Understanding HUMAN RESOURCE DEVELOPMENT (HRD)

1. Call 888.453.0014 www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA

2. Call 888.453.0014 PRESENTS www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA

3. Call 888.453.0014 PRESENTS HUMAN RESOURCE DEVELOPMENT www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA

4. Call 888.453.0014 PRESENTS HUMAN RESOURCE DEVELOPMENT In the 21st Century www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA

5. Call 888.453.0014 Why is this an important topic today? HUMAN RESOURCE DEVELOPMENT In the 21st Century www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA

6. Call 888.453.0014 Why is this an important topic today? BECAUSE Today almost 75% of all workers need re- training in the course of a year. www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA

7. Call 888.453.0014 Why is this an important topic today? BECAUSE Today almost 75% of all workers need re- training in the course of a year. The typical worker now changes jobs 5-6 times during his career. www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA

8. Call 888.453.0014 Why is this an important topic today? BECAUSE Today almost 75% of all workers need re- training in the course of a year. The typical worker now changes jobs 5-6 times during his career. An estimated $134 billion was spent on employee learning and development in 2008. [American Society for Training and Development] www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA

9. Call 888.453.0014 Why is this an important topic today? BECAUSE Today almost 75% of all workers need re- training in the course of a year. The typical worker now changes jobs 5-6 times during his career. An estimated $134 billion was spent on employee learning and development in 2008. [American Society for Training and Development] HRD today can spell the difference between success and failure; survival and extinction. www.regent.edu www.regent.edu BEACH, VIRGINIA BEACH, VIRGINIA

10. Agenda This presentation provides an overview of HRD with reference to current scholarship on the subject.

11. Agenda What exactly is HRD?

12. Agenda 1 What exactly is HRD? What constitutes the field of HRD?

13. Agenda 1 What exactly is HRD? 2 What constitutes the field of HRD? What do HRD practitioners do?

14. Agenda 1 What exactly is HRD? 2 What constitutes the field of HRD? 3 What do HRD practitioners do? What are the competencies required to be a successful HRD practitioner?

15. Agenda 1 What exactly is HRD? 2 What constitutes the field of HRD? 3 What do HRD practitioners do? 4 What are the competencies required to be a successful HRD practitioner? From the 21st century perspective

16. What is HRD? What exactly is Human Resource Development? What is this “resource”? How do we “develop” it?

19. What is HRD? When did organizations first recognize humans as a “resource”?

20. What is HRD? When did organizations first recognize humans as a “resource”? Peter Drucker The father of Management Science

21. What is HRD? When did organizations first recognize humans as a “resource”? Peter Drucker The father of Management Science referred to the “human component” of General Motors as a “resource”

22. What is HRD? When did organizations first recognize humans as a “resource”? Peter Drucker The father of Management Science referred to the “human component” of General Motors as a “resource” 1946

23. What is HRD? When did organizations first recognize humans as a “resource”? Peter Drucker The father of Management Science referred to the “human component” of General Motors as a “resource” 1946 Leonard Nadler Professor Emeritus

24. What is HRD? When did organizations first recognize humans as a “resource”? Peter Drucker The father of Management Science referred to the “human component” of General Motors as a “resource” 1946 Leonard Nadler Professor Emeritus first coined the term “Human Resource Development”

25. What is HRD? When did organizations first recognize humans as a “resource”? Peter Drucker The father of Management Science referred to the “human component” of General Motors as a “resource” 1946 Leonard Nadler Professor Emeritus first coined the term “Human Resource Development” 1970

26. What is HRD? What is “Human Resource”

27. What is HRD? What is “Human Resource” William R. Tracey

28. What is HRD? What is “Human Resource” William R. Tracey defines “human resource”

29. What is HRD? What is “Human Resource” William R. Tracey defines “human resource” as “The people that staff and operate an organization."

30. What is HRD? What is “Human Resource” William R. Tracey defines “human resource” as “The people that staff and operate an organization." The repository of knowledge, skill, intelligence and decision-making power.

