Training & Development

Training and Development is a combined role often called Human Resources Development (HRD), meaning the
development of human resources to remain competitive in the marketplace. Training focuses on doing
activities today to develop employees for their current jobs and development is preparing employees for future
roles and responsibilities.

HRD strategies include:
Management / Supervisory Training
Teambuilding Training
Customer Service Training
Harassment Training
Tuition Reimbursement Program
Performance Management
360 degree / multi-rater feedback system
Career Coaching

Strategic HR inc. can assist with your Training and Development needs by:
Identifying, customizing and delivering effective training solutions
Developing a multi-rater / 360 degree feedback assessment
Developing succession planning and emerging leader programs
Designing a competency-based culture tied to business strategies and goals
Creating and/or improving the performance management system
Designing a reward and recognition program
Conducting employee opinion surveys and focus groups
Establishing a formal career development planning program
Providing assessment solutions to help identify strengths and areas of opportunity for development of
employees

Below is a list of a few of the dynamic training programs that Strategic Human Resources, Inc. has done for
customers in the past and could customize for delivery at your organization:
Human Resources

Behavior Based Interviewing
Building a Bridge Across the Generations
Changing Workforce
Employment Laws for Small Businesses
Fundamentals of Human Resources
Labor Storm (aka Recruitment and Retention)
Mentoring
Multi-rater Feedback
Performance Management
Strategies for Successful Hiring
Succession Planning

General
Teambuilding: Learning About Yourself and Others
Martial Arts Strategies for Stress Management
Juggling Act of Time Management
Toolbox For Success
Is Your NET working?
Career Development
Myers Briggs Type Indicator (i.e. Team Building, Career management, Communications, Relationships,
etc.)
Career Counseling (i.e.- resume writing, job search, interviewing, networking, etc.)


Strategic Planning
o Strategic Planning
o Strategic HR Planning
o The Strategic Role of Human Resources
o To Outsource or Not: That Is the Question

Human Resource Development (HRD) is the framework for helping employees develop their personal and
organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as
employee training, employee career development, performance management and development, coaching,
mentoring, succession planning, key employee identification, tuition assistance, and organization
development.
The focus of all aspects of Human Resource Development is on developing the most superior workforce so
that the organization and individual employees can accomplish their work goals in service to customers.
Organizations have many opportunities for human resources or employee development, both within and
outside of the workplace.
Human Resource Development can be formal such as in classroom training, a college course, or an
organizational planned change effort. Or, Human Resource Development can be informal as in employee
coaching by a manager. Healthy organizations believe in Human Resource Development and cover all of these
bases.





