Topic 5 Revision Notes
HUMAN RESOURCE DEVELOPMENT
Topic 5 Revision Notes What is Human Resource Development: •“Set of systematic and planned activities designed by an organisation to provide its members with opportunities to learn necessary skills to meet current and future job demands” •Learning is at the core of all HRD efforts •It is often said that an organisation is only as good as its people •HRD activities in the workplace: -Start with employee joining organisation; orientation and socialization -Should continue throughout employment; career development -Must be responsive to work and job changes; organisational development -But at the same time reflect corporate goals and strategies •HRD IS TO FACILITATE THE ACHIEVEMENT OF EMPLOYEE CAREER GOALS AND ORGANISATIONAL STRATEGIC BUSINESS OBJECTIVES •Not all organisations have training programs as they are perceived to be very costly, and often there is not a return on investment •If a company invests a lot of money and training in an individual; the individual is more likely to stay at the organisation as they feel the organisation values them
Why HRD is important to organisational success: •To meet HR outcomes & ensure orgs needs are met •To compete in a global market with a multi-skilled, adaptable and innovative workforce •To adapt and keep place with the changing business environment (eg technology, demographic changes, IR changes, organisational change, etc) •Meet needs of employees in age of job security
HUMAN RESOURCE DEVELOPMENT
Three Elements of Human Resource Development: 1. Training & Development:
2. Career Development:
3. Organisational Development:
•Employee training and development is any attempt to improve current or future employee performance by increasing, through learning, an employee’s ability to perform, usually by increasing his or her skills and knowledge. •Training: -Provides skills & knowledge to do job or task •Development: -Prepares for future employment needs •T&D activities include: -Employee orientation: org values & norms, relationships, etc -Skills and technical training: new skills or knowledge in a particular area -Coaching: individuals are encouraged to take responsibility for their actions and achieve desired performance •Orientation provides essential information on the employment relationship. It builds organisation identification and high performance expectations •“Ongoing process by which individual’s progress through a series of stages, each characterized by a unique set of issues, themes and tasks” •Career planning: assessing workers skills and abilities to establish a realistic career plan. •Career management: take necessary steps to achieve career plan •Process of enhancing the effectiveness of an organisation and its employees •Involves both micro and macro changes: -Micro: changes directed towards specific individuals, groups or teams -Macro: changes directed at the organisation as a whole •HRD professional works with a change agent to facilitate the change process •Knowledge management deals with an organisation’s ability to collect, store, share and apply knowledge in order to enhance survival and success . That is, knowledge management aims to exploit the organisation’s intellectual capital. -Knowledge management should create norms that encourage people to question the status quo and assumptions -Knowledge management should avoid allowing elite groups or single points of view dominate decision making
HUMAN RESOURCE DEVELOPMENT
Phases of the Training and HRD Process: 1. Needs Assessment/Analysis: •Can address a current deficiency or a new challenge that demands change •Establish priorities for expending HRD resources •Define specific training and HRD objectives •Establish evaluation criteria •USUALLY LEADS TO THE IDENTIFICATION OF PERFORMANCE GAPS AND THEIR CAUSES •NEED TO DETERMINE WHETHER PERFORMANCE GAP IS A TRAINING OR NON-TRAINING NEED
2. Design Phase: •Define objectives •Develop lesson plan •Acquire materials •Select trainer/leader •Select methods/techniques •Scheduling; time, place 3. Implementation Phase: •Deliver program as designed •Create atmosphere that promotes learning •Resolve emergent problems as they occur 4. Evaluation Phase: •Quantify results of trainings •Evaluate participant reaction and learnings •Evaluate transferability of learning to the workplace •Evaluate if program contributes to organisations effectiveness •Also get participants to fill out questionnaire to gain feedback on trainers 5. Evaluation of use of Data: •Whether to continue to use program or vendor •Budgeting/resourcing •Using alternative methods
HUMAN RESOURCE DEVELOPMENT
