Human Resource

Development.

Mr. John Obote.

MBA.
 Starter

Most organization’s
investment in staff
training is a waste of
money!

December 2015 HR600 : Human Resource Management 2

 Starter
Yeah!
 Payment of fees, stipend & other
incidentals
 Lost output
 Disrupts the organization's
performance schedule
 Remaining members are
overworked – job satisfaction
 Turnover (among the trained staff)
December 2015 HR600 : Human Resource Management 3
 Starter
Nope!
Strategic investment – long-term results
Organizational flexibility – competitive
advantage
Employee motivation, job satisfaction &
organizational commitment
Public image – positioning the
organization in both labour and product
market
December 2015 HR600 : Human Resource Management 4
 Overview
 Many organizations today have recognized
that learning is a crucial source of
competitive advantage.
 They have realized that learning is the only
viable strategy for coping with changes in their
business environment .
 Change in technology,
 Change in global markets,
 Change in customer expectations (needs), and
 Changes in characteristics of the labour market
(workforce diversity)
 Changes in political-legal systems
December 2015 HR600 : Human Resource Management 5
 Overview
Human resource development (HRD) is a
term used to indicate an organization's
investment in the learning of its people as part
of an HRM approach.
 HRD is concerned with the upgrading of
employees knowledge, skills, experience and
attitudes in order to improve individual, team and
organizational performance.
 HRD can also be defined as a learning process in
which organization’s members acquire knowledge,
skills, experience and attitudes (KSEA) that they
need in order to perform their jobs well.
December 2015 HR600 : Human Resource Management 6
 Overview
 Investment in employees’ learning has
benefits for involved employees, employing
organizations and the economy and society as
a whole, in the form of :
 Increased knowledge and skills;
 Increased job performance;
 Increased income;
 Increased organizational performance;
 Increased customer satisfaction;
 Availability of products;
 Increased quality of products.
December 2015 HR600 : Human Resource Management 7
 Views in HRD
 Investment in the learning of employees is
viewed different by different scholars and
practitioners.
 Two main views can be identified from the
literature:
 the human capital view and
 the developmental humanistic view.

December 2015 HR600 : Human Resource Management 8

 Human Capital Investment
 Under the Human Capital Investment model,
spending on people’s learning is considered
as a capital investment like any other
business investment.
 It is believed that people’s performance can be
considered as return on investment and assessed
in term of costs and benefits.
 The main objective of HRD is therefore to
maintain a continued balance between
performance abilities and performance demands.
December 2015 HR600 : Human Resource Management 9
 Human Capital Investment
 Training and development are considered as
interventions to performance gaps in organizations.
 The human capital theory has been dominant in HRD,
especially in the field of Economics, since its
introduction by Garrick in 1999.
 However, some criticisms have been leveled against it
including the following:
 Ensuring successful performance to match the spending
on learning is a challenge;
 It is difficulty in measuring costs and benefits;
 Long term outcomes are ignored.
 Going beyond the gap is restricted.
 Little place for consideration of attitudes, feelings and
personal development.
December 2015 HR600 : Human Resource Management 10
 Developmental Humanistic View
 Gold and Smith (2003) proposed a softer and
developmental view of people’s learning.
 The key argument under developmental humanistic
view is that individuals are more productive when they
are happy with what they are doing and have the right
attitude.
 Learning must go beyond filling gaps between
performance capabilities and performance demands.
 According to the developmental humanistic model,
learning provides a way of coping with change and
fulfilling ambitions.
 It is from the developmental humanistic approach that
concepts such as learning organization and life-long
learning have emerged.
December 2015 HR600 : Human Resource Management 11
 Importance of HRD
HRD is seen as a pivotal component of the
HRM function for the following reasons:
 HRD is a strategic investment.
 Related to organization’s growth and survival overtime .

 It makes people more creative and innovative thus able

to develop ideas that can take the organization forward.
 It is a triggering mechanism for progression of
other HRM programmes.
 Leads to increased productivity and improved
profitability.
December 2015 HR600 : Human Resource Management 12
 Importance of HRD
 Fits employees (both existing new ones) in their
new jobs.
 Creates primary labour market for the
organization.
 Unleashes the employee potentials.
 New jobs and tasks emerge and some do
change.
 Promotes flexibility, loyalty, quality and
commitment.

