BASIS FOR

HRM HRD
COMPARISON
Meaning Human Resource Management Human Resource Development means a
refers to the application of continuous development function that
principles of management to intends to improve the performance of
manage the people working in people working in the organization.
the organization.
What is it? Management function. Subset of Human Resource Management.
Function Reactive Proactive
Objective To improve the performance of To develop the skills, knowledge and
the employees. competency of employees.
Process Routine Ongoing

Dependency Independent It is a subsystem.

Concerned with People only Development of the entire organization.
 INTRODUCTION
Have you ever:
• Trained a new employee to do his or her job (either formally or informally)?
• Taught another person how to use a new technology, for example, how to conduct
an effective power point presentation, set up a wireless internet connection, or use
a hand-held device such as a blackberry, an android, or an ipod?
• Attended an orientation session for new employees?
• Taken part in a company-sponsored training program, for example, diversity
training, sexual harassment awareness and prevention, or career development?
 INTRODUCTION
• Gone through an experiential training experience,
such as a “ropes” course or other outdoor learning
experience?
• Completed some type of career planning project or
assessment, for example, a vocational interest
inventory?
• Participated in an organization-wide change effort,
for example, your organization was seeking to
change its culture and move toward a flatter, more
team-oriented structure?
 INTRODUCTION
• If you said “yes” to any of the previous questions, you’ve been involved in some
form of human resource development.
• It is often said that an organization is only as good as its people.
 INTRODUCTION
• While training and development activities, or
“T&D” for short, constitutes a major part of
human resource development, activities such
as coaching, career development, team
building, and organization development also
are aspects of 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.
 “A process for developing and unleashing human expertise through training
and development and organization development for the purpose of improving
performance.
• HRD seeks to develop people’s “knowledge, expertise, productivity, and
satisfaction, whether for personal or group/team gain, or for the benefit of an
organization, community, nation, or, ultimately, the whole of humanity
 Evolution of HRD
Early apprenticeship Early vocational
Early factory schools
programs education programs

Early training for Human relations Establishment of

unskilled/semiskilled movement training profession

Emergence of HRD
 Early Apprenticeship Programs

 Artisans in 1700s
 Artisans had to train their own workers
 Guild schools
 Yeomanries (early worker unions)
 Early Vocational Education Programs
 1809 – DeWitt Clinton’s manual school
 1863 – President Lincoln signs the Land-
Grant Act promoting A&M (Agricultural and
Mechanical ) colleges
 1917 – Smith-Hughes Act provides funding
for vocational education at the state level (
provide occupational training to unskilled
young people who were unemployed or
had criminal records )
 Early Factory Schools
 Industrial Revolution increases need for
trained workers to design, build, and repair
machines used by unskilled workers
 Companies started machinist and
mechanical schools in-house
 Factory school programs differed from early
apprenticeship programs in that they tended
to be shorter in duration and had a narrower
focus on the skills needed to do a particular
job.
Early Training Programs for Unskilled/Semiskilled Workers

 Mass production (Model T by Henry Ford in

1913 )
 Semiskilled and unskilled workers
 Production line – one task = one worker
 World War I
 Retool & retrain
 “Show, Tell, Do, Check” ( Job Instruction
Training )
 Human Relations Movement
 Factory system often abused
workers
 “Human relations” movement
promoted better working
conditions
 Start of business & management
education
 Tied to Maslow’s hierarchy of
needs
 Establishment of the Training Profession

 Outbreak 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
 Outbreak of World War II, defense-related companies established their
own training departments with instructors
 Emergence/appearance of HRD

 Employee 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 ( Now ATD - Association for Talent Development )
 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
TRAINING
 Skills & technical training Training helps
employees
 Coaching do their current jobs

 Counseling New employee Current Job

capacities demand
 Training and Development (T&D)

 Development – preparing for future responsibilities, while increasing the

capacity to perform at a current job
 Management training
DEVELOPMENT
 Supervisor development Development helps
the individual
handle their future
responsibilities

Current Job Future Job

demand demand
 Organizational Development

 The process of improving an organization’s effectiveness and member’s

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
 Critical HRD Issues

 Strategic management and HRD

 The supervisor’s role in HRD
 Organizational structure of HRD
 Strategic Management & HRD
 Strategic management aims to ensure organizational effectiveness for the
foreseeable/projected future – e.g., maximizing profits in the next 3 to 5 years
 HRD aims to get managers and workers ready for new products, procedures, and
materials
 HRD professionals should demonstrate the strategic capability of HRD in three
primary ways:
 (1) directly participating in their organization’s strategic management process,
 (2) providing education and training to line managers in the concepts and methods of strategic
management and planning, and
 (3) providing training to all employees that is aligned with the goals and strategies of their
organization.
 Supervisor’s Role in HRD

 Implements HRD programs and procedures

 On-the-job training (OJT)
 Coaching/mentoring/counseling
 Career and employee development
 A “front-line participant” in HRD
Organizational Structure of HRD Departments

