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Human Resource Development
Human Resource Developmeni
COMPETENCY OBJECTIVES
FOCUS
Competitive Challenges & its implications to HRD
Strategic planning
To make a training & dev program based on TNA
To implement the activities of education, training &
Development professionally
Competitive Challenges
Sustainability Challenges
• The ability of a company to survive and exceed in a dynamic
competitive environment.
• Understand customer needs
• The ability to deal with : economic & social changes, engage in
responsible and ethical business practice, provide high quality products
and services, develop methods and measures, etc
Competitive Challenges
Global Challenges
• The ability to compete with foreign companies from around the world.
• The ability to defend their domestic market from foreign competitors
• The ability to broaden their scope encompass global market
Technology Challenges
• New technology for doing something : computer-aided manufacturing,
virtual reality, expert systems, and Internet.
• To support HRM practice : high-performance work systems,
encompass : work, training, program, and reward systems
• High-performance work systems :
– Human Resources and their capabilities
– New technology and its opportunities
– Efficient work structure and policies (interact between employees and
technology)
Human Resource Practices Meet Competitive Challenges
• HRM Strategy is matched to
business strategy
• Knowledge is shared
• Work is performed by teams
• Pay systems reward skills and
accomplishments
• Selection system is job-related
and legal
• Flexibility in where and when
work is performed
• Work attitudes of employees are
monitored
• Continuous learning environment is
created
• Discipline systems is progressive
• Cust satisfaction and quality are
evaluated in the performance
management system
•
Skills and values of a diverse
workforce are valued and used
•
Technology is used to reduce the
time for administrative tasks and to
improve HR efficiency and
effectiveness
Technology Challenge
Competitive Challenges Influencing US Companies
Competing through Sustainability
Competing through Globalization
Competing through Technology
• Provide a return to shareholders
• Provide high-quality products, services,and work experience for employees
• Increase value
placed on knowledge
• Expand into foreign markets
• Prepare employees to work in foreign location
• Change employees’ and managers’ work roles
Occupations with largest job growth and decline
2002 - 2012
LARGEST JOB GROWTH
LARGEST JOB DECLINE
Registered nurses Farmers & ranches
Retail salespersons Sewing machine operators
Customer service representatives Stock clerks and order filers
Food preparation and serving workers Administratives assistants
Cashier Electrical and electronic equipment
assemblers
Waiters and waitresses Computer and telephone operator
Nursing aides, orderlies, and attendants Postal service mail sorters, processors,
and processing machine operator Loan interviewers and clerks
COMPANY VISION, MISSION, VALUES, AND STRATEGY • CORPORATE GOALS & OBJECTIVES
• BUSINESS PLANS & BUDGETS
HUMAN RESOURCE MANAGEMENT
•
Education, Training, and Development
•
Etc
The Training Cycle
Evaluate
Organizational Vision, mission and objectives
Implement learning inverventions
Design learning strategy and
materials
Gap Analysis
Learning needs analysis
Other organizational
Company Objective
COMPANY
CUSTOMER
STAKEHOLDERS
Value of
the firm
Products &
services
Human Resource Management
POLICIES
PRACTICES
SYSTEMS
BEHAVIOUR
ATTITUDES
PERFORMANCE
BUSINESS GOALS & OBJECTIVES
H
R
M
CUST SATISFACTION
INNOVATION
Human Resource Management Framework
Analysis & design of work
Human Resource Planning
Recruiting
Selection
Training & Development
Compensation
Performance Management
Employee Relations
Human Resource Management
Roles & Responsibilites
Future/Strategic Focus
Day-to-day/Operational Focus
People
Processes
Management of transformation & Change
CHANGE AGENT Management of
strategic human resources
STRATEGIC PARTNER
Management of firm infrastructure ADMINISTRATIVE EXPERT
Management of employee
Human Resource Roles & Competencies
CHANGE AGENT STRATEGIC
PARTNER
ADMINISTRATIVE EXPERT
EMPLOYEE ADVOCATE Negotiations
Communications Overcoming
resistance to change Data-based
decision making
Legal compliance
Contract administration E-HRM & HR
Information System
Counseling
Human Resource Practices in
Total Quality Companies
Human Resource Management
Characteristics Traditional Model Total Quality Model
Communications Top-down Top-down
Horizontal, lateral Multidirectional
Voice & Involvement Employment at will Suggestion systems
Due process Quality circles Attitude surveys
Job Design Efficiency
Productivity
Standard procedures Narrow span of control Specific job descriptions
Quality
Customization Innovation
Human Resource Practices in
Total Quality Companies
Human Resource Management
Characteristics Traditional Model Total Quality Model Training Job-related skills
Functional, technical
Broad range of skills Cross-functional
Diagonstic, problem solving
Performance measurement
and evaluation ProductivityIndividual goals Supervisory review Emphasize financial performance
Productivity and quality Team goals
Customer peer and supervisory reiew Emphasize quality and service
Rewards Competition for individual
Human Resource Practices in
Total Quality Companies
Human Resource Management
Characteristics Traditional Model Total Quality Model
Health and safety Treat problems Prevent problems Safety programs Wellness programs Employee assistance programs
Selection and promotion Selection by manager Selection by peers
Career development Narrow job skills Promotion based on
individual accomplishment Linear career path
Problem-solving skills Promotion based on group facilitation
TRAINING
A Planned effort to facilitate the learning of job
related knowledge, skills, and behavior by employees
( Noe – Hollenbeck )
DEVELOPMENT
•
The acquisition of knowledge, skills, and behaviors
that improve an employee’s ability to meet changes
in job requirements and in
client and customer
demands
( Noe – Hollenbeck )
EDUCATION
Learning focused on a future job, and emphasizes on
the individual career preparation
( William J. Rothwell & Henry J. Sredl )
•
The growth or realisation of a person’s abilities
through concious or unconcious learning,
development programmes, usually include elements
of planned study and experience, and are
frequently supported by a coaching or counselling
facility
LEARNING
Learning is seen as something that you do in order to
understand the real world
•
Knowing That and,
•
Knowing How
( Paul Ramsden)
the acquisition of knowledge or skill
a relatively permanent change in, or acquisition of,
Human Resource Developmeni
Defniiion
The focus of all aspects of Human Resource Development is on developing the most
superior workforce so that the organization and individual employees can accomplish their work goals in service to customers
Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can
be
informal
as in employee coaching by a manager. Healthy organizations believe inHuman Resource Development and cover all of these bases.
( Susan M. Heathfield, About.Com )
Human Resource Development
is the framework for helping employees developtheir personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career
The Influence of Major Human Resource
Practices to Company Competitiveness
Dimensions of HRM Practices
Managing the human resource environment
