting at the objective level, accurate self-
awareness.
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11.13
THE CASE STUDY
The case study encourages the learners to go beyond their
explicit knowledge by using the knowledge generation processesofexternalisation and internalisation.
A case study consists of two parts:
a narrationcombines a description of a real-world event
together with sufficient background information
Questionsbased on the learning objectives of the
session and which the learner needs to answer.
As well as ensuring that the learning objectives are achieved, theHR developer encourages double-loop learning, ensures that the
learners can identify connections between the issues and can
generalise learning outcomes to the workplace.
7/30/2019 Chap11 Implementing Strategies
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11.14
THE ROLE PLAY
The role play is similar to the case study except that, in the place
of the narrative, some or all of the learners become actively
engaged in acting out roles. In the pre-planned role play, the
learners are given clear and detailed role descriptions.
The role play engenders an emotional component in the learning
experience. This is both the strength and weakness of role plays.The emphasise on externalisation and internalisation of
knowledge generates changes at the tacit knowledge level.
The HR developer has to take care: in the supervision of the role play
in de-briefing the role players at the end of the role play
during the discussion.
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11.15
EXPERIENTIAL LEARNING
This term covers a number of possible approaches. These
approaches allow the learner to experiment with or experience a
specific situation and to reflect on that experiment or
experience. The whole learner(explicit and tacit knowledge,
emotions and frames of reference) is involved. In addition, the
learning is generated by first-hand experience.
Experiential learning includes:
learning instrumentsa device (e.g. a questionnaire) that
provides the learner with insights about frames of reference
simulationsusing a model of reality which allows the
learner to make choices and see the consequences of the choices
projectsdefines an activity with limiting boundaries
sensitivity groupsbased on the belief that disclosure of
deep personal issues within a supportive group leads to insights.
7/30/2019 Chap11 Implementing Strategies
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11.16
CHAPTER 11: IMPLEMENTING THE
STRUCTURED STRATEGIES
THE ROLE OF THE HR DEVELOPER
MANAGING AND COORDINATING THE PROGRAM
MICRO SKILLS
THE STRUCTURED LEARNING STRATEGIES
THE SEMI-STRUCTURED LEARNING STRATEGIESTHE CHALLENGE TO THE HR DEVELOPER
7/30/2019 Chap11 Implementing Strategies
17/17Human Resource Development: Principles and Practice By Brian Delahaye
11.17
THE CHALLENGE TO THE HR
DEVELOPER
The challenge to the HR developer is to be able to move from
the structured to the semi-structured learning strategies, usually
within the same learning program.
The structured learning strategies are based on explicit modelswhich do ensure learning. However, they do not allow the
learner very much flexibility. The semi-structured strategies do
provide more flexibility but the HR developer does need highly
developed micro skills to manage the process
The need for these skills is even more pronounced in the next
sectionthe unstructured learning strategies.