Setting Training Objectives (Important Components): Performance: Standard/Criterion: Condition:
•What the learner should be able to do •The minimum acceptable level of performance •Conditions under which an activity will be performed
Kirkpatrick’s Model of Evaluation: Kirkpatrick’s Model of evaluation:
•Most popular based model that is being used in workplaces •It is an outcome based model •Training efforts are evaluated according to four criteria: 1. Reaction; participant evaluation of trainers (easiest to measure!!!!) 2. Learning; conduct tests to see if participants remember what is learnt 3. Job behaviour; is there a transfer of training when the employee is working 4. Results; what is the impact of training on overall performance results for the organisation (hardest to measure!!!!!!) •However, most organisations do not collect information on all four types of outcomes
Why don’t organisations evaluate? •Can’t measure results •Don’t know what information to collect •Evaluation is not required •Evaluating programs lead to criticism from head management if results are not seen from training. •HR managers are fearful of their programs being cut, as they are usually cut first in tough economic times. •Evaluations are time consuming and expensive
HUMAN RESOURCE DEVELOPMENT
Value of adult learning theory to HRD interventions: Adult learning theory: •Belief that teaching adults requires a different set of learning techniques •Pedagogy: used for education children and teens through high school, traditional learning approach •Andragogy: adult oriented approach to learning
-One way downward communication -Rules and formality -Instructor/teacher focused -MORE PASSIVE -2 way communication -Flexible and developmental -Learners have more input on learning objectives -MORE ACTIVE
Child vs. Adult learning: •Adults are more self-directed •Adults have a large amount of acquired knowledge and experience that can help as a resource for learning •Adults are motivated to learn tasks that solve problems or address needs, and they expect to apply relevant information to their problems and needs Psychological Principles of Learning: •People learn in a variety of ways. Some considerations include: -Relevance of learning -Reinforcement -Transfer of training -Whole vs. Part learning -Practice and learning -Activity versus passivity -Learning styles
Topic 5 Revision Notes What is Human Resource Development: •“Set of systematic and planned activities designed by an organisation to provide its members with opportunities to learn necessary skills to meet current and future job demands” •Learning is at the core of all HRD efforts •It is often said that an organisation is only as good as its people •HRD activities in the workplace: -Start with employee joining organisation; orientation and socialization -Should continue throughout employment; career development -Must be responsive to work and job changes; organisational development -But at the same time reflect corporate goals and strategies •HRD IS TO FACILITATE THE ACHIEVEMENT OF EMPLOYEE CAREER GOALS AND ORGANISATIONAL STRATEGIC BUSINESS OBJECTIVES •Not all organisations have training programs as they are perceived to be very costly, and often there is not a return on investment •If a company invests a lot of money and training in an individual; the individual is more likely to stay at the organisation as they feel the organisation values them
Why HRD is important to organisational success: •To meet HR outcomes & ensure orgs needs are met •To compete in a global market with a multi-skilled, adaptable and innovative workforce •To adapt and keep place with the changing business environment (eg technology, demographic changes, IR changes, organisational change, etc) •Meet needs of employees in age of job security
HUMAN RESOURCE DEVELOPMENT
Three Elements of Human Resource Development: 1. Training & Development:
2. Career Development:
3. Organisational Development:
•Employee training and development is any attempt to improve current or future employee performance by increasing, through learning, an employee’s ability to perform, usually by increasing his or her skills and knowledge. •Training: -Provides skills & knowledge to do job or task •Development: -Prepares for future employment needs •T&D activities include: -Employee orientation: org values & norms, relationships, etc -Skills and technical training: new skills or knowledge in a particular area -Coaching: individuals are encouraged to take responsibility for their actions and achieve desired performance •Orientation provides essential information on the employment relationship. It builds organisation identification