Introduction to Human

Resource Development

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Definition of HRD

 A set of systematic and planned activities

designed by an organization to provide its
members with the necessary skills to meet
current and future job demands.

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Definition of HRD Cont . . .

 Policies and programs that support and sustain

equitable opportunities for counting acquisition
and application of skills, knowledge, and
competencies which promote individual anatomy
and are mutually beneficial to individual the
community and the larger environment of which
they are the part.
Evolution of HRD

1. Early Apprenticeship Programs

2. Early Vocational Education Programs
3. Early factory schools
4. Early Training For Unskilled/Semiskilled
5. Human Relations Movement
6. Establishment of training profession
7. Emergence of HRD

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1. Early Apprenticeship Programs

 Artisans in 1700s
 Artisans had to train their own workers
 Yeomanries (early worker unions)

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2. Early Vocational Education Programs

 1809 – DeWitt Clinton’s manual school

 1863 – President Lincoln signs the Land-

Grant Act promoting A&M colleges

 1917 – Smith-Hughes Act provides funding

for vocational education at the state level

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3. Early Factory Schools

 Scientific Management Principals

 Significant demand for engineers, machinist,

mechanics
 1872—first factory school by Hoe & Co.
 In 1888 Westinghouse— General Electric &

Baldwin Locomotive

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4. Early Training for
Unskilled/Semiskilled Workers

 Mass Production
◦ Semiskilled and unskilled workers
◦ Production line – one task = one worker
 World War—I
◦ Retool & retrain
◦ “Show, Tell, Do, Check”

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5. Human Relations Movement
 Factory system often abused workers.
 “Human relations” movement promoted better
working conditions
 Start of business & management education
 Tied to Maslow’s hierarchy of needs: From the
bottom of the hierarchy upwards, the needs
are: physiological (food and clothing), safety (job
security), love and belonging needs (friendship),
esteem, and self-actualization.

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6. Establishment of Training Profession

 II World War
 Retool the factories
 TWI (Training within Industry)
 ASTD (American Society for Training Directors)

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7. Emergence of HRD

 Employee needs extend beyond the training

classroom
 Includes coaching, group work, and problem solving
 Need for basic employee development
 Need for structured career development
 ASTD changes its name to the American Society for
Training and Development

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Relationship Between HRM and HRD

 Human Resource Management (HRM) encompasses

Many Functions
 Human Resource Development (HRD) is just one of
the functions within HRM

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Primary Functions of HRM
 Human Resource Planning
 Equal Employment Opportunity
 Staffing (Recruitment & Selection)
 Compensation & Benefits
 Employee & Labor Relations
 Health, Safety, & Security
 Human Resource Development

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Secondary HRM Functions

 Organization & Job Design

 Performance Management/ Performance Appraisal
Systems
 Research & Information Systems

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Line Vs. Staff Authority
 Line Authority – given to managers directly
responsible for the production of goods and services
(direct function)
 Staff Authority – given to units that advise and
consult line units

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HRD Functions

 Training & Development (T&D)

 Organizational Development
 Career Development

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1. Training & Development (T&D)
 a. Training – improving the knowledge, skills and
attitudes of employees for the short-term, particular
to a specific job or task – e.g.,
 Employee orientation
 Skills & technical training
 Coaching
 Counseling

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1. Training & Development (T&D) Cont . . .

 b. Development – preparing for future

responsibilities, while increasing the capacity to
perform at a current job
 Management training
 Supervisor development

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2. Organizational Development

 The process of improving an organization’s

effectiveness and member’s well-being through the
application of behavioral science concepts
 Focuses on both macro- and micro-levels
 HRD plays the role of a change agent

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3. Career Development

 Ongoing process by which individuals progress

through series of changes until they achieve their
personal level of maximum achievement.
 Career planning
 Career management

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Learning & Performance Wheel

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By Permission: Naughton & Rothwell (2004)
Critical HRD Issues
 Strategic Management and HRD
 The supervisor’s role in HRD
 Organizational structure of HRD

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Strategic Management & HRD
 Strategic Management aims to ensure organizational
effectiveness for the foreseeable future – e.g.,
maximizing profits in the next 3 to 5 years
 HRD aims to get managers and workers ready for new
products, procedures, and materials

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Strategic Management
 It involves a set of managerial decisions and actions
that are intended to provide a competitively superior
fit with the external environment and enhance the
long run performance of the organization.
Alignment Among Various Subsystems
 Management Practices—how employees are managed
and treated.
 Organizational Structure—how the organization is
structured.
 Human Resource Systems—how employees are
selected, trained, compensated, appraised, and so
on.
 Other Work Practices & Systems—to what extent is
technology or information systems used to facilitate
the work process.
Strategic Capability of HRD
 HRD executives and professionals should demonstrate
the strategic capability of HRD in three ways:
1. Directly participating in their organization’s
strategic management process.
2. Providing education and training to the line
managers in the concepts and methods of strategic
management and planning.
3. Providing training to all employees that is aligned
with the goals and strategies of organization.
Supervisor’s Role in HRD
 Implements HRD programs and procedures
 On-the-job training (OJT)
 Coaching/mentoring/counseling
 Career and employee development
 A “front-line participant” in HRD

