Development, Theories and Practice HUMAN RESOURCES Development, Theories and Practice @2008 LIHernandez

What Is Human Resource Development (HRD)? Human Resource Development is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. @2008 LIHernandez

What Is Human Resource Development (HRD)? Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, succession planning, key employee identification, tuition assistance, and organization development. @2008 LIHernandez

What Is Human Resource Development (HRD)? The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers. @2008 LIHernandez

What Is Human Resource Management (HRM)? Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers. @2008 LIHernandez

What Is Human Resource Management (HRM)? Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. @2008 LIHernandez

Overview: HRD vs. HRM A definition of HRD is "organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization" HRD includes the areas of training and development, career development, and organization development. This is related to Human Resource Management -- a field which includes HR research and information systems, union/labor relations, employee assistance, compensation/benefits, selection and staffing, performance management systems, HR planning, and organization/job design @2008 LIHernandez

Steps in having a successful HRD work Needs assessment Program design, development and evaluation Training and Development Organization Development (OD) Career Development Organization Research and Program Development @2008 LIHernandez

Needs Assessment The first step is to check the actual performance of our organizations and our people against existing standards, or to set new standards. There are two parts to this: Current situation: We must determine the current state of skills, knowledge, and abilities of our current and/or future employees. This analysis also should examine our organizational goals, climate, and internal and external constraints. Desired or necessary situation: We must identify the desired or necessary conditions for organizational and personal success. This analysis focuses on the necessary job tasks/standards, as well as the skills, knowledge, and abilities needed to accomplish these successfully. It is important that we identify the critical tasks necessary, and not just observe our current practices. We also must distinguish our actual needs from our perceived needs, our wants. @2008 LIHernandez

Needs Assessment Step 2. IDENTIFY PRIORITIES AND IMPORTANCE. The first step should have produced a large list of needs for training and development, career development, organization development, and/or other interventions. Now we must examine these in view of their importance to our organizational goals, realities, and constraints. We must determine if the identified needs are real, if they are worth addressing, and specify their importance and urgency in view of our organizational needs and requirements (4). For example Cost-effectiveness: How does the cost of the problem compare to the cost of implementing a solution? In other words, we perform a cost-benefit analysis. Legal mandates: Are there laws requiring a solution? (For example, safety or regulatory compliance.) Executive pressure: Does top management expect a solution? Population: Are many people or key people involved? Customers: What influence is generated by customer specifications and expectations? @2008 LIHernandez

Needs Assessment Step 3. IDENTIFY CAUSES OF PERFORMANCE PROBLEMS AND/OR OPPORTUNITIES. Now that we have prioritized and focused on critical organizational and personal needs, we will next identify specific problem areas and opportunities in our organization. We must know what our performance requirements are, if appropriate solutions are to be applied. We should ask two questions for every identified need: (6) Are our people doing their jobs effectively? Do they know how to do their jobs? Step 4. IDENTIFY POSSIBLE SOLUTIONS AND GROWTH OPPORTUNITIES. If people are doing their jobs effectively, perhaps we should leave well enough alone. However, some training and/or other interventions might be called for if sufficient importance is attached to moving our people and their performance into new directions. But if our people ARE NOT doing their jobs effectively: Training may be the solution, IF there is a knowledge problem. Organization development activities may provide solutions when the problem is not based on a lack of knowledge and is primarily associated with systematic change. These interventions might include strategic planning, organization restructuring, performance management and/or effective team building. @2008 LIHernandez

Program Design, Development and Evaluation We need to consider the benefits of any HRD intervention before we just go and do it: What learning will be accomplished? What changes in behavior and performance are expected? Will we get them? And of prime importance -- what is the expected economic cost/benefit of any projected solutions? @2008 LIHernandez

Training Development Acquiring knowledge, developing competencies and skills, and adopting behaviors that improve performance in current jobs In the case of training, the focus is usually based on improving individual and group behavior and performance, and on results to the organization. @2008 LIHernandez