December 2015 HR600 : Human Resource Management 13

 Scope of HRD
 The HRD function involves the following
HR activities:
Employee orientation;
Staff Training and development;
Career management (Development);
Management development.

HR600 : Human Resource

December 2015 14
Management
 Employee Orientation
Employee orientation is the process by which
new employees learn important organizational
values and norms, establish working
relationships, and learn how to function within
their jobs.
 It needs to be well conducted because it determines
the impressions new employees form about their
organization, their jobs, their supervisors and
coworkers.
 A well managed orientation programme serves a
number of purposes including:
December 2015 HR600 : Human Resource Management 15
 Employee Orientation
 Reducing the cost and inconvenience of
early leavers;
 Increasing employee commitment;
 Clarifying the psychological contact;
 Accelerating progress up the learning
curve;
 Reducing the amount of help needed from
supervisors or co-workers.

December 2015 HR600 : Human Resource Management 16

 Training and Development
 Training and development is the most
conceived HRD activity among HRM
professionals.
 They are concerned with changing or improving
the knowledge, skills, and attitudes of individuals.
 Training - involves providing employees the
knowledge and skills needed to do a particular
task or job.
 Development - focuses on preparing for future
work responsibilities while also increasing the
capacities of employees to perform their current
jobs.
December 2015 17
HR600 : Human Resource Management
 Training and Development

December 2015 HR600 : Human Resource Management 18

 Management Development

Refers to all learning experiences resulting

in upgrading of skills and knowledge needed
in current and future managerial positions.
 Managers have to keep up with latest
developments in their fields while managing
ever-changing workforce in a dynamic
environment.
 The learning may be acquired through
supervisory training, job rotation, seminars, or
college and university courses.

HR600 : Human Resource

December 2015 19
Management
 Career Management
Career development is an ongoing process by
which individuals establish and progress
through realistic career paths (general courses
for working life).
 Involves two distinct processes:
 Career planning involves activities performed by an
individual, often with the assistance of counselors
and others, to assess his or her skills and abilities in
order to establish a realistic career plan.
 Career management focuses on what an
organization can do to foster employee career
development.
HR600 : Human Resource
December 2015 20
Management
 The HRD Process
 The popular approach through which the
HRD function is executed is the four-stage
process popularly referred to as a
Systematic Training Framework.
 The Framework involves four stages:
 Analysis of training need;
 Designing the overall training program;
 Implementing the training program;
 Evaluating the effectiveness of the programme.
December 2015 HR600 : Human Resource Management 21
 The HRD Process
i. Context evaluation – about training
needs and objectives;
ii. Input evaluation – about resources
(staff, training aids, space, etc);
iii. Reaction evaluation – about trainees
reactions to the training;
iv. Outcome evaluation – about
immediate , intermediate and long-term
results of the training.

December 2015 HR600 : Human Resource Management 22

 Training Needs Analysis
A training need is any shortfall in terms of
employee knowledge, understanding , skill and
attitudes against what is required by the job or
conditions in the organization.
Training needs can be analyzed by use of
information obtained through the following
methods:
 Recorded data relating to the organization, to jobs
and to individuals (appraisal form, job
descriptions);
 Employee aptitudes surveys;
December 2015 HR600 : Human Resource Management 23
 Training Needs Analysis
 Interviews with managers and supervisors about
their subordinates;
 Observing job performance of individuals;
 Monitoring group discussions relating to current
work problems.
 In many countries, especially the developing
ones like Tanzania, organizations rely on
existing records, and more specifically on
performance appraisal forms.