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Organizational Structure of HRD Departments
 Depends on company size, industry and maturity
 No single structure used
 Depends in large part on how well the HRD manager
becomes an institutional part of the company – i.e., a
revenue contributor, not just a revenue user

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HRD Organization in a Large Company

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Sample HRD Jobs/Roles
1. HRD Executive/Manager- Training Director- Chief Learning Officer
2. HR Strategic Advisor
3. HR Systems Designer/Developer
4. Organization Change Agent
5. Organization Design Consultant
6. Learning Program Specialist
7. Instructor/Facilitator
8. Individual Development and Career Counselor
9. Performance Consultant (Coach)
10. Researcher

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1. HR Manager Role
 Integrates HRD with organizational goals and
strategies
 Promotes HRD as a profit enhancer
 Tailors HRD to corporate needs and budget
 Institutionalizes performance enhancement

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2. HR Strategic Advisor Role
 Consults with corporate strategic thinkers
 Helps to articulate goals and strategies
 Develops HR plans
 Develops strategic planning education and training
programs

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3. HR Systems Designer/Developer
 Assists HR manager in the design and development
of HR systems
 Designs HR programs
 Develops intervention strategies
 Plans HR implementation actions

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4. Organization Change Agent
 Develops more efficient work teams
 Improves quality management
 Implements intervention strategies
 Develops change reports

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5. Organization Design Consultant
 Designs work systems
 Develops effective alternative work designs
 Implements changed systems

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6. Learning Program Specialist
 Identifies needs of learners
 Develops and designs learning programs
 Prepares learning materials and learning aids
 Develops program objectives, lesson plans, and
strategies

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7. Instructor/Facilitator
 Presents learning materials
 Leads and facilitates structured learning experiences
 Selects appropriate instructional methods and
techniques
 Delivers instruction

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8. Individual Development & Career
Counselor
 Assists individuals in career planning
 Develops individual assessments
 Facilitates career workshops
 Provides career guidance

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9. Performance Consultant (Coach)
 Advises line management on appropriate
interventions to improve individual and group
performance
 Provides intervention strategies
 Develops and provides coaching designs
 Implements coaching activities

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10. Researcher
 Assesses HRD practices and programs
 Determines HRD program effectiveness
 Develops requirements for changing HRD
programs to address current and future problems

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THE 2004 ASTD (American Society for Training and
Development) Competency model
Challenges for HRD
1. Changing workforce demographics
2. Competing in global economy
3. Eliminating the skills gap
4. Need for lifelong learning
5. Need for organizational learning

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1. Changing Demographics in the U.S. Workplace

By 2024, it is predicted that:

 African-Americans will remain at 11%

 Hispanics will increase from 9% to 14%
 Asians will increase from 4% to 6%
 Whites will decrease from 76% to 68%
 Women will increase from 46% to 50%
 Older workers (>55) will increase to 25%

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2. Competing in the Global Economy
 New technologies
 Need for more skilled and educated workers
 Cultural sensitivity required
 Team involvement
 Problem solving
 Better communications skills

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3. Eliminating the Skills Gap

 Example: In South Carolina, 47% of entering high

school freshmen don’t graduate.
 Best state is Vermont, with 81% graduating
 Employees need to be taught basic skills:
 Math
 Reading
 Applied subjects
 Need to improve U.S. schools!

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4. Need for Lifelong Learning
 Organizations change
 Technologies change
 Products change
 Processes change
 PEOPLE must change!

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5. Need for Organizational Learning
 Organizations must be able to learn, adapt, and
change
 Principles:
 Systems thinking
 Personal mastery
 Mental models
 Shared visions
 Team learning

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A Framework for the HRD Process
HRD efforts should use the following four phases (or
stages):
 Needs assessment
 Design
 Implementation
 Evaluation

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Training & HRD Process Model

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1. Needs Assessment Phase

 Establishing HRD priorities

 Defining specific training and objectives
 Establishing evaluation criteria

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2. Design Phase

 Selecting the specific objective of the program

 Develop and appropriate lesson plan for the program
 Develop and acquire resources
 Selecting who delivers program
 Selecting the methods
 Scheduling the training program

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3. Implementation Phase

 Implementing or delivering the program

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4. Evaluation Phase
Determining program effectiveness – e.g.,
 Keep or change providers?
 Offer it again?
 What are the true costs?
 Can we do it another way?

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Need of HRD By Global Organizations
 Govt. Agencies
 World bank
 United nation & its constitution bodies Like
 WHO (World Health Organization)
 ILO (International Labor Organization)
 UNDP (United Nations Development Program)
 UNESCO (United Nations Educational, Scientific and Cultural Organization)
 UNICEF (United Nations International Children's Emergency Fund)
 Regional Bodies
 ASEAN (Association of South-East Asian Nations)
 SAARC (South Asian Association for Regional Cooperation)
Thank You !