Training Development The results desired from training should be based on 4 categories: Reaction -- evaluates the training program itself (are the trainees satisfied?). Learning -- focuses on changes in the participants as a result of the training (have skills, knowledge, or attitudes changed as a result of the training?). Behavior or performance -- deals with the transfer of the learning to the job or organization (are the results of the training being applied?). Outcomes or results -- is the impact of the training on the productivity and profitability of the organization. While education tends to focus on the first two of these, training should be evaluated by the last two -- on the transfer of learning to the success of the organization. @2008 LIHernandez

Training Development Total Quality Management (TQM) TQM is a management approach for an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society. Quality Control (QC) Quality control is involved in developing systems to ensure products or services are designed and produced to meet or exceed customer requirements. Quality assurance covers all activities from design, development, production, installation, servicing and documentation. This introduced the rules: "fit for purpose" and "do it right the first time". It includes the regulation of the quality of raw materials, assemblies, products and components; services related to production; and management, production, and inspection processes @2008 LIHernandez

Organization Development (OD) The diagnosis and design of systems to assist an organization with planning change. OD activities include: change management, team building, learning organizations, management development, quality of work life, management by objectives, strategic planning, participative management. organizational restructuring, job redesign, job enrichment, centralization vs. decentralization, changes in the organization's reward structure, process consultation, executive development, action research, third party interventions, and more. @2008 LIHernandez

Organization Development (OD) In essence, OD is a planned system of change. Planned. OD takes a long-range approach to improving organizational performance and efficiency. It avoids the (usual) "quick-fix". Organization-wide. OD focuses on the total system. Managed from the top. To be effective, OD must have the support of top-management. They have to model it, not just espouse it. The OD process also needs the buy-in and ownership of workers throughout the organization. Increase organization effectiveness and health. OD is tied to the bottom-line. Its goal is to improve the organization, to make it more efficient and more competitive by aligning the organization's systems with its people. Planned interventions. After proper preparation, OD uses activities called interventions to make system wide, permanent changes in the organization. Using behavioral-science knowledge. OD is a discipline that combines research and experience to understanding people, business systems, and their interactions. @2008 LIHernandez

Why do OD? Human resources -- our people -- may be a large fraction of our costs of doing business. They certainly can make the difference between organizational success and failure. We better know how to manage them. Changing nature of the workplace. Our workers today want feedback on their performance, a sense of accomplishment, feelings of value and worth, and commitment to social responsibility. They need to be more efficient, to improve their time management. And, of course, if we are to continue doing more work with less people, we need to make our processes more efficient. Global markets. Our environments are changing, and our organizations must also change to survive and prosper. We need to be more responsible to and develop closer partnerships with our customers. We must change to survive, and we argue that we should attack the problems, not the symptoms, in a systematic, planned, humane manner. Accelerated rate of change. Taking an open-systems approach, we can easily identify the competitions on an international scale for people, capital, physical resources, and information. @2008 LIHernandez

When is organization ready for an OD? There is a formula, which we can use to decide if an organization is ready for change: Dissatisfaction x Vision x First Steps > Resistance to Change This means that three components must all be present to overcome the resistance to change in an organization: Dissatisfaction with the present situation, a vision of what is possible in the future, and achievable first steps towards reaching this vision. If any of the three is zero or near zero, the product will also be zero or near zero and the resistance to change will dominate. @2008 LIHernandez

OD is a process… “process of systematically collecting research data about an ongoing system relative to some objective, goal, or need of that system; feeding these data back into the system; taking actions by altering selected variables within the system based both on the data and on hypotheses; and evaluating the results of actions by collecting more data." @2008 LIHernandez

Career Development Activities and processes for mutual career planning and management between employees and organizations. Changes in our organizations (including downsizing, restructuring, and outsourcing) are resulting in more empowerment for employees. The responsibility for our own career development is downloaded to us. (Translation: career ladders are gone; career development is now the responsibility of the individual.) Later in this series we will explore strategies and tactics to survive and prosper in this new workplace environment. @2008 LIHernandez

Organization Research and Program Evaluation An exploration of methods to evaluate, justify, and improve on HRD offerings. @2008 LIHernandez