Scribd
Upload
32 views

Introduction To Human Resource Development

This document provides an introduction to human resource development (HRD). It defines HRD as activities designed by an organization to provide members with necessary skills for current and future job demands. HRD is one function of human resource management (HRM) that focuses on training, organizational development, and career development. The document outlines different HRD functions and describes the typical phases of needs assessment, design, implementation, and evaluation that organizations use for HRD processes and programs.

Uploaded by

maryam fakhar
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
32 views

Introduction To Human Resource Development

This document provides an introduction to human resource development (HRD). It defines HRD as activities designed by an organization to provide members with necessary skills for current and future job demands. HRD is one function of human resource management (HRM) that focuses on training, organizational development, and career development. The document outlines different HRD functions and describes the typical phases of needs assessment, design, implementation, and evaluation that organizations use for HRD processes and programs.

Uploaded by

maryam fakhar
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 36

Introduction to Human Resource

Development
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.
Relationship Between HRM and HRD

Human resource management (HRM)


encompasses many functions
Human resource development (HRD) is just
one of the functions within HRM
HRD Functions

Training and development (T&D)


Organizational development
Career development
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
Training and Development (T&D)

Development preparing for future


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

The process of improving an organizations


effectiveness and members well-being through
the application of behavioral science concepts

Focuses on both macro- and micro-levels

HRD plays the role of a change agent


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
A Framework for the HRD Process

HRD efforts should use the following four phases


(or stages):
Need assessment
Design
Implementation
Evaluation
Needs Assessment Phase

Establishing HRD priorities


Defining specific training and objectives
Establishing evaluation criteria
Design Phase

Selecting who delivers program


Selecting and developing program content
Scheduling the training program
Implementation Phase

Implementing or delivering the program


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?
Training & HRD Process Model
Definition Of Need:

Before delving deep into need assessment, it is of


paramount importance to know, what is the meaning of
need.

Need- The concept of need refers to a discrepancy or


gap between what an organization expects to
happen and what actually occurs.
Various Types of Needs

Performance

Diagnostic
Factors that can prevent problems from occurring

Analytic
Identify new or better ways to do things

Compliance
Mandated by law or regulation
Need Assessment

A process by which an organizations HRD needs are


identified and articulated.
It identifies:
a) an organizations goals and its effectiveness in reaching
these goals.
b) Gaps between current skills and the skills needed to
perform the job successfully.
c) Gaps between employees skills and the skills required
for effective current job performance.
d) The conditions under which the HRD activity will occur.
Levels of Need Assessment

1. Organizational analysis
Where is training needed and under what conditions?

2. Task analysis
What must be done to perform the job effectively?

3. Individual analysis.
Who should be trained and how?
Organizational Analysis
It looks at the effectiveness of the organization and
determines where training is needed and under what
conditions it will be conducted.

Why
Ties HRD programs to corporate or organizational
goals
Strengthens the link between profit and HRD actions
Strengthens corporate support for HRD
Makes HRD more of a revenue generator
Not a profit waster
Source of Organizational
Analysis
Mission statement
HRM inventory
Skills inventory
Quality of Working Life indicators
Efficiency indexes
System changes
Exit interviews
Task Analysis

It provides data about a job or a group of jobs and


the knowledge, skills, attitudes and abilities
needed to achieve optimum performance.
INDIVIDUAL ANALYSIS
It analyzes how well the individual employee is doing
the job and determines which employees need training
and of what kind.
Based on many sources of data
Summary Analysis
Determine overall success of the individual
Diagnostic Analysis
Discover reasons for performance
FOUR STEPS TO CONDUCTING A
NEEDS ASSESSMENT:

STEP 1. PERFORM A "GAP" ANALYSIS.


The first step is to check the actual performance of our organizations
and our people against existing standards, or to set new standards.

There are two parts to this:


Current situation
Desired or necessary situation
The difference the "gap" between the current and the necessary will
identify our needs, purposes, and objectives.
FOUR STEPS TO CONDUCTING A NEEDS
ASSESSMENT

STEP 2. IDENTIFY PRIORITIES AND IMPORTANCE


It must be seen whether the identified needs are real, if
they are worth addressing, and specify their importance
and urgency in view of organizational needs and
requirements (1). For example (2):
Cost-effectiveness
Legal mandates
If some of our needs are of relatively low importance, we
would do better to devote our energies to addressing other
human performance problems with greater impact and
greater value.
FOUR STEPS TO CONDUCTING A NEEDS
ASSESSMENT

Step 3. IDENTIFY CAUSES OF PERFORMANCE PROBLEMS AND/OR


OPPORTUNITIES.

We must know what our performance requirements are, if


appropriate solutions are to be applied. We should ask two
questions for every identified need: (3)

Are our people doing their jobs effectively?


Do they know how to do their jobs?
This will require detailed investigation and analysis of our
people, their jobs, and our organizations -- both for the current
situation and in preparation for the future.
FOUR STEPS TO CONDUCTING A NEEDS
ASSESSMENT
Step 4. IDENTIFY POSSIBLE SOLUTIONS AND GROWTH
OPPORTUNITIES.

"If it ain't broke, don't fix it."


But if our people ARE NOT doing their jobs effectively:
TRAINING may be the solution, if there is a knowledge
problem.
Organizational Development activities may provide
solutions when the problem is not based on a lack of
knowledge and is primarily associated with systematic
change. These interventions might include strategic
planning, organization restructuring, performance
management and/or effective team building.
Phase Two: Designing the Training
or HRD Intervention
Key activities include:
Setting objectives
Selecting the trainer or vendor
Developing lesson plans
Selecting methods and techniques
Preparing materials
Scheduling training
Phase Two: Design
Make or Buy Decisions

You cannot be an expert on everything


You cant afford to maintain a full-time staff for once-a-
year training
You cant afford the time or money to build all of your
own training programs
Implication: Much training is purchased, rather than self-
produced

Werner & DeSimone (2006) 29


Training Delivery Methods

Three basic categories:


On-the-Job Training
Off- the- Job Training
Classroom Training
Self-Paced Training
Note: Computer-based training can be in a classroom,
or individual/self-paced.
EVALUATION OF Training
Evaluation of HRD Program helps in gauging the degree to
which a training (or other HRD program) achieves its
intended purpose.
In other words it measures the effectiveness of the HRD
program.
EVALUATION OF Training

Textbook definition:
The systematic collection of descriptive and judgmental
information necessary to make effective training decisions
related to the selection, adoption, value, and modification
of various instructional activities.
Any attempt to obtain information (feedback) on the effect
of training program and to assess the value of training in
the light of that information for improving further
training.
A Suggested Framework
Reaction
Did trainees like the training?
Did the training seem useful?
Learning
How much did they learn?
Behavior
What behavior change occurred?
Results
What were the tangible outcomes?
What was the return on investment (ROI)?
What was the contribution to the organization?
Evaluation of Training Costs

Cost-benefit analysis
Compares cost of training to benefits gained such as attitudes, reduction in
accidents, reduction in employee sick-days, etc.
Cost-effectiveness analysis
Focuses on increases in quality, reduction in scrap/rework, productivity,
etc.
HRD Evaluation Steps
Analyze needs.
Determine explicit evaluation strategy.
Insist on specific and measurable training objectives.
Obtain participant reactions.
Develop criterion measures/instruments to measure
results.
Plan and execute evaluation strategy.
Thank you

You might also like