December 2015 HR600 : Human Resource Management 24

 Designing activities (Planning)
Involves the sorting out of priorities, drawing
up initial plans, costing them, and submitting
the draft plans for approval by top
management.
Entails the following activities:
 Selecting the specific objectives of the programme.
 Developing an appropriate lesson plan.
 Developing the content of the program and the
appropriate materials for trainees to use.
 Selecting the most appropriate methods to conduct
the program.
December 2015 HR600 : Human Resource Management 25
 Designing activities (Planning)
 On-the-Job Training - Job instruction training, job
rotation, coaching, mentoring;
 Classroom training – Lectures, simulation, static media
– handouts, books, conference/discussion, DVD and
video taps, case studies, role playing;
 Self-paced training - Programme instruction, computer
based training, e-learning, intranet.
 Determining who will deliver program – HRD
professionals, managers, supervisors, outside
consultants.
 Scheduling the training program – program length,
notifications, locations, etc.
December 2015 HR600 : Human Resource Management 26
 Implementation
Implementation involves the carrying out of
the training programme according to the
approved plans.
 I.e. creating an environment that enhances
learning and resolving arising problems.
It is a collaborative work between training
specialists and their line and staff managers.
Effective communication between the parties
involved is crucial and should be timely.

HR600 : Human Resource

December 2015 27
Management
 Evaluation
The evaluation of a HRD programme is part of
the control process.
 It is the process of determining the effectiveness of
the program.
 Evaluation provides information on participants’
reaction to the program which allows managers to
make better decisions with regard to:
 Whether to keep or change providers.
 Whether to offer the program again.
 The true costs.
 Whether it can be done in another way.
December 2015 HR600 : Human Resource Management 28
 Kirkpatrick's Evaluation Framework
Many different evaluation frameworks have
been suggested, but, among the most widely
used approach is the one developed by Donald
Kirkpatrick.
 The framework suggests four levels of evaluation
namely reaction, learning, job behaviour and
results.
 Reaction - How employees feel about the course,
the instructor, etc. (measured through survey).
 Learning – Whether learning has occurred (pre
and post-training assessment).
December 2015 HR600 : Human Resource Management 29
Kirkpatrick's Evaluation Framework
 Job behavior - Performance should improve
(transfer of learning should occur on the job).
 Results (return on investment) - What
business results can be attributed to training
(savings generated, revenue, error rate, etc.).

December 2015 HR600 : Human Resource Management 30

 Strengths and Weaknesses of the
Systematic Model
 The systematic model of training provides a
simple and easily understood explanation of
training procedure, emphasizing on cost-
effectiveness through out the process.
 The model can be associated with following
strengths:
 Needs must be assessed to avoid wasteful
expenditure.
 Training programmes must be planed.
 Evaluation ensures training programmes meet
objectives.
December 2015 HR600 : Human Resource Management 31
 Strengths and Weaknesses of the
Systematic Model
 However, the Systematic model has some
weaknesses, which include the following:
 It reflects the mechanistic view of
organizations and their people.
 It emphasizes on top-down information
movement.
 Evaluation occurs as the last stage of the
process rather than at every stage.
 Training plans being based on past
information.

December 2015 HR600 : Human Resource Management 32

 The Integrated/Strategic Approach to
HRD
Given the above weaknesses, managers must
apply the model while taking into consideration
the following issues:
 Any training programme need to be linked to the
strategic goals of the organization;
 Involvement of line managers who are in better
position to understanding members of the
organization;
 Involvement of potential learners at every stage of
the training process;
 Evaluation should occur throughout the process.
December 2015 HR600 : Human Resource Management 33
 Strategic Approach to HRD
 Consideration of employees attitudes and abilities,
organization climate and culture;
 Future needs should also be accommodated i.e.
conducive environment should be created in which
all employees access opportunities to learn and
take charge of their personal development.

