10/7/2020

• SHRD?
• Strategic training and
development vs. traditional
Unit 6: HRD
• Individual learning strategy
Strategic human Outlines • Frameworks of organizational
resource development learning
• Concepts and strategies
related to career planning and
development, succession
Instructor: Assoc. Prof. Dr. Pham Thi Bich Ngoc planning
NEU

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Training & Development Internal & External Training and

Definitions Development
• Training: Refers to activities designed to provide • Internal T&D refers to the provision of inputs by
staff with the knowledge and skills needed for their organization or company management and or HR
jobs. training staff. This is the most common form of
T&D and accounts for up to 70% of all such
• Development: Learning that goes beyond the activities.
present job and has a more long-term focus. It • Examples include: orientation training, or on-the-
helps staff to grow with the organization and job training.
changes in their jobs. • External T&D refers to the provision of inputs from
• Learning Organizations: Refers to those external professionals, or attending external
organizations who have a focus on learning to help courses and programs. This accounts for about 30%
their staff to better adapt to change. of T&D for many organizations.

Dr. Noel Jones 3 Dr. Noel Jones 4

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Purpose of Training &

What Is HR Development?
Development
• The main purpose is to assist the organization to • HR development as the sum of the activities that
anticipate change and be ready to proactively respond are conducted for an organisation’s people under
to it.
one single systematic umbrella.
• Anticipated change include:
• Changes in organization structure resulting from mergers & • “Their object is to change the qualifications and/or
acquisitions, the performance of the individual people of an
• Changes in technology or need for more skilled workers, organisation across many levels of hierarchy by
• Changes in the educational level of staff, means of training, career planning, or work
• Changes in the composition of the workforce where there is
increased diversity, restructuring
• Competitive pressures from outside,
• Increasing emphasis on becoming a Learning Organization.

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Strategic Training and Development

What Is SHRD?
• Strategic training and development involves:
• SHRD involves introducing, eliminating, modifying, • Integrating training and development with
directing, and guiding processes in such a way that corporate strategies
all individuals and teams are equipped with the • Building long-term competencies
skills, knowledge and competences they require to • Encouraging a continuous and ongoing approach
undertake current and future tasks required by the to acquiring new knowledge
organization • Building a dynamic organization through multi-
Strategic Training and Development skilling
Strategic training and development (T&D) refers • Shifting the focus from traditional training to
to the alignment of an organization's training learning
initiatives with its long-term business goals and
competitive strategy.

7 Strategic T&D ensures that employee 8

development directly contributes to
organizational success by improving
competencies, driving innovation, and
enhancing performance

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Strategic HRD vs Traditional HRD SHRD Objectives

Training (Traditional Approach) Learning (Strategic Approach) • To produce a coherent and comprehensive framework for
• Focus on learning developing people through the creation of a learning culture
• Focus on training
• Role-based and the formulation of organizational and individual
• Task-based learning strategies
• Skill acquisition • Personality development
• Instilling business acumen • To enhance resource capability in accordance with the belief
• Instilling technical expertise
that a firm’s human resources are a major source of
• Reactive • Proactive
competitive advantage.
• Prescriptive • Diagnostic
• Management priority
• To develop the intellectual capital required by the
• Limited management attention
organization as well as ensuring that the right quality of
• Problem-solving approach • Opportunity-seeking approach
people is available to meet present and future needs.
• Count hours of involvement • Measure impact on performance
• To provide an environment in which people are encouraged
• Individual-oriented • Group-oriented
to learn and develop
• One-time programme • Ongoing process

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A Human Resource Development Plan The eight conceptual stages of

• View the training and development requirements from the
organizational strategy and business objectives
strategic HR development
• Analyze the training requirements for effective work performance in
organizational functions and jobs
• Analyze the existing qualities and training needs of current
employees
• Devise the HRD plan that fills the gap between organizational
requirements and the current skills and knowledge of employees
• Decide on the appropriate training and development methods to be
used for individuals and groups
• Decide who is to have responsibility for the plan and its various parts
• Implement the plan, and monitor and evaluate its progress
• Amend the HRD plan in the light of monitoring/evaluation and
changes in business strategy

