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03/24/22 HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemso n Univ. 1 Introduction to Human Resource Development (HRD) Chapter 1
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  • Introduction to Human Resource Development (HRD)Chapter 1

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Definition of HRDA 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.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Evolution of HRDEarly apprenticeship programsEarly vocational education programsEarly factory schoolsEarly training for unskilled/semi-skilledHuman relations movementEstablishment of training professionEmergence of HRD

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Early Apprenticeship ProgramsArtisans in 1700sArtisans had to train their own workersGuild schoolsYeomanries (early worker unions)

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Early Vocational Education Programs1809 DeWitt Clintons Manual School1863 President Lincoln signs the Land-Grant Act promoting A&M colleges.1917 Smith-Hughes Act provides funding for vocational education at the state level.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Early Factory SchoolsIndustrial 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.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Early Training for Unskilled/Semi-Skilled WorkersMass production (Model T)Semi and unskilled workersProduction line one task = one workerWorld War IRetool & retrainShow, Tell, Do, and Check (OJT)

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Human Relations MovementFactory system often abused workers.Human Relations movement promoted better working conditions.Start of business & management education.Tied to Maslows Hierarchy of Needs.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Maslows Hierarchy of NeedsPhysiological (Survival) needsSafety needsBelonging & love needsEsteem needsSelf-actualization needs

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Establishment of the Training ProfessionOutbreak 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.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Emergence of HRDEmployee 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.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Relationship Between HRM and HRDHuman Resource Management (HRM) encompasses many functions.Human Resource Development (HRD) is just one of the functions within HRM.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Primary Functions of HRMHuman resource planning Equal employment opportunityStaffing (recruitment and selection)Compensation and benefitsEmployee and labor relationsHealth, safety, and securityHuman resource development

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Secondary HRM FunctionsOrganization and job designPerformance management/ performance appraisal systemsResearch and information systems

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Line versus Staff AuthorityLine 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.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Limits of AuthorityHRM & HRD Units have staff authority (Overhead function).Line authority takes precedence.Scope of authority how far (how much) can you authorize?

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • HRD FunctionsTraining and development (T&D)Organizational developmentCareer development

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • 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 orientationSkills & technical trainingCoachingCounseling

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Training and Development (T&D)Development: Preparing for future responsibilities, while increasing the capacity to perform at a current job.Management trainingSupervisor development

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Organizational DevelopmentThe 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.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Career DevelopmentOn-going process by which individuals progress through series of changes until they achieve their personal level of maximum achievement.Career planningCareer management

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Critical HRD IssuesStrategic management and HRDThe supervisors role in HRDOrganizational structure of HRD

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

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

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Supervisors Role in HRDImplements HRD programs and proceduresOn-the-job training (OJT)Coaching/mentoring/counselingCareer and employee developmentA front-line participant in HRD

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Organizational Structure of HRD DepartmentsDepends 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.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Sample HRD Jobs/RolesExecutive/ManagerHR Strategic AdviserHR Systems Designer/DeveloperOrganization Change AgentOrganization Design ConsultantLearning Program Specialist

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • HRD Jobs/Roles 2Instructor/FacilitatorIndividual Development and Career CounselorPerformance Consultant (Coach)Researcher

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • HR Manager RoleIntegrates HRD with organizational goals and strategies.Promotes HRD as a profit enhancer.Tailors HRD to corporate needs and budget.Institutionalizes performance enhancement.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • HR Strategic Advisor RoleConsults with corporate strategic thinkers.Helps to articulate goals and strategies.Develops HR plans.Develops strategic planning education and training programs.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • HR Systems Designer/DeveloperAssists HR Manager in the design and development of HR systems.Designs HR programs.Develops intervention strategies.Plans HR implementation actions.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

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

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Organization Design ConsultantDesigns work systems.Develops effective alternative work designs.Implements changed systems.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Learning Program SpecialistIdentifies needs of learners.Develops and designs learning programs.Prepares learning materials and learning aids.Develops program objectives, lesson plans and strategies.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Instructor/FacilitatorPresents learning materials.Leads and facilitates structured learning experiences.Selects appropriate instructional methods and techniques.Delivers instruction.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Individual Development and Career CounselorAssists individuals in career planning.Develops individual assessments.Facilitates career workshops.Provides career guidance.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • 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.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • ResearcherAssesses HRD practices and programs.Determines HRD program effectiveness. Develops requirements for changing HRD programs to address current and future problems.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Challenges for HRDChanging workforce demographicsCompeting in global economyEliminating the skills gapNeed for lifelong learningNeed for organizational learning

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Changing Demographics in the U.S. WorkplaceAfrican-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%

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Competing in the Global EconomyNew technologiesNeed for more skilled and educated workersCultural sensitivity requiredTeam involvementProblem solvingBetter communications skills

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Eliminating the Skills GapExample: In South Carolina, 47% of entering high school freshmen dont graduate.Best state is Vermont, with 81% graduatingEmployees need to be taught basic skills:MathReadingApplied subjectsNeed to improve US schools!

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Need for Lifelong LearningOrganizations changeTechnologies changeProducts changeProcesses changePEOPLE must change!!

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Need for Organizational LearningOrganizations must be able to learn, adapt and change.Principles:Systems thinkingPersonal masteryMental modelsShared visionsTeam learning

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • A Framework for the HRD Process:HRD efforts should use the following four phases (or stages):Need assessmentDesignImplementationEvaluation

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Needs Assessment PhaseEstablishing HRD prioritiesDefining specific training and objectivesEstablishing evaluation criteria

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Design PhaseSelecting who delivers programSelecting and developing program contentScheduling the training program

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Implementation PhaseImplementing or delivering the program

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • Evaluation PhaseDetermining program effectiveness, e.g.,Keep or change providers?Offer it again?What are the true costs?Can we do it another way?

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.

  • SummaryHRD 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.

    HRD3eCH1 Contributed by Wells Doty, Ed.D., Clemson Univ.