INTRODUCTION TO HUMAN RESOURCE DEVELOPMENT - ACLAN.ppt

Introduction to Human Resource Development

1. 1
Introduction to Human
Resource Development
Marco Paolo Aclan
MPA

2. 22
Topic Content
The Evolution of HRD
The Relationship between Human
Resource Management and HRD
HRD Function
Roles of HRD Professional
Challenges to HRD Professional
Model of HRD Process

3. 333
Objective
To provide a comprehensive
understanding of the foundational
concepts, principles, and practices in
Human Resource Development (HRD),
enabling participants to recognize the role
of HRD in enhancing organizational
performance and employee growth, and to
apply relevant strategies in real-world
scenarios.

4. 444
Motivation
In today’s competitive and rapidly changing business
environment, the ability of an organization to
effectively develop and leverage its human resources is
crucial for achieving long-term success. Understanding
the principles of Human Resource Development (HRD)
empowers individuals and organizations to enhance
employee skills, foster innovation, and maintain a
competitive edge by building a more agile and capable
workforce. This course will equip you with the
knowledge and tools needed to drive both personal
and organizational growth through strategic HRD
initiatives.

5. 5
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.

6. 6
Evolution of HRD
Early apprenticeship programs
Early vocational education programs
Early factory schools
Early training for unskilled/semiskilled
Human relations movement
Establishment of training profession
Emergence of HRD

7. 7
Early Apprenticeship
Programs
Artisans in 1700s
Artisans had to train their own
workers
Guild schools
Yeomanries (early worker unions)

8. 8
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

9. 9
Early Factory Schools
Industrial Revolution increases need
for trained workers to design, build,
and repair machines used by
unskilled workers
Companies started machinist and
mechanical schools in-house
Shorter and more narrowly-focused
than apprenticeship programs

10. 10
Early Training for
Unskilled/Semiskilled
Workers
Mass production (Model T)

Semiskilled and unskilled workers

Production line – one task = one worker
World War I

Retool & retrain

“Show, Tell, Do, Check” (OJT)

11. 11
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

12. 12
Establishment of the
Training Profession
Outbreak of WWII increased the need
for trained workers
Federal government started the
Training Within Industry (TWI)
program
1942 – American Society for Training
Directors (ASTD) formed

13. 13
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

14. 14
Relationship Between HRM
and HRD
Human resource management (HRM)
encompasses many functions
Human resource development (HRD)
is just one of the functions within
HRM

15. 15
Primary Functions of HRM
Human resource planning
Equal employment opportunity
Staffing (recruitment and selection)
Compensation and benefits
Employee and labor relations
Health, safety, and security
Human resource development

16. 16
Secondary HRM Functions
Organization and job design
Performance management/
performance appraisal systems
Research and information systems

17. 17
Line versus 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

18. 18
Limits of Authority
HRM & HRD units have staff authority
(Overhead function)
Line authority takes precedence
Scope of authority – how far (how
much) can you authorize?

19. 19
HRD Functions
Training and development (T&D)
Organizational development
Career development

20. 20
Training and Development
(T&D)
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

21. 21
Training and Development
(T&D)
Development – preparing for future
responsibilities, while increasing the
capacity to perform at a current job

Management training

Supervisor development

22. 22
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

23. 23
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

24. 24
Learning & Performance
By Permission: Naughton & Rothwell (2004)

25. 25
Critical HRD Issues
Strategic management and HRD
The supervisor’s role in HRD
Organizational structure of HRD

26. 26
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

27. 27
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

28. 28
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

29. 29
HRD Organization in a Large
Company

30. 30
Sample HRD Jobs/Roles
Executive/Manager
HR Strategic Advisor
HR Systems Designer/Developer
Organization Change Agent
Organization Design Consultant
Learning Program Specialist

31. 31
Sample HRD Jobs/Roles – 2
Instructor/Facilitator
Individual Development and Career
Counselor
Performance Consultant (Coach)
Researcher

32. 32
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

33. 33
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

34. 34
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

35. 35
Organization Change Agent
Develops more efficient work teams
Improves quality management
Implements intervention strategies
Develops change reports

36. 36
Organization Design
Consultant
Designs work systems
Develops effective alternative work
designs
Implements changed systems

37. 37
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

38. 38
Instructor/Facilitator
Presents learning materials
Leads and facilitates structured
learning experiences
Selects appropriate instructional
methods and techniques
Delivers instruction

39. 39
Individual Development and
Career Counselor
Assists individuals in career planning
Develops individual assessments
Facilitates career workshops
Provides career guidance

40. 40
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

41. 41
Researcher
Assesses HRD practices and programs
Determines HRD program
effectiveness
Develops requirements for changing
HRD programs to address current and
future problems