Ref. Beardwell et al, (2004)

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Analysing the state of HR development in The Building Blocks of an HR

practice Development Strategy
HRD is managed with HRD makes sure that uniform
HRD is guided by a dedicated dedicated indicators and can standards and requirements
management strategy that is always prove its value and for employees and executives
fully in line with the contribution to the success are in place and are in line
company’s corporate strategy of the business with the
corporate strategy

HRD guarantees the needs- HRD supports processes HRD guarantees that employees
and executives are managed in a
and strategy-oriented that put the right person
way that boosts their
qualification of employees with the right skills in the
performance in line with the
and executives right place at the right time company’s goals

HRD helps retain the HRD fosters a

people that the performance- and
company needs motivation-centric culture
at the company

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Forces Influencing the HRD Strategy INDIVIDUAL LEARNING STRATEGIES

• The Environment
• The learning strategy should cover:
• Demography and the labour market
• how learning needs will be identified;
• The economic situation of the organization
• the role of personal development planning and self-
• The needs/wishes of (internal) clients managed learning;
• Business and Business Area Strategies: • the support that should be provided for individual
• Corporate vision; learning in the form of guidance, coaching, learning
• Leadership principles, resource centers, mentoring, external courses designed
• Departmental targets, to meet the particular needs of individuals, internal or
• business line plans, external training programmes and courses designed to
meet the needs of groups of employees.
• medium or long-term sales forecasts, product plans etc.;
• The targets of top management, Strategic projects/initiatives
• HR Supply and Demand Today and in the Future

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INDIVIDUAL LEARNING STRATEGIES ORGANIZATIONAL LEARNING

• Interventions and activities which are intended to • Learning organization:
improve knowledge and skills will increasingly focus • involves the action of learning in an organization
on the learner. • a term used for a firm that purposefully creates structures and
strategies to enhance learning
• Emphasis will shift to the individual learner (or
team), individual will be encouraged to take more • Organizational learning:
responsibility for his or her learning. • involves the process of gaining that learning in the organization
• Efforts will be made to develop a climate which • the phenomenon of improving actions through collaborative
knowledge and understanding
supports effective and appropriate learning
• Organizational learning is actually the ‘activity and process by which
organizations eventually reach the ideal of a learning organization

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ORGANIZATIONAL LEARNING ORGANIZATIONAL LEARNING

• Learning is the basis for developing an organization’s core • Learning has several benefits:
competence • For individuals, learning helps develop problem-solving and
decisional abilities, enhances self-development, and helps provide a
• Learning is now seen as a crucial tool for attaining
sense of accomplishment through enhanced knowledge. It
competitive advantage. improves performance and helps build morale and confidence.
• It augments the ability to adapt to a rapidly changing • For groups, learning helps in improved interaction, builds
environment cohesiveness, provides a climate for cooperation, and encourages
sharing of ideas through team spirit.
• For the organization, learning helps in improving productivity and
performance, increases financial returns, reduces costs and
wastages, helps in making informed decisions, and leads to
attainment of goals.

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LEARNING AND KNOWLEDGE

LEARNING FRAMEWORK
MANAGEMENT
• Knowledge management is the process of capturing, developing, sharing, and
effectively using organizational knowledge
• Knowledge management implies a strong tie with learning as it involves the
management of knowledge that is useful and creates value for the organization
• The eventual success of the learn–act–share strategy depends on how
effectively information is codified and stored
• Knowledge management plays an important role in organizational learning,
helping in identifying, documenting, and making available the knowledge of
individuals or teams, as well as providing the basis for systematic knowledge
sharing.
• Knowledge management helps understand the value of new knowledge created
and helps store this knowledge and makes it readily available for people at the
right time.

