Introduction to Human Resource Development

1
Introduction to Human Resource Development

• Strategic Issues in Training and Development
• Ch. 1-2

2
What is Human Resource Development?

• Set of activities designed by organization to
  provide its members with opportunities to learn
  skills and competencies to meet current and
  future job demands
• Includes technical and interpersonal skills
  training, managerial development, career
  development, and organizational development and
  learning

3
Your Experiences with Training

• What are your experiences with training and
  development in your organization?
• Types?
• Amount?
• Toward whom is it geared?
• Training delivery systems?
• Evaluated for effectiveness?

4
Training Design Process
Needs Assessment
Readiness For Training
Create Learning Environment
Ensure Transfer Of Training
Develop Evaluation Plan
Select Training Methods
Monitor and Evaluate Program
5
Why is human resource development important?

• Competing in a global economy
• Wide skills gap between what employees possess
  and what they will need
• Increasing number of knowledge workers
• Attracting and retaining talent
• Focus on customer service and quality

6
Why is human resource development important?

• Changing workforce demographics and cultural
  diversity
• Technological changes
• Use of high performance work practices
• Need and desire for lifelong learning to adapt to
  changing workplace

7
Training in U.S. Industry

• 70 of all employees receive training
• Average U.S. company spends 5 billion on formal
  training (about 2 of payroll)
• Most training is for nonexempt employees and most
  is on technical and interpersonal skills
  training
• Most training is done in the classroom and most
  organizations are NOT using new learning
  technologies
• FIRE, transportation and public utilities, and
  high tech spend MOST on training
• Durable manufacturing, health care, agriculture,
  mining, and construction spend LEAST on training

8
Training in U.S. Industry

• Typical training expenditures in 2002 per
  employee 734
• Health care industry trains the most employees,
  but spends the least on training
• Training Investment Leaders
• Train almost all employees (lt 90)
• Spend double the amount on training (2 vs. 4,
  1647 per employee)
• Use more learning technologies and use less
  classroom training

9
Major Trends in TD

• Increasing pressure to show that training has
  ROImore rigorous evaluation
• Training must be designed and delivered in a
  shorter time frame
• Strategic partnering with outside vendors
• E-learning strategies growing
• Learning is focus, not training (Chief Learning
  Officers at Vice President level)

10
Major Trends in TD

• Performance management process, rather than
  programmatic training events (continuous
  learning)
• Focus on enhancing intellectual capital (know
  what, know how, know why, and care why) and tacit
  knowledge (knowledge that is personal and hard to
  explain)
• Focus on organizational development and
  effectiveness
• Training has link to strategic goals (high
  leverage training)

11
Business Strategy and Training

• A plan that integrates the companys goals,
  policies, and actions
• The strategy influences how the company uses
• physical capital (plants, technology, and
  equipment)
• financial capital (assets and cash reserves)
• human capital (employees)
• The business strategy helps direct the companys
  activities to reach specific goals

12
Strategic Issues in TD

• Training and development strategy must fit with
  human resource strategy and firm strategy
• TD professionals as partners with line managers
  to assess and address firm needs
• Examples internal growth, focus, external
  growth through acquisitions, downsizing or
  dis-investment strategies

13
Strategic Considerations

• Type, level and mix of skills determine amount
  and types of training
• Focus on individual employees vs. teams, units,
  departments
• Open to all levels vs. restricted to certain ones
• Planned and systematic vs. reactive
• Importance relative to other HRM processes

Strategy and goals help us develop answers to
these questions
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The Strategic Training and Development Process
Business Strategy
Strategic TD Initiatives
Training and Development Activities
Metrics

• Learning
• Performance Improvement
• Reduced Customer Complaints
• Reduced Turnover
• Employee Satisfaction
• Balanced scorecard

• Use Web-Based Training
• Mandatory Development Planning
• Develop Websites for Knowledge Sharing
• Increase Amount of Customer Service Training

• Diversify the Learning Portfolio
• Improve Customer Service
• Accelerate Pace of Employee Learning
• Capture and Share Knowledge

• Mission
• Values
• Goals

15
Implications of Business Strategy for Training
16
Implications of Business Strategy for Training
17
Model of Building Learning Capability
Step 1 Recognize and appreciate existing
learning
Step 2 Establish the Gap between existing
learning and strategic learning needs
Step 3 Identify actions to build desired
learning capability
From A. J. DiBella (2001) Learning practices
Assessment and action for organizational
improvement. Upper Saddle River, NJ
Prentice-Hall
18
Learning Orientations

• Presents a continuum of approaches regarding how
  a particular unit or organization learns
• Describes current methods or practices by which
  knowledge is acquired, disseminated, or used
• Can use this to determine if these approaches
  serve the strategic needs of the organization
  (I.e., meeting performance pressures and demands
  of the business environment)

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Facilitating Factors

• Processes or practices that promote learning
• The more these factors are present, the easier it
  is for teams/units to learn
• Learning potential is indicated
• Group can focus on building these facilitating
  conditions in order to promote the appropriate
  kinds of learning

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Action based on Assessment

• Are there learning orientations that the team
  needs to develop to better meet strategic needs?
• Are there facilitating factors that are currently
  lacking that can be enhanced to improve learning?
• Match learning activities to desired learning
  orientations
• Match facilitating conditions to desired learning
  orientations

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Example

• If unit desires to expand its learning scope (5)
  from incremental (improvement of existing
  products, services, etc) to transformative
  (development of new products, services, etc.)
• Dont punish employees for innovative ventures
  that fail
• More pilot studies, brainstorming, scenario
  planning, incubator projects
• Facilitating factors encourage organizational
  curiosity, more scanning, more systems perspective