The Primary Functions of Human Resource Development
Human resource development can be a stand-alone function or a part of function within human resource
department, human resource wheel. It is established when there are greater diversities in the workforce, more
people involved in knowledge work, greater expectations in meaningful work and employee involvement, and
shifts in nature between employees and organizations (Pat Mclagan). Related to human resource wheel, three
primary functions of human resource development have been identified as follow:
A. Training and development: Training involved providing the employees the knowledge and skills needed to
do a particular task or job. Development involved preparing for future work responsibilities and increasing
capacities of employees to perform their current jobs. It can be said that training and development focuses on
changing or improving the knowledge, skills, ability, and attitudes of individuals. The shape of training can be
in the form of employee orientation, counseling, skills and technical training programs, or management training
and development programs.
B. Organizational development: It is defined as the process of enhancing the effectiveness of an organization
and the well-being of its members through planned interventions that apply behavioral science concepts. It
comprises of micro and macro changes. Micro changes are directed at individuals; small groups, or teams,
whereas macro changes are intended to improve the effectiveness of the organizations. It can be said, in terms of
human resource development, it is a change gent that requires facilitating, consulting, advising planning,
implementing, or intervening with others to link to changes.
C. Career development: It is an ongoing process by which individuals progress through a series of stages
characterized by a set of issues, themes and tasks. It involves two-distinct process, career plan and career
management. Career planning involves activities performed by individuals with the assistance of counselors or
others in order to assess their skills and abilities in establishing realistic career plan. Career management
involves taking necessary steps to achieve that plan, and it mainly focus on what organizations can do to foster
career development.
What is human resource development?
A human resource development is set of planned and systematic activities designed by an organization to
provide opportunities to its members to learn skills necessary for the present and future job requirements. The
process of HRD involves the development of expertise in the employee through organizational development and
training and development. The aim of HRD is to improve the performance of the employees. The three main
areas of human resource development are human resource management, quality improvement and career
development.
The main functions of HRD are:-
1. Training and development
Training and development is aimed at improving or changing the knowledge skills and attitudes of the
employees. While training involves providing the knowledge and skills required for doing a particular job to the
employees, developmental activities focus on preparing the employees for future job responsibilities by
increasing the capabilities of an employee which also helps him perform his present job in a better way. These
activities start when an employee joins an organization in the form of orientation and skills training. After the
employee becomes proficient, the HR activities focus on the development of the employee through methods like
coaching and counseling.
2 Organization development
OD is the process of increasing the effectiveness of an organization along with the well being of its members
with the help of planned interventions that use the concepts of behavioral science. Both micro and macro
changes are implemented to achieve organization development. While the macro changes are intended to
improve the overall effectiveness of the organization the micro changes are aimed at individuals of small
groups. Employee involvement programmes requiring fundamental changes in work expectation, reporting,
procedures and reward systems are aimed at improving the effectiveness of the organization. The human
resource development professional involved in the organization development intervention acts as an agent of
change. He often consults and advising the line manager in strategies that can be adopted to implement the
required changes and sometimes becomes directly involve in implementing these strategies.
3. Career development
It is a continuous process in which an individual progresses through different stages of career each having a
relatively unique set of issues and tasks. Career development comprises of two distinct processes. Career
Planning and career management. Whereas career planning involves activities to be performed by the employee,
often with the help of counselor and others, to assess his capabilities and skills in order to frame realistic career
plan. Career management involves the necessary steps that need to be taken to achieve that plan. Career
management generally focus more on the steps that an organization that can take to foster the career
development of the employees.
Employee Development & Training
The challenges associated with the changing nature of work and the workplace environment are as real for the
campus as elsewhere. Rapid change requires a skilled, knowledgeable workforce with employees who are
adaptive, flexible, and focused on the future.
As a manager, one of your key responsibilities is to develop your staff. The Philosophy of Human Resources
Management (Appendix B) states that you can:
"Encourage growth and career development of employees by coaching, and by helping employees achieve their
personal goals at UCSF and beyond...[you can develop] human resources by providing adequate training...
encouragement of staff development, and opportunities for growth."
The campus recognizes that employee development requires a shared responsibility among the institution, you,
and the employee. In this partnership:
The institution
Ensures that policies and programs facilitate the continuing development of staff
You
Work with staff to: assess and provide feedback on their skills and interests; select training and development
activities that match their career development objectives and job needs; use the Development & Training
catalog as a tool to tell employees about training and development opportunities on campus and to create an
annual development plan; stay informed of current policies and practices that support employee development;
follow up with employees after a learning activity to integrate new skills and knowledge into their
responsibilities
The employee
Takes initiative to assess skills and interests and seek development activities that match needs; works with you
to identify training and development objectives
Most employee development and training programs fall under the following categories:
Management Development; Career Development; Basic Skills; Professional Skills; Technical Training;
Supervisory Skills
Your support of training and development creates a "Win" for the employee and for your workplace. You will
have:
Employees with upgraded skills, working to their full potential and equipped to deal with the changing demands
of the workplace; employees with higher morale, career satisfaction, creativity, and motivation; increased
productivity and responsiveness in meeting departmental objectives
Career Development
Management Development
Other Resources