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FIVE PRINCIPLES OF
THE ADDIE MODEL
ORGANIZATIONAL LEARNING
• The need for a powerful and cohering vision of the organization to be
communicated and maintained across the workforce in order to promote
• Analysing the training need
awareness of the need for strategic thinking at all levels.
• The need to develop strategy in the context of a vision that is not only powerful
• Designing the training strategy and programme
but also open-ended and unambiguous. This will encourage a search for a wide
rather than a narrow range of strategic options, will promote lateral thinking and • Developing the training content
will orient the knowledge-creating activities of employees.
• Within the framework of vision and goals, frequent dialogue, communication and
• Implementing the training programme
conversations are major facilitators of organizational learning.
• It is essential continuously to challenge people to re-examine what they take for
• Evaluating the effectiveness of training
granted.
• It is essential to develop a conducive learning and innovation climate

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Learning Needs Analysis

Learning Needs Analysis
• It is the process that helps discover the training and development needs of
people so that they can carry out their job effectively and efficiently
• Needs analysis should involve assessing both current/short-term training
needs as well as strategic/ long-term learning needs
• Current training needs analysis aims to improve current performance, training
new employees or those whose performance is deficient
• Strategic learning needs analysis focuses on identifying the know-how that
employees will need in order to become employable for future jobs
• Strategic learning needs analysis is tied to succession planning. It means
identifying the kind of training and development that employees need to fill
key positions in the long term.
• For strategic training needs analysis, managers take help of competency
profiling

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Performance gap: CIRO MODEL
- Lack of KS --> focus
- Low motivation/Bad attitude
- Lack of manager suppor/feedback
- Workload Issues
Competency level:
Compentency: - Level 1: Entry
- Core competencies - Level 2: Developing
- Managerial competencies - Level 3: Capable
- Technical competencies - Level 4: Strong
- Personal competencies - Level 5: Exceptional

Designing the Learning Strategy Developing the Content

• Typical steps in designing a learning strategy: • Creating the training content and materials
• Setting objectives • Developing the training method
• Designing a learning approach • Arranging training equipment and materials
• Laying down a training budget needed
• The learning strategy should include details of how • Choosing trainers
to set a learning environment that motivates
employees to learn and to share what they learn.

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Training and Development Methods

Implementing Learning Strategy
• Coaching and mentoring – the focus is on-the-job T&D,
• Business Games: Simulations that attempt to duplicate selected tasks in a
• Once the approach is conceptualized, it is time to particular business situation,
• Case Study: Noted by Harvard as a major input to MBA programs,
implement it as part of a continuous learning
• In-Basket Training: A simulation in which participants are given a number
strategy. of typical business papers or em messages that they must address.
• Behavior Modeling The use of Training Videos to illustrate typical
• This mandates laying down the ways and methods interpersonal skills.
whereby learning will be imparted: • Role Playing: Participants are expected to respond to typical job situations.
• On the job methods • Job Rotation: A method where staff are moved around from one job to
another to help broaden their experience and understanding of the
• Off –the-job methods business.
• E-learning • Computer-Based Training (CBT): The use of computers to provide
interactive training sessions, anytime, anywhere and for anyone.
• Apprenticeship Training: A combination of both classroom and on-the-job
training.

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Management Development as an Open System

Ref. Beardwell et al, (2004)
Training evaluation
Culture &
politics New
The ‘reality’ of structures &
managerial processes
work &
priorities The MD Sub-System

Formal Methods Informal Methods

Mainly based on Mainly experiential

education and Methods include:
training Coaching, mentoring,
Generic shadowing etc.
Standardized Less structured
Structured Individualized
measurable contextualized

Goals, Social &

strategies emotional
& policies Tasks & relationships
technologies

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PROMOTIONS AND SUCCESSION

CAREER PLANNING AND DEVELOPMENT
PLANNING
• Promotion Decisions: Seniority versus Merit • Career refers to the occupational positions a person holds over the
years.
• Vertical and Horizontal Promotions
• Career development is a series of activities (training, development, and
• Career Plateaus promotion) that contribute to a person’s career success and fulfilment.
• Structural Plateau
• Content Plateau • Career planning is the deliberate process of identifying an employee’s
• Learning Plateau skills, interests, knowledge, and other characteristics; setting career-
related goals; and establishing action plans to attain those goals.
• Life Plateau
• Career management is a process of enabling employees to better
understand and develop their career skills and interests and to use
these skills and interests most effectively both within the company and
after they leave the firm.