December 2015 HR600 : Human Resource Management 34

 The Learning Process
The traditional thinking of learning is that low-
skilled and repetitive tasks require
behaviourist learning while more complex
work need higher order cognitive skills.
 However, because of the complexity and the
dynamic nature of business environment
integration of behaviourist and cognitive learning
is suggested to be important.
 Kolb’s theory of experiential learning is an
example of an integrative approach to learning.
 Kolb’s model is based on the interaction of the learner
and his/her environment (usipochafuka utajifunzaje?).
December 2015 HR600 : Human Resource Management 35
 The Learning Process

Concrete Experience
(CE)
(Doing / having an
experience)

Active Reflective Observation

Experimentation (AE) (RO)
(Planning and trying out (Reviewing / reflecting on
what you have learnt) the experienced)

Abstract
Conceptualization (AC)
(Concluding / learning from
experience)

December 2015 HR600 : Human Resource Management 36

 The Learning Process
CE – grasping experience and transforming it.
 Do something (anything).
 Run a lecture, give a presentation, etc.
 The model allows you to turn every experience into a
learning opportunity.
 The cycle needs to be completed otherwise, you leave
most potential learning untapped.

RO – reflecting the experiences internally.

 Look back on your experience and assess the results.
 Determine what happened, what went well and what
didn't.
December 2015 HR600 : Human Resource Management 37
 The Learning Process
AC – establishing new ideas.
 Make sense of your experience.
 Seek to understand why things turned out as they
did.
 Draw some conclusions and make some hypotheses.

AE – practicing the generated ideas.

 Put those hypotheses to the test.
 Have a conscious plan to do things differently to be
more effective.
 And begin the cycle again.

December 2015 HR600 : Human Resource Management 38

 The Learning Process
The general conclusion that can be made from
Kolb’s learning model is that giving employees
more autonomy on how they can perform tasks
is important for effective learning.

December 2015 HR600 : Human Resource Management 39

 Learning Organization
Learning in the workplace is seen as the
crucial contributor to dealing with change,
coping with uncertainty and complexity in the
business environment.
 Learning organization is a philosophy in which
the whole organization is considered as a unit of
learning.
 However, the organization can only learn through
individuals i.e. facilitate the learning of all its
members and continuously transforming itself.
December 2015 HR600 : Human Resource Management 40
 Learning Organization
 The vision is intended to make the organization keep
pace with changes in the business environment to
ensure its survival and success.
Learning organizations exhibit features
outlined below:
 Learning approach to strategy;
 Participative policy-making;
 Use of information technology to inform and
empower people;
 Rewarding flexibility;
 Self development opportunities for all.
December 2015 HR600 : Human Resource Management 41
 Learning Organization
 It develops a systematic approach to problem
solving, to understand what works and what
does not work.
 It transfers and disseminates knowledge and
information throughout the organization.
 It develops a shared vision of the
organization’s world.

December 2015 HR600 : Human Resource Management 42

 E-Learning
 E-Learning refers to the learning process
that is enabled by electronic technology for
explicit purpose of training in the
organization.
 With the revolution in the technology HRD
activities can be delivered by use of computer or
web-based facilities.
 Investment in computer and web facilities
therefore enables distance and flexible learning
among organization's members.

December 2015 HR600 : Human Resource Management 43

 Challenges Facing the Field of HRD
 Many challenges face organizations today.
 Some of the emerging workplace challenges that
impact HRD include:
 Competing in a global economy –increased
competition require companies to introduce new
technologies that require better-educated and trained
workers, institute quality improvement processes and
change efforts and develop managers into global
leaders.
 Eliminating the skills gap - employers must confront
the fact that many young adults entering the workforce
are unable to meet current job requirements.
December 2015 HR600 : Human Resource Management 44
 Challenges Facing the Field of HRD
 Increasing workforce diversity – organizations need to
address prejudices that may persist and handle cultural
insensitivity and language differences.
 The need for lifelong individual learning – Given the
rapid changes that all organizations face employees
must continue learning process throughout their
careers.
 Facilitating organizational learning – Organizations
need to learn and adapt because there is a strong
relationship between change and learning, and
 Addressing ethical dilemmas – training is required to
promote an understanding of ethics and ethical
behavior among employees and managers.
December 2015 HR600 : Human Resource Management 45
 Research Ideas
1. Searching for empirical evidence of the
relationship between investment in
learning and performance both at
individual level and at organization
level.
2. Assessment of managers perceptions of
HRD – Human Capital Investment view
vs. Developmental Humanistic View.

December 2015 HR600 : Human Resource Management 46