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Early Training forUnskilled/Semiskilled Workers
Mass production (Model T)
Semiskilled and unskilled workersProduction line – one task = one worker
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World War IRetool & retrain
“Show, Tell, Do, Check” (OJT)
Human Relations Movement
Factory system often abused workers
“Human relations” movement promotedbetter workin conditions
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Start of business & managementeducationTied to Maslow’s hierarchy of needs
Establishment of the TrainingProfession
Outbreak of WWII increased the needfor trained workersFederal overnment started the
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Training Within Industry (TWI) program1942 – American Society for TrainingDirectors (ASTD) formed
Emergence of HRD
Employee needs extend beyond thetraining classroomIncludes coaching, group work, and
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pro em so vingNeed for basic employee developmentNeed for structured career development
ASTD changes its name to the AmericanSociety for Training and Development
Relationship Between HRMand HRD
Human resource management (HRM)
encompasses many functionsHuman resource develo ment HRD is
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just one of the functions within HRM
Primary Functions of HRM
Human resource planning
Equal employment opportunity
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Compensation and benefitsEmployee and labor relationsHealth, safety, and securityHuman resource development
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Secondary HRM Functions
Organization and job design
Performance management/erformance a raisal s stems
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Research and information systems
Line versus Staff Authority
Line Authority – given to managers
directly responsible for the productionof goods and services (direct function)
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Staff Authority – given to units thatadvise and consult line units
Limits of Authority
HRM & HRD units have staff authority(Overhead function)Line authorit takes recedence
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Scope of authority – how far (howmuch) can you authorize?
HRD Functions
Training and development (T&D)Organizational 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 job
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or task – e.g.,Employee orientationSkills & technical trainingCoachingCounseling
Training and Development(T&D)
Development – preparing for future
responsibilities, while increasing thecapacity to perform at a current job
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Management trainingSupervisor development
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Organizational Development
The process of improving anorganization’s effectiveness andmember’s well-being through the
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conceptsFocuses on both macro- and micro-levelsHRD plays the role of a change agent
Career Development
Ongoing process by which individuals
progress through series of changes untilthey achieve their personal level of
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maximum achievement.Career planning
Career management
Learning & Performance
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By Permission: Naughton & Rothwell (2004)
Critical HRD Issues
Strategic management and HRDThe supervisor’s role in HRD
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Strategic Management & HRD
Strategic management aims to ensure
organizational effectiveness for theforeseeable future – e.g., maximizing
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profits in the next 3 to 5 yearsHRD aims to get managers and workersready for new products, procedures,and materials
Supervisor’s Role in HRD
Implements HRD programs and
proceduresOn-the- ob trainin OJT
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Coaching/mentoring/counselingCareer and employee development
A “front-line participant” in HRD
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Organizational Structure ofHRD Departments
Depends on company size, industry and
maturityNo sin le structure used
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Depends in large part on how well theHRD manager becomes an institutionalpart of the company – i.e., a revenuecontributor, not just a revenue user
HRD Organization in a LargeCompany
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Sample HRD Jobs/Roles
Executive/ManagerHR Strategic Advisor
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Organization Change AgentOrganization Design ConsultantLearning Program Specialist
Sample HRD Jobs/Roles – 2
Instructor/FacilitatorIndividual Development and CareerCounselor
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Performance Consultant (Coach)Researcher
HR Manager Role
Integrates HRD with organizational
goals and strategiesPromotes HRD as a rofit enhancer
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Tailors HRD to corporate needs andbudgetInstitutionalizes performanceenhancement
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HR Strategic Advisor Role
Consults with corporate strategic
thinkersHel s to articulate oals and strate ies
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Develops HR plansDevelops strategic planning educationand training programs
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HR SystemsDesigner/Developer
Assists HR manager in the design and
development of HR systemsDesi ns HR ro rams
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Develops intervention strategiesPlans HR implementation actions
Organization Change Agent
Develops more efficient work teams
Improves quality management
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Develops change reports
Organization DesignConsultant
Designs work systemsDevelops effective alternative workdesi ns
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Implements changed systems
Learning Program Specialist
Identifies needs of learnersDevelops and designs learning
ro rams
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Prepares learning materials andlearning aidsDevelops program objectives, lessonplans, and strategies
Instructor/Facilitator
Presents learning materials
Leads and facilitates structured learningex eriences
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Selects appropriate instructionalmethods and techniquesDelivers instruction
Individual Development andCareer Counselor
Assists individuals in career planning
Develops individual assessments
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Provides career guidance
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Performance Consultant(Coach)
Advises line management on
appropriate interventions to improveindividual and group performance
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Provides intervention strategiesDevelops and provides coaching designsImplements coaching activities
Researcher
Assesses HRD practices and programs
Determines HRD program effectiveness
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HRD programs to address current andfuture problems
Certification and HRD
Certified Professional in Learning andPerformance (CPLP™)
The ASTD Certification Institute offers workplacelearning and performance (WLP) professionals an
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opportunity to enhance credibility and prove value inan increasingly competitive marketplace. It coversnine areas of expertise as defined by the ASTDCompetency Model .
Professional in Human Resources (PHR)SHRM offers the PHR exam to all HR professionals
..\PHR Exam Breakdown by Topic.doc
Challenges for HRD
Changing workforce demographicsCompeting in global economy
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Need for lifelong learningNeed for organizational learning
Changing Demographics in theU.S. Workplace
By 2020, it is predicted that:
African-Americans will remain at 11%Hispanics will increase from 9% to 14%
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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 to 25%
Competing in the GlobalEconomy
New technologies
Need for more skilled and educatedworkers
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Cultural sensitivity requiredTeam involvementProblem solvingBetter communications skills
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Eliminating the Skills Gap
Example: In South Carolina, 47% of enteringhigh school freshmen don’t graduate.
Best state is Vermont, with 81% graduating
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Emp oyees nee to e taug t asic s i s:MathReading
Applied subjects
Need to improve U.S. schools!
Need for Lifelong Learning
Organizations change
Technologies change
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Processes changePEOPLE must change!!
Need for OrganizationalLearning
Organizations must be able to learn,adapt, and changePrinciples:
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Systems thinkingPersonal masteryMental modelsShared visionsTeam learning
A Framework for the HRDProcess
HRD efforts should use the followingfour phases (or stages):Needs assessment
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DesignImplementationEvaluation
(“A DImE”)
Training & HRD Process Model
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Needs Assessment Phase
Establishing HRD priorities
Defining specific training and objectives
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Design Phase
Selecting who delivers program
Selecting and developing programcontent
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Scheduling the training program
Implementation Phase
Implementing or delivering the program
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Evaluation Phase
Determining program effectiveness – e.g.,Keep or change providers?
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What are the true costs?Can we do it another way?
Summary
HRD is too important to be left toamateursHRD should be a revenue roducer not
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a revenue userHRD should be a central part ofcompany
You need to be able to talk MONEY