Professional Documents
Culture Documents
Development
K. Peter Kuchinke
Professor, Human Resource Development
University of Illinois at Urbana-Champaign
Yuan-Ze University, April 2008
Outline
• Strategic HRD
– Context, models, and definition
• Applications
– Human Capital Formation, Organizational Learning,
and Implications for Life-long Learning Policies
• Case Examples
The “New” HRD
• Employees as org. assets
• Driving business strategy
• Spanning organizational functions
• HRD Deliverables:
– Performance
– Capacity Building
– Problem solving/consulting
– Org. change and development
The “New” HRD
• Employees as org. assets
• Driving business strategy
• Spanning organizational functions
• HRD Deliverables:
– Performance
– Capacity Building
– Problem solving/consulting
– Org. change and development
Strategic HRD
• Integration of HRD with strategy formulation and
implementation
• Long-term view of HR policy
• Horizontal integration among HR functions
• Vertical integration with corporate strategy
• SHR as core competitive advantage
Firm Capitals
• Human Capital
– Knowledge, skills, abilities of individuals
• Social Capital
– Relationships in social networks
• Structural, cognitive, relational dimensions
• Intellectual capital
– Knowledge and knowing capability of social
collectivities
• Procedural/declarative; tacit/explicit; individual/social
• Value and Uniqueness of capitals
Multiple Roles for HR (Ulrich,
1997)
Future/Strategic Focus
Day-to-day/Operational Focus
Definition of HR Roles
• TQM
– Corporate culture, communications, voice/involvement, job design,
training, performance measurement/evaluation, rewards, health/safety,
selection/promotion, career development
• Peters and Waterman “In search of excellence”
– Org. culture, leadership, customer focus, core competency
• High involvement management (Lawler)
– Developing skills and knowledge, pay for performance, investment in
HR, flexible operations, self-designing work systems, autonomous work-
teams
Universal HR Models
• Pfeffer (1998)
– Employment security
– Selective hiring
– Self-managed teams/decentralization of decision-making
– Comparatively high pay linked to firm performance
– Extensive training
– Reduction of status differentials
– Shared information
• Quality Awards (M. Baldrige, State Awards, etc.)
– HR Focus (work systems, education/training, well-being and
satisfaction)
Human Capital Architecture
Quadrant 4: Quadrant 1:
Empl’t Mode: Internal development
HC Value: High
Empl’t Mode: Alliance
HC Value: Low
Quadrant 3: Quadrant 2:
Empl’t Mode: Contracting Empl’t Mode: Acquisition
Empl’t Rel.: Transactional Empl’t Rel.: Symbiotic
HR Configuration: Compliance HR Configuration: Market-based
IC Value: High
IC Value: Low
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Global - OD Team
Leadership Team
Business Measures
Strategy Of
Effectiveness
HR/OD
Emerging
Solutions
Needs/
Feedback
HR Business Partners
Global OD Services
• Program Management of global initiatives -
– Core Employee Development
– ES&D
– Performance Management
– Leadership Development
– Consultation with senior leaders regarding -
– Customized interventions
– Assessment tools
• Services contracted with HRBPs (based on the
capacity of the OD COE) -
– Regional OD intervention design
HRD in Practice
3M Company: Industrial Markets Initiative
(IMI)
• 3M: 75,000 employees in 60 countries
• Sales: US$ 15 Billion, 303rd on Fortune
500 list
• IMI: Cross-Business Cooperative
Strategic Effort with 6 divisions
– Gap Analysis
HRD in Practice
East Central Minnesota Human Resource
Development Partnership
• 5 family-owned businesses/rural MN
• Total workforce: 300, range 12 - 123
• Pine Technical College
• WorkKeys assessment and training
– Problems Solving; Interpersonal Skills, Communication
Skills
HRD in Practice
Lucent Technologies
• Global Fortune 50 Telecommunication
Co, 140,000 employees, US$28 Billion
Revenue
• Leadership and Culture Audit for 2 US
and 1 German production sites
HRD in Practice
Parkland College, Champaign, Illinois
• Publicly funded community college in
East Central IL
• 17,000 Annual Students, 50% in
Occupational programs
• Business Training Center
• Workforce Preparation Center
HRD in Practice
HRD responds to
• Global Challenge
• Quality Challenge
• Social Challenge
• High Performance Work Systems
Challenge
Source: R. A. Noe (1999): Employee Training and Development
HRD Definitions
HRD is…
“the integrated use of training and
development, organization development,
and career development to improve
individual, group, and organizational
effectiveness.” (McLagan, 1989)
HRD Definitions
HRD is…
“a process of developing and/or
unleashing human expertise through
organization development and
personnel training and development for
the purpose of improving performance.”
