1. Diploma in HRM – Contemporary Developments in Human Resource Development (HRD) Understand the role and contribution of HRD practice to developing different categories of employees and organisation functions.

2. Objectives
Identify what is meant by personal, professional and leadership development
Identify and evaluate a range of theories and models applied to HRD
Explain different examples of HRD interventions
DHRM
07/04/2019

3. Why is it important? Personal development Professional development
Leadership development
Difference between them? What do you perceive each one to mean?
Strategic HRD provides organisations with not only an opportunity of developing skills, knowledge and behaviours for competitive advantage, but can also foster a feeling of engagement, motivation and commitment to the organisation and its goals.
Management development focuses on the development of skills, knowledge and behaviours of an organisation’s leaders to manage, develop and use their available resources in order to maximise organisation performance. Of the resources such as finance, physical assets, technology, it is the human resource that is the most vital and complex yet the most valuable. It is the human resource that can be the differentiating factor between high and low performing organisations. Therefore, high-performing managers and leaders are needed to develop and use their skills, knowledge and behaviours to empower and motivate individuals to flouris
organisations may develop HRD strategies in order to ensure they have a supply of skills, knowledge and behaviours that may be sadly lacking within the communities to which they serve
organisations will need to focus on the development of skills, knowledge and behaviours in order to fully use and deploy their resources both nationally and globally where and when the need arises. The development of talent and potential will enable the organisation to develop its major resources and core competences in its drive to achieve competitive advantage and / or organisational effectiveness.
These factors can be encapsulated in a number of HRM / HRD theories and / or models. 

4. Theories vs Models
‘Theories’ are a collection of ideas or thoughts that have been systematically organised to explain certain events or factors. 
‘Models’ can be a manifestation of a theory; providing a simplified verbal or visual representation of ideas or thoughts that can be used to test the viability of a theory. 
Theories tend to look at why something works, whereas models look at how something works.
For example, learning and development theories will look at the various reasons why people are motivated to develop their own skills and knowledge (e.g. promotion, engagement, feeling good about one self) or will look at why some organisations and individuals are more able to learn effectively. Learning and development models will look at how people learn. There are a number of theories which focus on the learning process and its application to the human resources of the organisation:

5. Learning and Development Theories
Instrumental learning theory
Cognitive learning theory
Affective learning theory
Reinforcement theory
Social learning theory
Experiential learning theory
Split into three groups and take two theories each

6. Additional theories.. Andragogy Pedagogy
Andragogy takes a humanistic view that learning should be self-directed and autonomous – in essence the belief is that learners are motivated to learn and trainers / teachers take on a more facilitative approach to enhancing motivation and helping learners to apply theory to practical (working) situations
The method and practice of teaching, especially as an academic subject or theoretical concept

7. Models
In your groups, research models that apply to the learning process and be prepared to briefly explain them and how they are linked to HRD
Research in groups – come up with 5 each
best practice models; (2) best fit models; (3) resource based view models. The Balanced Scorecard (1991)
Investors in People (IIP)
CIPD HR Professional Map
The Ulrich HR champions model (1997)
The adapted Ulrich three legged stool 
Senge’s ‘Learning Organisation’ (1990) 
360 degree feedback
Kolb’s Learning Cycle (1984) 
Honey and Mumford’s Learning Styles (1988)
Kirkpatrick’s
Argyris (1982)

8. Development Theories and models Self-development Learning from others
A combination of these types of development should enhance effectiveness. Effective HR(D) professionals identify and develop learning strategies that can facilitate the development of both directed and self-directed learning within an organisation. This involves identifying talent pipelines both internally and externally. Internally, secondments, job rotation and enrichment along with career development processes can be encouraged. Externally, graduate programmes, internships, work experience and apprenticeships provide further options for tapping into talent pools. These alternative approaches need to be planned in detail particularly where labour markets are tight.

9. Interventions Difference between training and learning
Coaching and mentoring
Job enrichment
Job shadowing
Secondments
E-Learning
Blended learning
Training
An awareness of learning theories is important to determine how people learn. Also an appreciation of different learning styles can enable organisations and individuals to undertake a more focused approach to developing HRD interventions
There are a number of interventions that can be used to develop staff. Although the terms are often used interchangeably, there is a distinction between the terms ‘learning’ and ‘training’. Learning involves a number of processes, which can include training, where an individual acquires new knowledge, skills and behaviours. Training is a specific instructional-led intervention which is on the whole a one-off event, or a series of events.
Formal learning involves a combination of on and off-the-job interventions, which can include

10. Compare and Contrast
In groups, choose two of the interventions listed and prepare a proposal including the following
the person/group/problem you would apply the intervention to
Why you have chosen this particular intervention in this situation
What the limitations are, if any

11. Encouraging Learning Appraisals Rewards Incentives
Management development
The need to put systems in place (appraisal, rewards, incentives, processes, management development) that encourage learning and growth within a continuously changing and volatile environment has never been so vital. Managers are integral in facilitating and implementing this process. The role of the effective HR practitioner (and indeed the HRM / HRD function) is to provide the necessary support, advice and development of strategies and frameworks to enable the ongoing development of managers and their staff