1. L12 LU2 MODEL OF SHRD PROCESS

2. LECTURE CONTRACT By the end of this lecture, you will be able to:
Identify and describe each of the seven characteristic in the model of SHRD process proposed by Rothwell and Kazanas (1994)

3. A Model of SHRD Process Clarify the Purpose of the HRD Effort
Assess Present Conditions
Scan the External Environment
Compare Present SWOT
Choose a Long Term Organizational Strategy for HRD
Implement Organizational Strategy for HRD
Evaluate HRD 7
Source: Rothwell & Kazanas (1994)

4. Clarify the Purpose of the HRD Effort
A Model of SHRD Process
Characteristic 1:
Clarify the Purpose of the HRD Effort
(3 STEPS)
Source: Rothwell & Kazanas (1994)

5. 1) CLARIFY THE PURPOSE OF HRD EFFORT
Ask questions
Formulate the purpose statement
Change the purpose statement

6. HRD activities vs Learners’ Needs Organisation philosophy on HRD
QUESTIONS TO ASK…
Future
HRD activities vs Learners’ Needs
Line Managers
HRD Dept
Present
Whose responsibility?
QUESTIONS
Inside the org.
What Purpose
Learners
Organisation philosophy on HRD
Outside the org.
Info on learners?
Present
Future

7. 1
Break down the formal purpose statement of the organization into components pertaining to organization’s business, major areas of service, customers served, etc 2
Construct draft of HRD effort based on that of the organization. 3
Guidelines
What should be the role of HRD effort in the organization?
How should HRD effort meet learning needs of each stakeholder group?
How should HRD effort help the organization compete against others? 4
Circulate for comments to key stakeholders and revise 5
Communicate statement to others through new employee orientation, training brochures, etc
STEP 2

8. STEP 3 Do not meet learners’ needs Change in strategic business plan
When to change purpose statement
Do not meet learners’
needs
Not favoured by people
Change in strategic business plan
Major new HR initiatives
New top management team
New and unexpected external demands from external environment
STEP 3

9. ASSESS PRESENT CONDITIONS
A Model of SHRD Process
Characteristic 2:
ASSESS PRESENT CONDITIONS
COMPREHENSIVE NEEDS ANALYSIS
-ORGANISATION ANALYSIS
- WORK ANALYSIS
- INDIVIDUAL ANALYSIS
Source: Rothwell & Kazanas (1994)

10. Comprehensive Needs Assessment
Definition: The process of specifying present but general gaps between what people should know or do and what they actually know or do.
Pinpoints needs (weaknesses) as well as significant talents, skills or competencies (strengths).

11. TYPES OF NEEDS ASSESSMENT:
Instructional needs:
The problem is caused by a lack of knowledge or skill
Two types: microtraining (change in individual) and macrotraining (change in the organization) needs
Noninstructional needs:
The problem is caused by something other than a lack of knowledge or skill and requires action other than training, education and development

12. Organization analysis
INSTRUCTIONAL NEEDS
Organization analysis
Operation or work analysis
Individual analysis
Source: Moore & Dutton (1978)

13. SOURCES OF INFO FOR ORGANIZATION ANALYSIS
Organizational goals and objectives
Manpower inventory
Skills inventory
Organizational climate indices
Exit interviews

14. SOURCES OF INFO FOR OPERATION OR WORK ANALYSIS
Job descriptions
Performance standards
Observe job
Review literature concerning the job
Training committees

15. SOURCES OF INFO FOR INDIVIDUAL ANALYSIS
Performance data
Observations
Interviews/questionnaires

16. STEPS IN COMPREHENSIVE NEEDS ASSESSMENT
Identify learners to be served by the HRD effort over time.
Who are learners and prospective learners?
Where are they located?
How many are there?
How can learners be reached?
How intense is their motivation to learn?
When are they most interested in learning?
Classify learners into broad ‘market segments’
Compare actual to desired knowledge and skills at present for each market segment of learners.
Identify present learning needs for each market and market segment of learners.

17. Scan the External Environment
A Model of SHRD Process
Characteristic 3:
Scan the External Environment 7
Source: Rothwell & Kazanas (1994)

18. Environmental Scanning
Environmental scanning for HRD is the process of monitoring trends, issues, problems, or events which may create future learning needs as a result of environmental changes.

