HRD: lectures + notes + answers review question

HUMAN RESOURCE DEVELOPMENT LECTURES
L1 Oct. 28 Introduction to Human Resource Development (HRD)
 Reading: ch. 1+2

What is HRD?
What influences employee behavior?
Motivation

Defining human resource development (HRD)

 What is ‘’Human Resource Development?’’
 Figger out where the new employee needs help
 Definition from a research perspective
= ‘’ a set of systematic and planned activities designed by an organization to provide its
members with the opportunities to learn necessary skills to meet current and future job
demands’’
 Learning is at the core of all HRD efforts
 Everything that involve employees to meet their job

Goals of HRD

 To assist employees and organizations in attaining their goals
 Ultimate objective is to improve organizational performance
 individuele coaching is meer gericht op een individu, maar de organisatie is ook van
belang want daar werken ze voor
 Major focus of most HRD interventions is an effort to change employee behavior
 cruciaal, heeft ook te maken met leren, we moeten begrijpen waarom mensen zich
gedragen zoals ze zich gedragen op werk (anders kun je het ook niet veranderen)

HRM functions
 een systeem creeëren

1. Obtaining employees: recruiting/hiring
2. Maintaining employees: make sure that they don’t leave you (salaris)
3. Developing employees
 HRD: subonderdeel van HRM

Primary HRD functions

 Training and development (T&D): Nale training geven om een betere leraar te worden
 Organizational development (OD): niet alleen individu trainen, maar gericht op geheel
 Career development: coaching, meer gericht op individuen

Goal of HRD
 to improve an organization’s effectiveness by:

 Solving current problems (e.g. an increase in customer complaints)
 how can I train my workforce to avoid this
 Preventing anticipated problems (e.g. a shortage of skilled technicians)
 nu gaat het misschien goed, maar er rekening mee houden dat het later anders kan zijn


1

,  Targeted participants recruitment:: including as participants those individuals and units
that can benefit most
 make sure that the people who anticipate the training are the people who need it the
most and who benefit the most

Training & Development (T&D)

 Changing or improving employees’ KSA’s
 individual:
 Knowledge
 Skills
 Abilities
 Training
 Provides skills & knowledge to job or task
(teaching what the core curriculum is, skills you need right now on the job)
 Development
 Prepares for future employment needs
(give him a training so he can promote later)

T&D activities

 Start when employee joins organization
 you don’t let people run free when you hired them (onboarding: socialization program)
 Continue through employment and career
 Specific T&D activities
 Employee orientation: show how the printer works, where the manager office is
 Skills and technical training
 Coaching
 Counselling

Coaching vs. counselling

 Coaching
 Helping employees learn unit’s values and norms (of the department where they work)
 Helping employees establish working relationships
 Helping employees learn how to function in their jobs

 Counselling
 helping employees deal with personal problems, e.g.:
 Substance abuse
 Stress management
 Smoking cessation
 Fitness, nutrition, weight management (obesitas)
 ‘’bigger’’ than coaching, means there is some kind of problem/issue, it disrupt the way
they function at work (stress because of …)
 You want to keep your workforce healthy, they investigate so that the employees have
less sick days and that is better for the organisation

Management training and development

 Making sure that managers and supervisors have the KSAs needed to be effective
 Examples of Management T&D:

2

,  Supervisory training: when somebody gets promoted
 Job rotation
 Seminars
 College/ university courses

Organizational Development (OD)

 The process of enhancing the effectiveness of an organization and its employees through
planned interventions that apply behavioural science concepts
 Macro changes affecting entire organization
 Micro changes affecting individuals, small groups & teams
 In OD, the HRD professional works as a ‘’change agent’ to facilitate the change process
 Example: If the vu says we are going to be better overall, we are planning this as an
organisation (macro change) and if we want to make sure that the younger teachers are
going to be better it’s a micro change

Career development

 An ongoing process by which individuals progress through a series of stages, each
characterized by a relatively unique set of issues, themes and tasks
 Career planning: assessing individual skills an abilities in order to establish a realistic
career plan
 how would you know what kind of skills to look for, you can look at people who
already do that job to try to define criteria’s (job description)
 Training for skills which you need right now
 Career management: taking steps to actually achieve that

The role of supervisors in HRD

 Why does it matter what they do
 they say: this is something I care about, you should pay attention to this
 hebben een grote rol in of iemand zijn gedrag veranderd of niet (motivating force)
 ..
 Gives employees acess to that possibilities

 HRD implementation
 Orientation
 Training
 Coaching
 Career development
 Identifying training needs

A framework for the HRD process
1. Needs assessment
 target group, goals
2. Design
 how to set up: year/weekend/ on-the-job
3. Implementation
4. Evaluation
 did we meet our goals, do we need more, what to do better




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