 Depends 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
HRD Organization in a Large Company
 Roles and Competencies of an HRD Professional
Main roles:
Learning Strategist – involved in the high-level decision making concerning how
HRD initiatives will support the goals and strategies of an organization
Business Partner – work together with other manager to implement evaluate HRD
initiatives.
The Project Manager – involved in day to day planning, funding and monitoring
HRD initiatives.
Professional Specialist – add their expertise in particular area ex. designing,
developing, delivering and evaluating the HRD initiatives.
 Sample HRD Jobs/Roles – 1
 Executive/Manager
 HR Strategic Advisor
 HR Systems Designer/Developer
 Organization Change Agent
 Organization Design Consultant
 Learning Program Specialist
 Sample HRD Jobs/Roles – 2

 Instructor/Facilitator
 Individual Development and Career Counselor
 Performance Consultant (Coach)
 Researcher
 HR Manager Role

 Integrates HRD with organizational goals and strategies

 Promotes HRD as a profit enhancer
 Tailors HRD to corporate needs and budget
 Institutionalizes performance enhancement
 HR Strategic Advisor Role

 Consults with corporate strategic thinkers

 Helps to articulate goals and strategies
 Develops HR plans
 Develops strategic planning education and training programs
 HR Systems Designer/Developer

 Assists HR manager in the design and development of HR systems

 Designs HR programs
 Develops intervention strategies
 Plans HR implementation actions
 Organization Change Agent

 Develops more efficient work teams

 Improves quality management
 Implements intervention strategies
 Develops change reports
 Organization Design Consultant

 Designs work systems

 Develops effective alternative work designs
 Implements changed systems
 Learning Program Specialist

 Identifies needs of learners

 Develops and designs learning programs
 Prepares learning materials and learning aids
 Develops program objectives, lesson plans, and strategies
 Instructor/Facilitator

 Presents learning materials

 Leads and facilitates structured learning experiences
 Selects appropriate instructional methods and techniques
 Delivers instruction
Individual Development and Career Counselor

 Assists individuals in career planning

 Develops individual assessments
 Facilitates career workshops
 Provides career guidance
 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
 Researcher

 Assesses HRD practices and programs

 Determines HRD program effectiveness
 Develops requirements for changing HRD programs to address
current and future problems
 Eight emerging workplace trends ( ASTD )
 Drastic times, drastic measures: Uncertain economic conditions force
organizations to reconsider how they can grow and be profitable.
 Blurred lines—life or work? New organizational structures are changing the
nature of work for employees and HRD professionals.
 Small world and shrinking: Global communication technology is changing the
way people connect and communicate.
 New faces, new expectations: Diversity in the workplace continues to rise.
 Eight emerging workplace trends ( ASTD )
 Work be nimble, work be quick: The accelerated pace of change requires
more adaptable employees and nimbler organizations.
 Security alert! Concerns about security and about the ability of governments
to provide protection have increased individual anxiety levels worldwide.
 Life and work in the e-lane: Technology, especially the Internet, is
transforming the way people work and live.
 A higher ethical bar: Ethical lapses at the highest levels in large organizations
have shaken employees’ loyalty, trust, and sense of security.
 Six challenges currently facing the field of HRD

 Competing in global economy

 Eliminating the skills gap
 increasing workforce diversity
 meeting the need for lifelong individual learning
 facilitating organizational learning
 addressing ethical issues and dilemmas in a proactive and effective
manner.
 Competing in the Global Economy

 Successful organizations must hire employees with the knowledge to

compete in an increasingly sophisticated market.
 New technologies require better-educated and trained workers
 Need for more skilled and educated workers
 Must learn cultural sensitivity to better communicate and conduct
business among different cultures and in other countries.
 Eliminating the Skills Gap
Example: In South Carolina, 47% of entering high school freshmen don’t graduate.
Best state is Vermont, with 81% graduating
How can trainees learn how to operate new equipment if they cannot read and
comprehend operating manuals? Furthermore, how can new employees be taught
to manipulate computer-controlled machines if they do not understand basic
math?
Employees need to be taught basic skills:
Math
Reading
Applied subjects
 Need for Lifelong Learning
 Organizations change
 Technologies change
 Products change
 Processes change
 PEOPLE must change!!
 Provide a full range of learning opportunities for all kinds of employees. One
way that organizations are meeting this challenge is by establishing
multimedia learning centers .
 Will require organizations (as well as governments and society as a whole) to
make an ongoing investment in HRD
 Facilitating Organizational Learning

 If organizations are going to make fundamental changes, they must be able to

learn, adapt, and change.
 HRD professionals must develop a solid understanding of learning theory and
be able to devise learning tools that enhance individual development.
 Addressing Ethical Dilemmas

 What can business education do to promote an under- standing of ethics and

ethical behavior among students and graduates?
 A Framework for the HRD Process

HRD efforts should use the following four phases (or stages):
 Need assessment
 Design
 Implementation
 Evaluation
Training & HRD Process Model
 Needs Assessment Phase

It used to address some need or gap within an organization by:

 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?
 Summary

 HRD 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