Human Resource Development Strategy and Tactics CHAPTER 4: Managing the HRD Function BUS 314 Spring 2011 Semester 312 Instructor: DR NAILAH AYUB

The HRD Function Purpose of a formal HRD Program: provide a systematic , thorough, and monitored approach to learning and individual development HRD function- must be capable of directing learning in an organized manner, and such learning should be compatible with the organization’s HRD strategy and values

HRD Function In large firms- In the form of integrated Workplace Learning Performance (WLP) WLP is a systematic process of analyzing and responding to performance issues. WLP creates positive and progressive change by balancing human, ethical, technological, and oeprational considerations

HRD Function Initiatives Training: produces measurable improvements in skills, knowledge, or attitudes Education: learning that leads to improved skills, knowledge or attitudes applicable to future job or assignment Development: long-term learning aimed at preparing employees for the unforeseen future

HRD function seen unfavorably HRD program seen as outside the mainstream Not viewed to be critical for success Training outcomes and impacts not valued HRD practitioners not regarded as practical Commitment to HRD requires recognizing the value and importance of HRD functions

Strategies for Retention of Knowledge workers External talent acquisition Internal talent development Job rotation and action learning Hiring talent from external agents Contractual binding

HRD in Small and Medium-Sized Enterprises (SMEs) Internal training vs external formal training Family vs non-family employees Formal vs informal training Reactive and aimed at solving immediate problems Tendency to justify absence of training

Objectives for HRD function Address critical issues and avoid common pitfalls Create a realistic plan Forecast, negotiate, and manage a training budget Manage resources Market HRD Identify the skills and qualities for an effective trainer Plan development activities Evaluate the effectiveness

Steps for HRD function Build a partnership Create a vision Develop a realistic plan Be creative Market HRD Manage time effectively Manage the budget Develop staff and network Track effectiveness

Roles within HRD function Manager plans, organizes, schedules, and leads; ensures that WLP is aligned with organizational needs Analyst troubleshoots to analyze performance gaps and identifies areas for improvement Intervention selector chooses appropriate interventions Intervention designer and developer Learning and interventions to address specific root causes Intervention implementer Ensures appropriate and effective implementation of intervention Change leader Inspires the workforce and directs for the change effort Evaluator Assess the impact of intervention

Budget Considerations Link learning to company’s future How will our company be different; what investments to make us stronger; what new abilities should we demonstrate Take the offensive Look at the existing activities critically Reallocate spending Try new ventures Measure for true impact Replace existing management reports with new measures

Principles for getting approval for a Training Budget Make budget a tool, not a game No budget is ever etched in stone Perform variance analyses Go for the Big Three- Responsibility, Authority, Accountability Learn the language of leaders

Training Model of HRD Systematic training model – embedded in the ‘Instructional System Design’ perspective It is a circle of following activities Identifying training needs Designing training Delivering training Evaluating training outcomes

Management practices for High Performance work systems Focus on employee involvement, commitment, and competencies, and emphasize the importance of HRD Changing Changing the design and conduct of jobs through flexible working (who does what) Ensuring knowledge and competencies to workers Resourcing and development practices

HRD and Organizational Learning What is HRD function trying to achieve in terms of learning? Assumptions OL is experiential- knowledge stores in explicit and tacit routines; programs; std operating procedures; organizational rules Learning is a process that brings permanent change OL is individual learning in a social context Learning occurs within an existing system of organizational rules, practices, and standards

Competency-based Development and Continuous Learning Identification of gaps between existing competencies and competency requirements for the given tasks and jobs Competencies include knowledge and skills required to produce results, but also involve other characteristics such as innate ability and motivation