Resource and Talent Planning (5RTP) Cohort: Waterloo Tutor: Michelle Maunder

Learning Outcomes 1.Understand competing approaches that contextualise contemporary developments in HRD 2.Understand contemporary external trends and data and the implications of these for HRD practice 3.Understand the role and contribution of HRD practice to developing different categories of employees and organisation functions 4.Understand contemporary developments in HRD practice

What does this unit involve? In groups provide a checklist of the key areas for the unit Learning, development and training ???

Assignment Evidence to be produced/required Briefing paper 3000 words +/- 10% answering all assignment questions HAND IN DATE

Learning Outcome 1 1.Understand competing approaches that contextualise contemporary developments in HRD 1.1 Identify and explain a personal definition of HRD based on an evaluation of a range of approaches to HRD and explain its application in a range of different contexts 1.2 Explain the contribution of critical perspectives in developing HRD practice

TASK Within your groups construct the definition and purpose of HRD within an International organisation operating globally Definition: ??? Purpose: ??? minutes, presentation

HRD Strategy and added value To enter new markets new skills and knowledge Increase and maintain customer satisfaction ??? HRD Strategy – what is the added value?

Department/Team Aims and Objectives Individual Aims and Objectives Organisational Aims and Objectives Identification of Needs

Components of HRD – learner definitions In groups compare and contrast the following concepts: Learning – ??? Training – ??? Development – ??? Organisational Development – ??? Strategic focus – ???

HRD: Performance v Development Approaches to HRD PerformanceDevelopment

CIPD L&TD Survey 2013 – Changes over the next 2 years? More responsibility devolved to line managers 2 More emphasis on evaluation of learning 3 Greater use of e-learning 4 Linking L&D to business strategy 5 Coaching and performance to drive change 1 Linking L&D with performance management 6

HRD Strategic Integration Business Strategy Resourcing TalentDevelopment Relations/ Engagement Pay and RewardPerformance Human Resource Strategy Horizontal Integration Vertical Integration

Perspectives: critical thinking 1.Aims of HRD – organisational performance v individual learning 2.Approaches to HRD/HRM – hard v soft approaches 3.Role of individuals/stakeholders – passive recipients of HRD or self-directed participants 4.HRD institutional practices – following so called best practice What are your views on these issues?

Task In groups choose an organisation of your choice: 1.Determine the organisations future corporate strategy 2. Analyse how HRD strategic solutions can help the organisaton fulfill its strategy (vertical integration) 3.Analyse how HRD solutions can cohesively integrate with other areas of HR i.e. resourcing, engagement minutes, group debate/discussion drawing on your own knowledge and understanding

CIPD HR Professional Map What behaviours / professional areas can you develop? Click here for the Maphere