31. What is HRD? What is H.R. “Development”

32. What is HRD? What is H.R. “Development” Jerry Gilley & Steven Eggland 1989

33. What is HRD? What is H.R. “Development” Jerry Gilley & define Steven Eggland H.R. “development” 1989

34. What is HRD? What is H.R. “Development” Jerry Gilley & define Steven Eggland H.R. “development” as “Advancement of knowledge, skills and competencies for the purpose of improving performance within an 1989 organization"

38. What is HRD? What is H.R. “Development” Jerry Gilley & define Steven Eggland H.R. “development” as “Advancement of knowledge, skills and competencies for the purpose of improving performance within an 1989 organization."

39. What is HRD? Definition of “HRD” from Jerry Gilley & Steven Eggland

40. What is HRD? Definition of “HRD” “Organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, Jerry Gilley & Steven Eggland and/or the organization."

48. What is HRD? HRD Vision Statement

49. What is HRD? HRD Vision Statement Let’s look at a couple of HRD Vision Statements from the real world…

50. What is HRD? HRD Vision Statement To create, encourage, and maintain an environment that supports, develops and maintains the well-being of the workforce. Penn State

51. What is HRD? HRD Vision Statement HRD is dedicated to meeting the organization mission area HR needs in a manner that is customer driven and cost effective; values the diversity of our employees and works collectively to make USDA the employer of choice in the human resources community; and, continually seeks and uses innovative approaches that are models for the Government as a whole. United States Dept of Agriculture

52. What is HRD? HRD Mission Statement

53. What is HRD? HRD Mission Statement So what is the “Mission” of HRD?

54. What is HRD? HRD Mission Statement Short answer: To operationalize the HRD Vision Statement.

55. What is HRD? HRD Mission Statement Short answer: To operationalize the HRD Vision Statement. Another answer: To accomplish the “purpose of HRD”

56. What is HRD? HRD Mission Statement Short answer: To operationalize the HRD Vision Statement. Another answer: To accomplish the “purpose of HRD”, which is, to bring about changes that cause the organizational and performance improvements

57. What is HRD? HRD Mission Statement Short answer: To operationalize the HRD Vision Statement. Another answer: To accomplish the “purpose of HRD”, which is, to bring about changes that cause the organizational and performance improvements necessary to enhance the organization.

58. What is HRD? HRD Mission Statement Short answer: To operationalize the HRD Vision Statement. Another answer: To accomplish the “purpose of HRD”, which is, to bring about changes that cause the organizational and performance improvements necessary to enhance the organization. Long answer: To properly address all the components of HRD

59. What is HRD? HRD Mission Statement Short answer: To operationalize the HRD Vision Statement. Another answer: To accomplish the “purpose of HRD”, which is, to bring about changes that cause the organizational and performance improvements necessary to enhance the organization. Long answer: To properly address all the components of HRD – which we shall see in the next section.

60. What constitutes HRD? Here we dig deeper beyond the scholarly definitions into the demystified world of practical HRD.

61. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS

62. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS Individual development

63. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS 1 Individual development Career development

64. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS 1 Individual development 2 Career development Performance management

65. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS 1 Individual development 2 Career development 3 Performance management Organizational development

66. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS 1 Individual development 2 Career development 3 Performance management 4 Organizational development From the 21st century perspective

67. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS These components could be examined in terms of (a) their FOCUS, and (b) what RESULTS they achieve (whether short term or long term).

68. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS F O C U S These components could be examined in terms of (a) their FOCUS, and (b) what RESULTS they achieve (whether short term or long term). F O C U S

69. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization These components could be examined in terms of (a) their FOCUS, and (b) what RESULTS they achieve (whether short term or long term). Individual Organization F O C U S

70. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization R E S U L T S R E S U L T S These components could R E S U L T S be examined in terms of (a) their FOCUS, and (b) what RESULTS they achieve (whether short term or long term). Individual Organization F O C U S

71. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization Short-term Short Short-term term R E S U L T S R E S U L T S These components could R E S U L T S be examined in terms of (a) their FOCUS, and (b) what RESULTS they Long-term Long-term achieve (whether short term or long term). Individual Organization F O C U S

72. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization Short-term Short Short-term term R E S U L T S R E S U L T S These components could R E S U L T S be examined in terms of (a) their FOCUS, and (b) what RESULTS they Long-term Long-term achieve (whether short term or long term). Individual Organization F O C U S

73. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization Short-term Short Short-term term R E S U L T S R E S U L T S R E S U L T S HRD Roles and Practices Long-term Long-term Individual Organization F O C U S

74. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization Individual Short-term Short Short-term term Development R E S U L T S R E S U L T S R E S U L T S HRD Roles and Practices Long-term Long-term Individual Organization F O C U S

75. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization Individual Short-term Short Short-term term Development R E S U L T S R E S U L T S R E S U L T S HRD Roles and Practices Long-term Long-term Career Development Individual Organization F O C U S

76. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization Individual Performance Short-term Short Short-term term Development Management R E S U L T S R E S U L T S R E S U L T S HRD Roles and Practices Long-term Long-term Career Development Individual Organization F O C U S

77. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization Individual Performance Short-term Short Short-term term Development Management R E S U L T S R E S U L T S R E S U L T S HRD Roles and Practices Long-term Long-term Career Organization Development Development Individual Organization F O C U S

78. What constitutes HRD? FOUR FUNDAMENTAL COMPONENTS F O C U S Individual Organization Individual Performance Short-term Short Short-term term Development Management R E S U L T S R E S U L T S Let’s examine each of R E S U L T S these in some detail… HRD Roles and Practices Long-term Long-term Career Organization Development Development Individual Organization F O C U S

79. What constitutes HRD? Individual Development

80. What constitutes HRD? Individual Development Personal development

81. What constitutes HRD? Individual Development Personal development Acquisition of new knowledge

82. What constitutes HRD? Individual Development Personal development Acquisition of new knowledge New skills

83. What constitutes HRD? Individual Development Personal development Acquisition of new knowledge New skills Improved behavior

84. What constitutes HRD? Individual Development Personal development Acquisition of new knowledge New skills Improved behavior FOCUS

85. What constitutes HRD? Individual Development Personal development Acquisition of new knowledge New skills Improved behavior FOCUS Individual

86. What constitutes HRD? Individual Development Personal development Acquisition of new knowledge New skills Improved behavior FOCUS RESULT Individual

87. What constitutes HRD? Individual Development Personal development Acquisition of new knowledge New skills Improved behavior FOCUS RESULT Individual Short-term

88. What constitutes HRD? Individual Development Personal development Acquisition of new knowledge New skills Improved behavior FOCUS RESULT Individual Short-term

89. What constitutes HRD? Career Development

90. What constitutes HRD? Career Development Professional development

91. What constitutes HRD? Career Development Professional development Analyze and identify individual interests, values, and competencies required for future jobs

92. What constitutes HRD? Career Development Professional development Analyze and identify individual interests, values, and competencies required for future jobs Individual activities: Career planning, career awareness, etc.

93. What constitutes HRD? Career Development Professional development Analyze and identify individual interests, values, and competencies required for future jobs Individual activities: Career planning, career awareness, etc. Organizational activities: mentoring, counseling, workshops, seminars, etc.

94. What constitutes HRD? Career Development Professional development Analyze and identify individual interests, values, and competencies required for future jobs Individual activities: Career planning, career awareness, etc. Organizational activities: mentoring, counseling, workshops, seminars, etc. FOCUS

95. What constitutes HRD? Career Development Professional development Analyze and identify individual interests, values, and competencies required for future jobs Individual activities: Career planning, career awareness, etc. Organizational activities: mentoring, counseling, workshops, seminars, etc. FOCUS Individual

96. What constitutes HRD? Career Development Professional development Analyze and identify individual interests, values, and competencies required for future jobs Individual activities: Career planning, career awareness, etc. Organizational activities: mentoring, counseling, workshops, seminars, etc. FOCUS RESULT Individual

97. What constitutes HRD? Career Development Professional development Analyze and identify individual interests, values, and competencies required for future jobs Individual activities: Career planning, career awareness, etc. Organizational activities: mentoring, counseling, workshops, seminars, etc. FOCUS RESULT Individual Long-term