(Swanson, 1995)
HRD Careers
• Classic Roles (McLagan, 1996)
– HR Strategic Advisor
– HR systems designer
– Org. Change Consultant
– Org. Design Consultant
– Learning Program Specialist
– Instructor/Facilitator
– Individual development and career consultant
– Performance Consultant
– Researcher
Roles and Job Titles in HRD
• Advertised as
– Instructional designer
– Trainer
– Training and development specialist
– HR specialist
– Learning systems architect
– Chief learning officer
– Education specialist
– …..
Example: HRD Consulting Firm
• Process Mgmt International
– Focus: Quality Management, ISO 9000, Org. Change
– Products: Seminars, consulting, assessments, books
– Size: 50 employees
• Instructional Design (5), Trainers (10), Consultants (25), Admin (10)
– Strategic Alliances in Europe
– Revenue (2005): $5,000,000
– Clients: Chevron, IRS, Zytec, Medtech, Graton Beverages
HRD in Practice
East Central Minnesota Human Resource
Development Partnership
• 5 family-owned businesses/rural MN
• Total workforce: 300, range 12 - 123
• Pine Technical College
• WorkKeys assessment and training
– Problems Solving; Interpersonal Skills, Communication
Skills
HRD in Practice
Lucent Technologies
• Global Fortune 50 Telecommunication
Co, 140,000 employees, US$28 Billion
Revenue
• Leadership and Culture Audit for 2 US
and 1 German production sites
HRD in Practice
Parkland College, Champaign, Illinois
• Publicly funded community college in
East Central IL
• 17,000 Annual Students, 50% in
Occupational programs
• Business Training Center
• Workforce Preparation Center
Example: Multinational Corporation
• Abbott Laboratories
• 60,000+ employees in 120 countries
• Five divisions
• Corporate and division level HRD
• Director of Training and Organizational Development, Ph.D. HRD
• Staff of 15 (instructional designers, trainers, OD consultants)
• Performance Management, Leadership Development, Quality
Management, Expatriate Training, New employee orientation,
regulatory/mandated training
• Diversity Initiatives
• Clients: Everybody!
• Divisional and corporate roles (committees, councils, strategic
planning)
HRD in Practice
3M Company: Industrial Markets Initiative
(IMI)
• 3M: 75,000 employees in 60 countries
• Sales: US$ 15 Billion, 303rd on Fortune
500 list
• IMI: Cross-Business Cooperative
Strategic Effort with 6 divisions
– Gap Analysis
Careers in HRD
• Faster than average growth (DOL) through 2014
www.bls.gov/oco/ocos021.htm
• Over 800,000 people employed in HR/HRD jobs (2005)
• About 600,000 people engaged in learning activities, organizational
HRD
• Trends:
– Better preparation of HRD professionals
– Focus on Strategic HR
– Technology, International, Diversity
– Broader career options and career paths
– Competition for good jobs
– Strong employment opportunities outside of US
Trends in Professional HRD Work
• Higher Visibility
• Higher Accountability
• Greater Cross-Functional Involvement
• Higher Performance Demands
• Multiple Projects
• Greater need for comprehensive business
knowledge
• Need for solid research and theory know-how