1. Copyright © 1999 Harcourt Brace & Company Canada, Ltd. Chapter 9 Human Resource Development Falkenberg, Stone, and Meltz Human Resource Management in Canada Fourth Edition

2. 9.1 Chapter Overview n n The evolution of human resource development n n Relation to other HRM functions n n Responsibilities for human resource development n n Analyzing performance needs

3. 9.2 Chapter Overview (contd.) n n Distinguishing instructional needs n n Applying relevant learning principles n n Recognizing ability levels of participants n n Identifying program delivery options n n Evaluating HRD programs

4. 9.3 What We Need to Know About Training and Development for the 21st Century n n Training and development play a significant role in achieving a companys strategic goals. n n Training is crucial to bring about change and the operation of a world-class organization. n n Recognition of cultural differences and different work practices and approaches is important. n n Training and development programs must be monitored to respond to changing needs. n n Training and development must be differentiated. n n Training and development play a significant role in achieving a companys strategic goals. n n Training is crucial to bring about change and the operation of a world-class organization. n n Recognition of cultural differences and different work practices and approaches is important. n n Training and development programs must be monitored to respond to changing needs. n n Training and development must be differentiated.

5. 9.4 Factors Contributing to the Growth of HRD n n The role of HRD in improving organizational competitiveness n n The recognition of employees as a valued resource n n Technological change n n A shift in the demographic composition of the Canadian work force n n The role of HRD in improving organizational competitiveness n n The recognition of employees as a valued resource n n Technological change n n A shift in the demographic composition of the Canadian work force

6. 9.5 Human Resource Development: Relation to Other HRM Functions Work/Job Analysis Human Resource Development Activities Staffing Process Organizational Change Organizational Design Performance Management Systems

7. 9.6 HRD Responsibilities Within an Organization Employee Responsibilities HRD Responsibilities Supervisor Responsibilities

8. 9.7 Steps to Identifying and Implementing Appropriate Skill Development Activities n n Analyzing performance needs n n Distinguishing instructional needs n n Applying relevant learning principle(s) n n Recognizing ability levels of participants n n Selecting appropriate instructional formats n n Identifying program delivery options n n Evaluating the effectiveness of the HRD program(s)

9. 9.8 Reasons for Performance Needs n n Lower than desired performance levels n n The introduction of new technology n n An inability to hire qualified applicants n n A desire to prepare employees for the future work demands n n Implementation of new organizational structures

10. 9.9 Types of Instructional Needs n n Information acquisition n n Motor skills n n Interpersonal skills and attitude change n n Decision-making and problem- solving skills

11. 9.10 Key Learning Principles n n Learning requires feedback n n Learning occurs more quickly with reinforcement n n Skill development requires practice n n More learning occurs when individuals are intrinsically motivated n n The application of new skills is facilitated through transfer of learning

12. 9.11 Factors Necessary for Transfer of Learning to New Situations n n Maximize the similarity between the learning and performance situation n n Practise the new task extensively (overlearning) n n Provide a range of learning experiences n n Identify key elements of the material or behaviour so that the learner is able to determine the appropriateness of transfer n n Emphasize knowledge of general principles n n Provide feedback on job performance and otherwise reinforce proper transfer of new materials and behaviour to the job

13. 9.12 Types of Instructional Interventions Classroom Training - Lectures - Role-plays - Case methods - Vestibule training Learning Technologies - Programmed instruction - In-basket exercises - Business games - Intranet - IVI Learning on the Job - Structured OJT -Apprenticeship -Job Rotation

14. 9.13 Advantages of Developing Intranet Training Programs n n Consistency can be created, since the same training materials can be viewed by an employee at different times and locations n n Interactivity can be created through discussion groups, comprehension tests, and two-way communication tools n n Training materials can be kept current at a central location where updating of publications and training materials is done n n User-friendly interfaces, with point-and-click navigation, can be developed

15. 9.14 Recommendations to Increase the Effectiveness of Job Rotation n n Proactively manage job rotation as a component of the overall HRD system n n Outline the specific skills that are expected to be developed in a job-rotation system n n Link rotation with the career development planning process so that employees know the developmental needs addressed by each job assignment n n Ensure breadth of job rotation by opening opportunities to all groups of employees, not just managerial and professional groups

16. 9.15 Sources of Data to Evaluate HRD Programs n n Measures of knowledge or skill, obtained through tests or other standardized measures n n On-the-job behaviour and performance measures, such as individual production rates, error rates, customer complaints n n Organizational measures, such as profitability, production costs, and scrap rates