98. What constitutes HRD? Career Development Professional development Analyze and identify individual interests, values, and competencies required for future jobs Individual activities: Career planning, career awareness, etc. Organizational activities: mentoring, counseling, workshops, seminars, etc. FOCUS RESULT Individual Long-term

99. What constitutes HRD? Performance Management

100. What constitutes HRD? Performance Management Systematic approach to improving organization performance

101. What constitutes HRD? Performance Management Systematic approach to improving organization performance Match the right individual with the right knowledge, tools, environment and job

102. What constitutes HRD? Performance Management Systematic approach to improving organization performance Match the right individual with the right knowledge, tools, environment and job Relies on performance, causal and root- cause analysis to measure performance

103. What constitutes HRD? Performance Management Systematic approach to improving organization performance Match the right individual with the right knowledge, tools, environment and job Relies on performance, causal and root- cause analysis to measure performance Analyses motivation system, work environment, appraisal systems, etc.

104. What constitutes HRD? Performance Management Systematic approach to improving organization performance Match the right individual with the right knowledge, tools, environment and job Relies on performance, causal and root- cause analysis to measure performance Analyses motivation system, work environment, appraisal systems, etc. FOCUS

105. What constitutes HRD? Performance Management Systematic approach to improving organization performance Match the right individual with the right knowledge, tools, environment and job Relies on performance, causal and root- cause analysis to measure performance Analyses motivation system, work environment, appraisal systems, etc. FOCUS Organization

106. What constitutes HRD? Performance Management Systematic approach to improving organization performance Match the right individual with the right knowledge, tools, environment and job Relies on performance, causal and root- cause analysis to measure performance Analyses motivation system, work environment, appraisal systems, etc. FOCUS RESULT Organization Short-term

109. What constitutes HRD? Organization Development

110. What constitutes HRD? Organization Development Directed at constructing new and creative organizational solutions to problems

111. What constitutes HRD? Organization Development Directed at constructing new and creative organizational solutions to problems Enhances congruence among culture, structure, processes, mission & procedure

112. What constitutes HRD? Organization Development Directed at constructing new and creative organizational solutions to problems Enhances congruence among culture, structure, processes, mission & procedure Promotes closer working relation among practices, strategies and leadership

113. What constitutes HRD? Organization Development Directed at constructing new and creative organizational solutions to problems Enhances congruence among culture, structure, processes, mission & procedure Promotes closer working relation among practices, strategies and leadership Enables organization to regenerate itself as it confronts new challenges

114. What constitutes HRD? Organization Development Directed at constructing new and creative organizational solutions to problems Enhances congruence among culture, structure, processes, mission & procedure Promotes closer working relation among practices, strategies and leadership Enables organization to regenerate itself as it confronts new challenges FOCUS

115. What constitutes HRD? Organization Development Directed at constructing new and creative organizational solutions to problems Enhances congruence among culture, structure, processes, mission & procedure Promotes closer working relation among practices, strategies and leadership Enables organization to regenerate itself as it confronts new challenges FOCUS Organization

116. What constitutes HRD? Organization Development Directed at constructing new and creative organizational solutions to problems Enhances congruence among culture, structure, processes, mission & procedure Promotes closer working relation among practices, strategies and leadership Enables organization to regenerate itself as it confronts new challenges FOCUS RESULT Organization

117. What constitutes HRD? Organization Development Directed at constructing new and creative organizational solutions to problems Enhances congruence among culture, structure, processes, mission & procedure Promotes closer working relation among practices, strategies and leadership Enables organization to regenerate itself as it confronts new challenges FOCUS RESULT Organization Long-term

118. What constitutes HRD? Organization Development Directed at constructing new and creative organizational solutions to problems Enhances congruence among culture, structure, processes, mission & procedure Promotes closer working relation among practices, strategies and leadership Enables organization to regenerate itself as it confronts new challenges FOCUS RESULT Organization Long-term

119. What do HRD Practitioners do? Let us now examine exactly what HRD practitioners actually do to achieve the goals defined so far.