Career Development
Career development is the ongoing acquisition or refinement of skills and knowledge, including job mastery and
professional development, coupled with career planning activities. Job mastery skills are those that are
necessary to successfully perform one's job. Professional development skills are the skills and knowledge that
go beyond the scope of the employee's job description, although they may indirectly improve job performance.
Since career development is an ongoing, dynamic process, employees may need encouragement and support in
reviewing and re-assessing their goals and activities. You are in a key position to provide valuable feedback and
learning activities or resources. Formal training and classes away from the job are effective in providing new
information, but adult learners also need to practice new skills. Therefore, you can contribute significantly to
your staff member's career development by supporting career development activities within your department.
Guiding Principles
Your support for career development is important because:
Current information about the organization and future trends helps employees create more realistic career
development goals
Focus on skill development contributes to learning opportunities
Opportunities for promotion and/or lateral moves contribute to the employee's career satisfaction
A greater sense of responsibility for managing one's own career contributes to self-confidence
Career planning and development clarifies the match between organizational and individual employee goals
It's cost-effective to use your own staff talent to provide career development opportunities within your
department
Career development increases employee motivation and productivity
Attention to career development helps you attract top staff and retain valued employees
Supporting career development and growth of employees is mandated by the Philosophy of Human Resources
Management
How to Support Career Development
Refer to the Employee Development & Training catalog for the career development course listings.
Annually, conduct an individual development plan and career discussion with employees and require other
supervisors in your department to do the same.
Hold supervisors in your department accountable for supporting employee development efforts.
Create programs and activities to provide skill development, such as job rotation, cross-training, mentoring,
internships, coaching, and career strategy groups.
Recognize that your role includes providing support and/or release time for staff members' development beyond
their current jobs. Refer to the Education and Development Leave policy and the Flextime Scheduling:
Guidelines and Procedures policy.
Support requests for alternate work schedules from staff members.
Serve as a role model by participating in career and professional development opportunities yourself.
See staff members' applications for other positions as a healthy sign of a dynamic workplace.
Support lateral moves within your organization.
Refer employees to the Staff Internship Program to explore opportunities to apply for career development
internships or self-initiate an internship in an area of special interest.
Create job vacancy listings that allow for the most diverse applicant pool while honoring transferable skills.
Roles You Can Play
COACH: Helps employees identify strengths, weaknesses, interests, and values by maintaining open, effective
communication and ongoing encouragement. You can improve your coaching by:
Encouraging two-way dialogue
Showing employees how to identify their skills, interests, and values
Scheduling uninterrupted career development discussions
ADVISOR: Provides organizational information, realities, and resources to employees. You can improve your
advising by:
Helping employees develop realistic career goals based on your department's needs and their individual
development plans
Helping employees understand the current opportunities and limitations on the campus
Advising employees on the feasibility of various career options
APPRAISER: Evaluates employees' performance in an open, candid way and relates this to potential
opportunities. You can improve your appraisal skills by:
Providing frequent feedback in a way that fosters development
Conducting performance appraisals that define strengths, weaknesses, and career development needs
Relating current performance to future potential in realistic ways
Using an individual development plan as a tool for continual feedback and development
REFERRAL AGENT: Helps employees meet their goals through contacts with people and resources. You can
improve your referral agent skills by:
Helping employees formulate development plans and consulting on strategies
Providing opportunities for experience, exposure, and visibility, such as committees and task forces)
Using personal resources who you know and what you know to create opportunities
Assisting in seeking employees' placement lateral or vertical
Management Development
The management and leadership development process is flexible and continuous, linking an individual's
development to the goals of the job and the organization. Management development programs on campus give
you the opportunity to develop a broad base of skills and knowledge that can be applied to many jobs on
campus. D&T's management development curriculum is changing. The overarching goal is a comprehensive
curriculum for managers and supervisors to develop the necessary core competencies to become excellent
leaders. The Employee Relations Unit also provides training for managers and supervisors, along with
performance management tools. Expanding management core competencies will enable campus managers to
keep pace with the demands of a changing organization. Enroll in the Supervisory Certificate Program courses
to learn more about supervisory core competencies and roles at the D&T Course Enrollment Catalog.
Guiding Principles
Management development activities can:
Encourage growth and career development of employees as stated in the Philosophy of Human Resources
Management
Improve skills and knowledge that can be immediately applied at work
Increase motivation and job satisfaction
Create a network of colleagues for problem-solving and support
Promote communication and planning throughout campus and department networks
How to Support Management Development
Model the behavior you are encouraging; don't neglect your own development.
Discuss and create a development plan during the performance planning cycle.
Endorse employees attending classes and activities that support development plans and goals.
Discuss what the employee learned in classes and support integrating new ideas/methods.
Provide timely behavioral feedback on performance and discuss ways to improve and develop further.
Provide opportunities for your employees to develop through mentoring, cross-training, internships, campus
staff organizations, professional associations, committee and task force assignments, skill assessment programs,
and university degree and extension programs.
