Contemporary Developments in HRD (5HRD) Tutor: Kevin Haslam Contemporary Developments in HRD (5HRD) Cohort: Waterloo Date: July 2013 Copyright Selhurst Consulting Ltd

Contemporary Developments in HRD (5HRD) LO3: Understand the role and contribution of HRD practice to developing different categories of employees and organisation functions. 3.1 Evaluate a range of theories and models applied to professional, management and leadership development.   3.2 Compare and contrast the use of a range of HRD interventions for a range of employee groups and organisation functions.

Developing Managers & Leaders HR Professionals should develop individual tailored solutions to adopt a strategic approach to management development. Consideration should be given to availability of talent and developing talent pipelines within the organisation. Discuss! https://www.youtube.com/watch?v=s-poQaPPJbQ&feature=related 3

Qualities required of excellent managers and leaders There are a number of theories which focus on the learning process and its application to the human resources: Instrumental learning theory– improving efficiency and effectiveness on the job once basic standards have been achieved Cognitive learning theory– utilising information to acquire knowledge and put into context Affective learning theory– development of attitudes and/or feelings to a particular area Reinforcement theory– focuses on behaviouralism in that the belief is that individuals can be conditioned and will change their behaviour based on a response to events or stimuli (e.g. a pay rise, threat of a warning) 4

Qualities required of excellent managers and leaders There are a number of theories which focus on the learning process and its application to the human resources: Social learning theory– enhancement of learning through social interaction and the sharing of knowledge, ideas and solutions Experiential learning theory– more self directed, where individuals learn from their experience and importantly reflect on how they can develop and apply their learning further to new situations 5

Management Development The role of the effective HR practitioner (and indeed the HRM/HRD function) is to provide the necessary support, advice and development of strategies/frameworks to enable the ongoing development of managers and their staff. encourage managers to feel empowered to undertake self-directive development identify and develop learning strategies that can facilitate the development of both directed and self-directed learning Internally, secondments, job rotation and enrichment along with career development processes can be encouraged. informal learning can be planned and structured and can be particularly relevant as individuals can learn on the job and put their learning into practice (experiential learning). 6

Management Development Formal learning involves a combination of on and off-the-job interventions, which can include: Coaching– solutions based, non-directive approach to developing a particular skill or skills. Coaches are utilised to help the coachee to focus on specific areas Mentoring– utilises the same non-directive approach as coaching, but focuses on longer term development. Mentors are utilised to help the mentee to discuss pertinent issues and occasionally seek advice in a non-directive way over a longer period of time Job enrichment/enlargement– undertaking new duties to enhance skills and knowledge 7

Management Development Collaborative working arrangements– action sets/communities of practice allows the sharing of ideas and views within networks Job shadowing– observing more experienced individuals or others in other functions/organisations in order to develop more flexible skills and knowledge Secondments– gaining wider experience (and knowledge and skills) within and outside the organisation in order to develop new ways of thinking or to identify enhanced synergies between functions/networks E-learning– provides learning via technology and through web 2.0 (social networking) encourages knowledge sharing and collaboration 8

Leadership Development Jack Welch Style (2001) There is only one way - the straight way. It sets the tone of the organisation. Be open to the best of what everyone, everywhere, has to offer; transfer learning across your organisation. Get the right people in the right jobs - it is more important than developing a strategy. An informal atmosphere is a competitive advantage. Make sure everybody counts and everybody knows they count. Never underestimate the other guy. Understand where real value is added and put your best people there. Know when to meddle and when to let go - this is pure instinct 9

John Adair's Action Centred Leadership (1981) John Adair's Action-Centred Leadership model is represented by Adair's 'three circles' diagram, which illustrates Adair's three core management responsibilities: achieving the task managing the team or group managing individuals 10

John Stacey Adams – Equity Theory Inputs Equity Dependent on comparing own ratio of input/output with ratios of 'referent' Outputs Inputs are typically: effort, loyalty, hard work, commitment, skill, ability, adaptability, flexibility, tolerance, determination, heart and soul, enthusiasm, trust in our boss and superiors, support of colleagues and subordinates, personal sacrifice, etc People need to feel that there is a fair balance between inputs and outputs. Crucially fairness is measured by comparing one's own balance or ratio between inputs and outputs, with the ratio enjoyed or endured by relevant ('referent') others. Outputs are typically all financial rewards - pay, salary, expenses, perks, benefits, pension arrangements, bonus and commission - plus intangibles - recognition, reputation, praise and thanks, interest, responsibility, stimulus, travel, training, development, sense of achievement and advancement, promotion, etc. 11

Tapping Talent Work experience /internships Vacancy listings - online https://www.youtube.com/watch?v=5JWuI2ht1Ck Work experience /internships Vacancy listings - online Careers Services campus fairs Prospects Directory Employer information Sector specific campus fairs TARGET by sector series ? 12

Contribution of the HR Professional Map 1. Insights strategies and solutions 2. Leading HR Curious Decisive Thinker Skilled influencer Driven to deliver Collaborative Personally credible Courage to challenge Role model 3. Organisation design 4. Organisation development 5. Resourcing and talent planning 6. Learning & Talent Development 7. Performance and Reward 8. Employee Engagement 9. Employee Relations 10. Service Delivery Information