1. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 9.1 A Model of Human Resource Development I = Individual O= Organisation E= Economy I O E

2. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 9.2 Table 9.1 A human resource development plan

3. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 9.3 Figure 9.1 A training cycle based on an HRD plan

4. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 9.4 Evaluation and Monitoring of Training Questionnaires (happiness sheets) Tests or examinations Projects Structured exercises and case studies Interview of trainees Observation on the job after training Participation and discussion during training Appraisal Assessment centre

5. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 9.5 Definitions of the Learning Organisation ‘A Learning Company is an organisation that facilitates the learning of all its members and consciously transforms itself and its context.’ Pedler, Burgoyne & Boydell, 1997 ‘An organisation that is continually expanding its capacity to create its future. For such an organisation it is not enough to merely survive... for a learning organisation “adaptive learning” must be joined by “generative learning”, learning that enhances our capacity to create.’ Senge, 1990 ‘A key characteristic of the learning company can be defined as : ‘The intentional use of learning processes at the individual, group and system level to continuously transform the organisation in a direction that is increasingly satisfying to its stakeholders.’ Dixon, 1994

6. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 9.6 The Key Characteristics of a Learning Organisation a learning approach to strategy participative policy making ‘informating’ (information technology is used to inform and empower people to ask questions and take decisions) formative accounting and control (control systems are structured to assist learning from decisions) internal exchange of ideas and knowledge reward flexibility to promote performance and reward learning enabling structures that remove barriers to communication and learning boundary workers as environmental scanners benchmarking and using knowledge gained by sales staff and those who deal with the organisation’s suppliers and customers. Seeing what rival organisations are doing inter-company learning a learning climate self-development opportunities for all Pedler, Burgoyne & Boydell, 1997

7. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 9.7 Mayo’s Definition of a Knowledge Managing Organisation managing the generation of new knowledge through learning; capturing knowledge and experience; sharing, collaborating and communicating; organising information for easy access; using and building on what is known. Mayo, 1998

8. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 9.8 On-the-job Training Methods ‘Sitting by Nellie’ Mentoring Shadowing Job Rotation E learning

9. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 9.9 Analysing training needs For the job Job description Job analysis Interview with jobholders Interview with managers and supervisors For the Individual Person specification Personal profiles Appraisal Assessment centre Global review and training audits Relating resources to training objectives

10. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 9.10 Off-the-job Training Methods Courses (certificated or short) Blended learning Using Interactive learning method s –Workshops –Case studies –Role play –Simulations –Interactive computer learning packages –Video and audio tapes –The Internet (web sites), intranet (organisational systems) –Problem solving (Action learning)

11. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 9.11 Investors In People An Investor in People regularly reviews the training and development needs of all employees. The resources for training and developing employees should be clearly identified in the business plan. Managers should be responsible for regularly agreeing training and development needs with each employee in the context of business objectives, setting targets and standards linked, where appropriate, to NVQs. An Investor in People takes action to train and develop individuals on recruitment and throughout their employment. Action should focus on the training needs of all new recruits and continually developing and improving the skills of existing employees. All employees should be encouraged to contribute to identifying and meeting their own job-related development needs. An Investor in People evaluates the investment in training and development to assess achievement and improve future effectiveness. The investment, the competence and commitment of employees, and the use made of skills learned should be reviewed at all levels against business goals and targets. The effectiveness of training and development should be reviewed at the top level and lead to renewed commitment and target setting.

12. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 9.12 Investor in People An Investor in People makes a public commitment from the top to develop all employees to achieve its business objectives. Every employer should have a written but flexible plan which sets out business goals and targets, considers how employees will contribute to achieving the plan and specifies how development needs in particular will be assessed and met. Management should develop and communicate to all employees a vision of where the organisation is going and the contribution employees will make to its success, involving employee representatives as appropriate. Employment Department Group, 1990