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Career Management Systems Coaching and Mentoring

• Career development tools: • Coaching
• Involves educating, instructing, and training subordinates
• Career centres • Focuses on teaching shorter-term job-related skills
• Career planning workshops • Mentoring
• Career-oriented appraisals • Is actively advising, counseling, and guiding
• Is helping employees navigate longer-term career hazards
• Career mapping • Is leading highly trained employees and self-managing teams
• Coaching and mentorship programmes • Supplants the need for authority and for giving orders for
getting things done
• Coaching and mentoring require both analytical and
interpersonal skills.
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Careers Today and

Employee Commitment Why Offer Career Development?
Better equips employees
Old Contract New Contract to serve the firm
(Employer-focused) (Employee-focused)
Career
Boosts employee
“Do your best and be “I’ll do my best for you, Development commitment to the firm
loyal to us, and we’ll take but I expect you to Benefits
care of your career.” provide the development
and learning that will Supports recruitment and
prepare me for the day retention of efforts
I must move on, and for
having the work-life
balance that I desire.”

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Innovative Corporate Career Characteristics of Effective

Development Initiatives Mentors
1. Provide individual lifelong learning budgets. • Are professionally competent
2. Encourage role reversal.
• Are trustworthy
3. Help organize “career success teams.”
• Are consistent
4. Provide career coaches.
• Have the ability to communicate
5. Offer online career development programs.
• Are willing to share control
• Set high standards
• Are willing to invest time and effort
• Actively steer protégés into important work
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Enhancing Diversity Through

Choosing a Mentor Career Management
• Sources of Bias and Discrimination
• Choose an appropriate potential mentor.
• A lack of diversity in the hiring department
• Don’t be surprised if you’re turned down.
• The “old-boy network” of informal friendships
• Be sure that the mentor understands what you • A lack of women mentors
expect in terms of time and advice.
• A lack of high-visibility assignments and developmental
• Have an agenda. experiences (glass ceiling)

• Respect the mentor’s time. • A lack of company role models for members of the
same racial or ethnic group
• Inflexible organizations and career tracks

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Employer Life-Cycle Career

Managing Transfers
Management
Making Promotion and • Employees’ reasons for desiring transfers
Transfer Decisions • Personal enrichment and growth
• More interesting jobs
• Greater convenience (better hours, location)
• Greater advancement possibilities
Decision 1: Decision 2: Decision 3: Decision 4: • Employers’ reasons for transferring employees
Is Seniority or How Should Is the Process Vertical,
Competence We Measure Formal or Horizontal,
• To vacate a position where an employee is no longer needed
the Rule? Competence? Informal? or Other? • To fill a position where an employee is needed
• To find a better fit for an employee within the firm
• To boost productivity by consolidating positions

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STRATEGIES FOR CREATING A The steps required to create a

LEARNING CULTURE learning culture
• A learning culture is one in which learning is
recognized by top management, line managers and • Develop and share the vision – belief in a desired and
employees generally as an essential organizational emerging future.
process • Empower employees
• Provide employees with a supportive learning
environment (e.g. peer networks, supportive policies and
systems, and protected time for learning)
• Use coaching techniques to draw out the talents of others
by encouraging employees to identify options and seek their
own solutions to problems.

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The steps required to create a

learning culture
• Guide employees through their work challenges and provide
them with time, resources and, crucially, feedback.
• Recognize the importance of managers acting as role
models
• Encourage networks – communities of practice.
• Align systems to vision – get rid of bureaucratic systems that
produce problems rather than facilitate work

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