and high performance expectations •“Ongoing process by which individual’s progress through a series of stages, each characterized by a unique set of issues, themes and tasks” •Career planning: assessing workers skills and abilities to establish a realistic career plan. •Career management: take necessary steps to achieve career plan •Process of enhancing the effectiveness of an organisation and its employees •Involves both micro and macro changes: -Micro: changes directed towards specific individuals, groups or teams -Macro: changes directed at the organisation as a whole •HRD professional works with a change agent to facilitate the change process •Knowledge management deals with an organisation’s ability to collect, store, share and apply knowledge in order to enhance survival and success . That is, knowledge management aims to exploit the organisation’s intellectual capital. -Knowledge management should create norms that encourage people to question the status quo and assumptions -Knowledge management should avoid allowing elite groups or single points of view dominate decision making
HUMAN RESOURCE DEVELOPMENT
Phases of the Training and HRD Process: 1. Needs Assessment/Analysis: •Can address a current deficiency or a new challenge that demands change •Establish priorities for expending HRD resources •Define specific training and HRD objectives •Establish evaluation criteria •USUALLY LEADS TO THE IDENTIFICATION OF PERFORMANCE GAPS AND THEIR CAUSES •NEED TO DETERMINE WHETHER PERFORMANCE GAP IS A TRAINING OR NON-TRAINING NEED
2. Design Phase: •Define objectives •Develop lesson plan •Acquire materials •Select trainer/leader •Select methods/techniques •Scheduling; time, place 3. Implementation Phase: •Deliver program as designed •Create atmosphere that promotes learning •Resolve emergent problems as they occur 4. Evaluation Phase: •Quantify results of trainings •Evaluate participant reaction and learnings •Evaluate transferability of learning to the workplace •Evaluate if program contributes to organisations effectiveness •Also get participants to fill out questionnaire to gain feedback on trainers 5. Evaluation of use of Data: •Whether to continue to use program or vendor •Budgeting/resourcing •Using alternative methods
HUMAN RESOURCE DEVELOPMENT
Setting Training Objectives (Important Components): Performance: Standard/Criterion: Condition:
•What the learner should be able to do •The minimum acceptable level of performance •Conditions under which an activity will be performed
Kirkpatrick’s Model of Evaluation: Kirkpatrick’s Model of evaluation:
•Most popular based model that is being used in workplaces •It is an outcome based model •Training efforts are evaluated according to four criteria: 1. Reaction; participant evaluation of trainers (easiest to measure!!!!) 2. Learning; conduct tests to see if participants remember what is learnt 3. Job behaviour; is there a transfer of training when the employee is working 4. Results; what is the impact of training on overall performance results for the organisation (hardest to measure!!!!!!) •However, most organisations do not collect information on all four types of outcomes
Why don’t organisations evaluate? •Can’t measure results •Don’t know what information to collect •Evaluation is not required •Evaluating programs lead to criticism from head management if results are not seen from training. •HR managers are fearful of their programs being cut, as they are usually cut first in tough economic times. •Evaluations are time consuming and expensive
HUMAN RESOURCE DEVELOPMENT
Value of adult learning theory to HRD interventions: Adult learning theory: •Belief that teaching adults requires a different set of learning techniques •Pedagogy: used for education children and teens through high school, traditional learning approach •Andragogy: adult oriented approach to learning
-One way downward communication -Rules and formality -Instructor/teacher focused -MORE PASSIVE -2 way communication -Flexible and developmental -Learners have more input on learning objectives -MORE ACTIVE
Child vs. Adult learning: •Adults are more self-directed •Adults have a large amount of acquired knowledge and experience that can help as a resource for learning •Adults are motivated to learn tasks that solve problems or address needs, and they expect to apply relevant information to their problems and needs Psychological Principles of Learning: •People learn in a variety of ways. Some considerations include: -Relevance of learning -Reinforcement -Transfer of training -Whole vs. Part learning -Practice and learning -Activity versus passivity -Learning styles
