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HRD Interventions
Shwetang Panchal (09MBA22)

5/3/12

Click to edit Ipcowala Institute Indukaka Master subtitle style

Theories of HR and role of HRD Human Process Interventions theory focus on changing behaviors by modifying Individual attitudes, values, problem-solving Free choice Internal approaches, Valid and Information Commitment interpersonal styles. H
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Theories of HR and role of HRD Technostructural Intervention Theory Focuses on improving work content, work method, work flow, Performance Factors, and relationships among workers Skill Autono Feedba variety my ck Task Identity 5/3/12 HR

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HRD INTERVENTIONS IN FOUR PHASES

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Phase One: Needs Assessment

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For Example:

Where training is needed kinds of training are needed

What Who

needs to be trained for training

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Conditions

Werner & DeSimone (2006)

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Phase Two: Designing the Training or HRD Intervention

Key activities include: Setting objectives

Selecting the trainer or vendor Developing lesson plans Selecting methods and techniques Preparing materials
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Werner & DeSimone (2006)

Objectives
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Three parts: Performance Conditions Criteria

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Werner & DeSimone (2006)

Performance
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What is to be done e.g.,

Increase upper body strength Assemble a chair Catch a football pass Graduate from college
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Werner & DeSimone (2006)

Conditions
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Conditions under which performance is done e.g., using standard conditioning equipment using a screwdriver and hammer

at a full run under man-to-man coverage Werner & DeSimone (2006) 5/3/12

Criteria
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The level of acceptable performance e.g., by 25 percent within one year within one hour without mistakes at least 80% of the time without penalties
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Werner & DeSimone (2006)

Sample Objectives
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Inventory 1,000 pieces of bulk merchandise an hour with an error rate of less than 1% using industry standard inventory tools. Run 40 yards in less than five seconds on a dry, level field with winds less than 10 mph.
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Werner & DeSimone (2006)

Sample Objectives
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After training, be able to identify the four basic stages involved in HRD within five minutes.

Completely assemble one childs bicycle within one hour using common hand tools and instructions provided on December 24 without cursing. Werner & DeSimone (2006) 5/3/12

Make or Buy Decisions

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You cannot be an expert on everything You cant afford to maintain a fulltime staff for once-a-year training You cant afford the time or money to build all of your own training programs
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Werner & DeSimone (2006)

Factors to Consider Before Purchasing an HRD Program

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Level of expertise available/required Timeliness Number of trainees Subject matter Cost Size of HRD organization 5/3/12

Werner & DeSimone (2006)

Other Factors to Consider

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Vendor credentials Vendor background Vendor experience Philosophical match (between vendor and organization) Delivery method
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Other Factors to Consider 2

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Content Actual product Results Support Request for proposal (RFP)

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Werner & DeSimone (2006)

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HRD INTERVENTIONS AND THEIR APPLICATIONS IN ORGANIZATIONS

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Selecting the Trainer

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Training competency

How well can he/she train? they cant train, why are they employed? well is the material understood?
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If

Subject Matter Expertise

How

Werner & DeSimone (2006)

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If No Subject-Matter Experts (SMEs) are Available

Use a team to train Use programmed instruction or CBT Train your trainers
You You

are training subject matter experts to be trainers

are not training trainers to be SMEs Werner & DeSimone (2006) 5/3/12

Preparing Lesson Plans

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Content to be covered Activity sequencing Selection/design of media Selection of trainee activities Timing and phasing of activities Method(s) of instruction
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Werner & DeSimone (2006)

Training Methods
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Selecting Training Methods

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Consider the following:

Program objectives Time and money available Resources availability

Trainee characteristics and preferences. Werner & DeSimone (2006) 5/3/12

Training Materials
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Program announcements Program outlines Training manuals and textbooks Training aids, consumables, etc.

Werner & DeSimone (2006)

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Scheduling Training
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Must be done in conjunction with:

Production schedulers Shift supervisors Work supervisors/managers Trainees

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Werner & DeSimone (2006)

Training During Normal Working Hours

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Issues to consider:

Day of week preferred of day work hours

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Time Peak

Werner & DeSimone (2006)

Staff meeting times

Training After Working Hours

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Are workers/trainees getting paid? If so, by whom? What about personal commitments? What do you do for shift workers?

Werner & DeSimone (2006)

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Registration and Enrollment Issues

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How, when, and where does one register? Who is responsible for logistics?
Travel Lodging Meals

Etc. Werner & DeSimone (2006)

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Summary
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As in building a house, designing HR interventioning issues must be addressed before training:

Objectives Who

will conduct the training plan to

Lesson

Appropriate methods/techniques Werner & DeSimone (2006) 5/3/12

THANK YOU

QUESTIONS IF ANY ?

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