Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Part 4 Development

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Views on HR Development Increases productivity but by how much? Difficult to show causal link between HR development and organisational performance Means of building core competence over the longer term Slide 16.1

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Cost or Investment Traditionally employee development seen as a cost This is changing in some organisations Some argue that UK companies give little support to training and development compared to European companies Slide 16.2

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 National Training Framework Is voluntarist - employers make their own choices about level of training conducted Government’s role is encouraging training not interventionist Training spend is unevenly distributed Slide 16.3

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 HR Development Strategies Needs driven approach Opportunistic approach Organisational capability approach Slide 16.4

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Organisational & HR Development Strategies To be effective training and development needs to be linked with and influence business strategy However Many organisations do not consider development issues as part of competitive strategy formulation (McClelland, 1994) Slide 16.5

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Linking Management Development to Strategic Situations (1 of 4) Slide 16.6 Table 16.1 Linking management development to strategic situations Source: P. Miller (1991) ‘A strategic look at management development’, Personnel Management, August, p. 47. Reproduced with permission of the author.

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Linking Management Development to Strategic Situations (2 of 4) Slide 16.7 Table 16.1 Linking management development to strategic situations Source: P. Miller (1991) ‘A strategic look at management development’, Personnel Management, August, p. 47. Reproduced with permission of the author.

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Linking Management Development to Strategic Situations (3 of 4) Table 16.1 Linking management development to strategic situations Source: P. Miller (1991) ‘A strategic look at management development’, Personnel Management, August, p. 47. Reproduced with permission of the author. Slide 16.8

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Linking Management Development to Strategic Situations (4 of 4) Table 16.1 Linking management development to strategic situations Source: P. Miller (1991) ‘A strategic look at management development’, Personnel Management, August, p. 47. Reproduced with permission of the author. Slide 16.9

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Strategic Approach to HR Development (1 of 3) 1.HR development shapes the organisation’s mission and goals 2.Top management are leaders rather than just supporters 3.Senior management and HR development professionals are involved in environmental scanning (Garavan,1991) Slide 16.10

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Strategic Approach to HR Development (2 of 3) 4.Development strategies, policies and plans developed relate to present and future organisational direction 5.Line managers are committed and involved in HR development as strategic partners 6.There is strategic integration with other HRM aspects 7.Trainers lead as well as facilitate change (Garavan,1991) Slide 16.11

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Strategic Approach to HR Development (3 of 3) 8.HRD professionals influence organisational culture 9.Emphasis on future oriented cost effectiveness and results (Garavan,1991) Slide 16.12

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 HR Development Strategy Impact with Wider HR Strategy Recruitment Organisational development Reward Performance management Slide 16.13

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 External Labour Market Availability of people with right skills and competencies in the market place impact employee development strategy Plentiful supply in external market – extent internal development takes place Short supply in external market – internal development becomes a priority Slide 16.14

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Development Activity as a Driver Motivation Commitment Slide 16.15

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Stakeholders in Strategic Training & Development Sponsors Clients Line managers Participants Facilitators Providers Slide 16.16

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Ownership of T&D Strategy Should not be owned by HR/HRD function Owned and worked by whole organisation Slide 16.17

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Role of Top Management Introducing and promoting strategic developments to staff Show commitment Slide 16.18

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Role of Line Managers Trainers Assessors Advisors Delivering strategy Slide 16.19

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Role of External Consultants Be used at any time Add to strategy development Provide outside perspective Slide 16.20

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Summary Currently a voluntarist approach to T&D HR development strategy should focus on organisation’s strategy and objectives HR development strategy may be opportunistic and proactive HR development strategy should be reinforced by and reinforce other HR strategy HR/HRD function does not own HR development strategy Slide 16.21