1. Human Resource Development Strategy and Tactics
CHAPTER 4: Managing the HRD Function
BUS 314

2. 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

3. 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

4. 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

5. 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

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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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