Training, Development, and Human Resources
View an
Example from
the Field
Definition
Training and development refers to the practice of providing training, workshops, coaching, mentoring, or other
learning opportunities to employees to inspire, challenge, and motivate them to perform the functions of their
position to the best of their ability and within standards set by local, state, Tribal, Federal and licensing
organization guidelines. Training and development activities provide all involved system of care parties with the
tools they need to develop professionally, increase their knowledge, effectively work with families, and build
their capacity to perform the tasks associated with their positions within the system of care.
Since a system of care operates within an existing human service agency, it is expected that most human
resource issues, such as hiring, benefits, staff recognition, and performance appraisal issues, would be handled
within the agencys human resources department. It would be important to make sure that system of care
principles are infused into the day to day practices of human resources personnel. It is worth noting that many
systems of care have developed recognition and award programs for individuals who have exceeded
expectations in their system of care efforts.
Why Use a Training, Development and Human Resources Toolkit?
A system of care training and development agenda necessarily will have to involve families, community
agencies, the faith community and other community partners. It will have to look at the various needs and
requirements of all stakeholders involved. Some of these factors can be addressed through specific agency
trainings, but in many cases new methods of training will have to be developed that go beyond any one agencys
agenda or curriculum. For example, training may need to be created that addresses the family involvement
aspect of a child and family team meeting.
In todays social media driven world the way in which training can be delivered is much more varied than in the
past. For example, Webcasts, Webinars, and computer-based trainings are the order of the day to ensure
maximum participation in a cost effective manner. Another aspect of a modern training and development effort
within a systems of care is that of ensuring that all events give participants the ability to evaluate and offer
feedback. Data is then analyzed and, if necessary, future training and development activities are modified,
enhanced, or eliminated. A number of evaluation forms are listed as resources in the Continuous Quality
Improvement Section of this toolkit.
Moving from a traditional training program that is focused on the employees of one agency to a more dynamic
interagency and family involved training program can be challenging. A system of care requires reevaluation of
how to go about building a training and development program that is open to all involved partners. With one of
the systems of care focuses being on family and youth involvement, your local system must think about new
presenters and co-presenters, assuring cultural diversity in your presenters and cultural competence in your
presentations. Inevitably you will have to look at policies that prevent interagency partners from participating in
more department focused trainings and look to find solutions to those issues. This toolkit will provide you with
some answers to these difficult issues as you begin to build your system of care training and development
program into the daily operations of your work.
Systems of Care Principles and Values
The following are just a few ways systems of care principles and values might be evident in training,
development, and human resources in your community:
Staff members of systems of care agencies and organizations regard children, youth, and families as priorities
within the community.
For certain positions within systems of care, life experience is considered equal to, or in some cases more
important than, a degree or other credentials.
Outcomes are developed that measure and identify changes generated from systems of care principles into
training, development, and human resources functions.
A culturally, linguistically, and ethnically diverse and competent staff is evident in training, development and
human resources activities.
Family and youth involvement is evident in positions (employees or contractors) within the system of care.
An interagency training and development committee with family membership creates a cross-agency training
and development agenda to address system of care personnel needs.
Ongoing training and development occurs across all systems of care partners to enhance performance of
interagency teams.
Goals
Training and Development
Create a continuous learning environment throughout the life of your system of care that encompasses all levels
of personnel involved including: biological, foster, and adoptive parents; youth; parent partners; service
providers; front-line interagency agency staff; and high level administrative positions.
Consistently reach out to all stakeholder groups through needs assessments to gauge the training and
development needed to aid further knowledge acquisition.
Create, if not already doing so, training and development opportunities across agencies and departments, to
other stakeholder groups, and to families, youth, and other community partners.
Ensure that the latest evidence-based practices are incorporated into all training and development activities.
Ensure interagency teams with family representation are utilized to complete tasks associated with systems of
care.
Develop a reward structure for employees and/or contractors who demonstrate an adherence to systems of
care principles.
Staff involved in your system of care should have their performance appraisals in part be based on system of
care principles.
Ensure that policies related to your system of care encourage and promote training and development for all
people involved in your system of care.
Human Resources
Develop performance appraisal systems that support systems of care principles.
Hire, promote, and retain culturally, linguistically, and ethnically diverse individuals consistent with the cultural
and ethnic makeup of the involved community.
Hire systems of care staff in a timely fashion.
Incorporate systems of care principles into job descriptions and consultant contracts.
Hire as employees or consultants, where possible and appropriate, qualified youth and family members who
have been service recipients.
Develop consistent personnel practices across agencies involved in systems of care.
Consistently and adequately fill administrative and program positions responsible for performing activities within
the system of care.
Develop a performance system that is quantifiable, includes system of care principles, and accounts for
continuous professional development.
Use a strength-based, positive performance approach to affect recruitment, hiring, retention, supervision, and
professional development.