19. Characteristic 4: Compare Present SWOT
A Model of SHRD Process
Characteristic 4:
Compare Present SWOT 7
Source: Rothwell & Kazanas (1994)

20. Future learning needs vs present HRD efforts (GAP)

21. Choose a Long Term Organizational Strategy for HRD
A Model of SHRD Process
Characteristic 5:
Choose a Long Term Organizational Strategy for HRD 7
Source: Rothwell & Kazanas (1994)

22. Choosing Organizational Strategy for HRD
Organizational strategy for HRD – comprehensive, general instructional plan which supports achievement of strategic business plans and HR plans
A unified learning plan that integrates HRD functions (OD, nonemployee development, employee development, employee education and employee training)

23. The Process of Selecting Organizational Strategy for HRD
Find problems (see Figure below)
Formulate problems
Identify a way to look at the problems
Consider possible solutions
Choose organizational strategy for HRD

24. Figure : Relationships to consider in choosing organizational strategy for HRD

26. Choosing Organizational Strategy for HRD
Growing
Increasing HRD activities
Retrenching
Decreasing HRD activities
Diversifying
Changing learners served, instructional methods used, etc
Integrating
Establish closer ties to other functions in the organization
Turning around
Retrench and pursue another organizational strategy for HRD
Combining
Pursue 2 or more strategies at the same time

27. Implement Organizational Strategy for HRD
A Model of SHRD Process
Characteristic 6:
Implement Organizational Strategy for HRD 7
MAKING CHANGES
Source: Rothwell & Kazanas (1994)

28. Implementing Organizational Strategy for HRD
Establish operational objectives for HRD effort
Review and revise HRD policies
Examine leadership in the corporation or business
Review the structure of the organization, HRD department, and learning experiences sponsored by the organization
Review reward systems
Budget for resources to implement strategy
Communicate about organizational strategy for HRD
Develop HRD functional strategies

29. Characteristic 7: Evaluate HRD
A Model of SHRD Process
Characteristic 7:
Evaluate HRD
WH - QUESTIONS
Source: Rothwell & Kazanas (1994)

30. Evaluating HRD Who wants information from evaluation of HRD?
Who will do the evaluating?
When should evaluation be carried out?
Why is evaluation necessary?
How will evaluation be conducted?
How will each of the HRD functional strategies be evaluated? OD
Nonemployee development
Employee development/ education
Employee training
The HRD effort as a whole

31. A Model of SHRD Process Clarify the Purpose of the HRD Effort
Assess Present Conditions
Scan the External Environment
Compare Present SWOT
Choose a Long Term Organizational Strategy for HRD
Implement Organizational Strategy for HRD
Evaluate HRD 7
Source: Rothwell & Kazanas (1994)

32. KEY ASSUMPTIONS OF SHRD:
There should be an overall purpose statement for the corporation, and the HRD effort should be related to it (Nininger, 1982).
Every major plan of the corporation should be weighed in terms of human skills available to implement it and alternative ways of obtaining those skills.
People at all levels in the organization’s chain of command should share responsibility and accountability for HRD.
There should be a formal, systematic and holistic planning process for the organization, HR department and HRD.

33. Relationship between HRD Effort Plan and Other HRD Plans
Plan for HRD Effort (Organizational Strategy for HRD)
Line Management Plans
Organization Development Plans
Nonemployee Development Plans
Employee Development Plans
Employee Education
Training Plans
HRD Department Plans

34. CONCLUSION
The strongest commitment to a strategic approach to HRD in organization will arise from commitment by stakeholders to HRD.
HRD efforts should be related to the achievement of business targets and corporate goals.
Regular monitoring of the performance and environment of the business should identify any triggers indicating a need for HRD to become more strategic in its focus.

35. REFERENCES:
Moore, M. & Dutton, P. (1978). Training needs analysis: Review and Technique. Academy of Management Journal, 3(3),
Nininger, J. (1982). Managing human resources: A strategic perspective. Ottawa, ONT: The Conference Board of Canada.
Rothwell & Kazanas (1989). Strategic human resource development. New Jersey: Prentice Hall (main text).
Rothwell & Kazanas (1994). Human resource development: A strategic approach. Massachusetts: Human Resource Development Press (main text).
Note. The illustrations were taken from the above references and powerpoint slides (Robbins, S., & Judge, T. A. (2013). Organizational behavior (15th ed.) New Jersey: Prentice Hall).

36. THANK YOU
THE POWER OF TEAMWORK
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