42. 42
Certification and HRD
Certified Professional in Learning and
Performance (CPLP™)
The ASTD Certification Institute offers workplace
learning and performance (WLP) professionals an
opportunity to enhance credibility and prove value
in an increasingly competitive marketplace.
It covers nine areas of expertise as defined by the
ASTD Competency Model.
Professional in Human Resources (PHR)
SHRM offers the PHR exam to all HR professionals
..\PHR Exam Breakdown by Topic.doc

43. 43
Challenges for HRD
Changing workforce demographics
Competing in global economy
Eliminating the skills gap
Need for lifelong learning
Need for organizational learning

44. 44
Changing Demographics in
the U.S. Workplace
By 2020, 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%

45. 45
Competing in the Global
Economy
New technologies
Need for more skilled and educated
workers
Cultural sensitivity required
Team involvement
Problem solving
Better communications skills

46. 46
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!

47. 47
Need for Lifelong Learning
Organizations change
Technologies change
Products change
Processes change
PEOPLE must change!!

48. 48
Need for Organizational
Learning
Organizations must be able to learn,
adapt, and change
Principles:
Systems thinking
Personal mastery
Mental models
Shared visions
Team learning

49. 49
A Framework for the HRD
Process
HRD efforts should use the following
four phases (or stages):
Needs assessment
Design
Implementation
Evaluation
(“A DImE”)

50. 50
Training & HRD Process
Model

51. 51
Needs Assessment Phase
Establishing HRD priorities
Defining specific training and
objectives
Establishing evaluation criteria

52. 52
Design Phase
Selecting who delivers program
Selecting and developing program
content
Scheduling the training program

53. 53
Implementation Phase
Implementing or delivering the
program

54. 54
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?

55. 55
Summary
HRD is too important to be left to
amateurs
HRD should be a revenue producer,
not a revenue user
HRD should be a central part of
company
You need to be able to talk MONEY

56. 56
Quotation
"An organization’s ability to learn, and
translate that learning into action rapidly, is the
ultimate competitive advantage."
— Jack Welch
This quote emphasizes the importance of
continuous learning and development, which
are central to Human Resource Development.

57. 57
References
Werner, J. M., & DeSimone, R. L. (2012). Human Resource Development
(6th ed.). Cengage Learning.Garavan, T. N., McCarthy, A., & Carbery,
R. (Eds.). (2021). Handbook of International Human Resource Development:
Context, Processes and People. Edward Elgar Publishing.
Wilson, J. P. (2021). Human Resource Development: Learning & Training
for Individuals & Organizations (4th ed.). Kogan Page.
•Garavan, T. N., Carbery, R., O'Brien, F., & McDonnell, A. (2019). An
Ecosystem Perspective on International Human Resource Development: A
Meta-Synthesis of the Literature. Human Resource Development Review,
18(4), 443-476.
•Mankin, D., & Landsbury, K. (2019). Contemporary Human Resource
Development: Concepts, Practices, and Strategies. Human Resource
Development Quarterly, 30(3), 317-339.
•Stewart, J., & Rigg, C. (2016). Learning and Talent Development (2nd ed.).
CIPD.

58. 58
Case Study: Enhancing Employee Skills
at TechInnovate Corp.
Background: TechInnovate Corp. is a mid-sized technology company specializing in
software development and IT consulting services. Over the past five years, the company has
experienced rapid growth, expanding its workforce from 100 to 300 employees. However,
with this growth, the company has faced challenges in maintaining the skill levels of its
employees, particularly in adapting to new technologies and industry trends.
Current Situation: The company’s leadership has noticed a decline in productivity and
innovation. Several key projects have been delayed due to employees’ lack of expertise in
emerging technologies, such as artificial intelligence (AI) and machine learning (ML).
Additionally, the company’s annual employee satisfaction survey revealed that 60% of
employees feel they are not receiving enough training and development opportunities to
advance their careers.
To address these issues, the HR department has been tasked with developing a
comprehensive Human Resource Development (HRD) strategy to enhance employee skills
and ensure the company remains competitive in the rapidly evolving tech industry.

59. 59
Case Study: Enhancing Employee Skills
at TechInnovate Corp.
Challenges:
Skill Gaps: There are significant skill gaps among employees, especially in
new and emerging technologies. Many employees lack the necessary skills to
work effectively on AI and ML projects, which are becoming increasingly
important for the company’s success.
Employee Motivation: Employees are feeling disengaged due to the lack of
opportunities for professional growth and development. This has led to lower
job satisfaction and higher turnover rates.
Resource Allocation: The company has limited resources for training and
development programs. The HR department must prioritize which skills to
develop and how to allocate resources effectively.
Time Constraints: Employees are already stretched thin with their current
workloads, making it challenging to find time for training and development
activities without disrupting project timelines.