120. What do HRD Practitioners do? Patricia McLagan “Great Ideas Revisited” 1996

121. What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan “Great Ideas Revisited” 1996

122. What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan 1. HR Strategic Director 2. HR Systems Designer and Developer Prepares strategy 3. Organization Change Consultant surrounding issues and 4. Organization Design Consultant trends concerning an 5. Learning Program Specialist organization's external 6. Instructor / Facilitator 7. Individual Developmentinternal people. Ideas Revisited” and & Career “Great Consultant 1996 8. Performance Consultant 9. Researcher

123. What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan 1. HR Strategic Director 2. HR Systems Designer and Developer 3. Organization Change Consultant 4. Organization Design Consultant Designs and prepares 5. Learning Program Specialist 6. Instructor / FacilitatorHR systems for implementation. 7. Individual Development & Career “Great Ideas Revisited” Consultant 1996 8. Performance Consultant 9. Researcher

124. What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan 1. HR Strategic Director 2. HR Systems Designer and Developer 3. Organization Change Consultant 4. Organization Design Consultant the Facilitates 5. Learning Program Specialist development and 6. Instructor / Facilitator implementation of 7. Individual Development & Career “Great Ideas Revisited” Consultant strategies for 1996 8. Performance Consultant transforming 9. Researcher organizations.

125. What do HRD Practitioners do? Identifies the work 9 Important Roles IDENTIFIED Patricia McLagan required to fulfill 1. HR Strategic Director organizational 2. HR Systems Designer and strategies. Developer 3. Organization Change Consultant 4. Organization Design Consultant 5. Learning Program Specialist 6. Instructor / Facilitator 7. Individual Development & Career “Great Ideas Revisited” Consultant 1996 8. Performance Consultant 9. Researcher

126. What do HRD Practitioners do? Identifies needs to 9 Important Roles design and develop McLagan IDENTIFIED Patricia structured learning 1. HR Strategic Director 2. HR Systems Designer and and materials programs Developer in a variety of media 3. Organization Change Consultant formats. 4. Organization Design Consultant 5. Learning Program Specialist 6. Instructor / Facilitator 7. Individual Development & Career “Great Ideas Revisited” Consultant 1996 8. Performance Consultant 9. Researcher

127. What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan Presents information; 1. HR Strategic Director leads structural learning 2. HR Systems Designer and and group experiences Developer discussions; facilitates 3. Organization Change Consultant group processes. 4. Organization Design Consultant 5. Learning Program Specialist 6. Instructor / Facilitator 7. Individual Development & Career “Great Ideas Revisited” Consultant 1996 8. Performance Consultant 9. Researcher

128. What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan Helps people assess 1. HR Strategic Director their competencies, 2. HR Systems Designer and Developer values and goals so they can identify, plan, and 3. Organization Change Consultant implement 4. Organization Design Consultant 5. Learning Program Specialistactions. development 6. Instructor / Facilitator 7. Individual Development & Career “Great Ideas Revisited” Consultant 1996 8. Performance Consultant 9. Researcher

129. What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan 1. HR Strategic Director 2. HR Systems Designer and Assists groups or Developer individuals to add value 3. Organization Change Consultant in the workplace; 4. Organization Design Consultant coaching and consulting 5. Learning Program Specialist 6. Instructor / Facilitator both analysis to perform and systems-design. 7. Individual Development & Career “Great Ideas Revisited” Consultant 1996 8. Performance Consultant 9. Researcher

130. What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan 1. HR Strategic Director 2. HR Systems Designer and Developer Assesses HRD practices 3. Organization Change Consultant and programs and their 4. Organization Design Consultant impact empirically; 5. Learning Program Specialist communicates results; 6. Instructor / Facilitator 7. Individual Development and accelerates change & Career “Great Ideas Revisited” Consultantdevelopment. 1996 8. Performance Consultant 9. Researcher

131. What do HRD Practitioners do? 9 Important Roles IDENTIFIED Patricia McLagan 1. HR Strategic Director 2. HR Systems Designer and Developer 3. Organization Change Consultant 4. Organization Design Consultant 5. Learning Program Specialist 6. Instructor / Facilitator 7. Individual Development & Career “Great Ideas Revisited” Consultant 1996 8. Performance Consultant 9. Researcher

132. What do HRD Practitioners do? Jerry Gilley & Steven Eggland 1989

133. What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1989

134. What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents Key position. 3. Instructional Designers 4. Performance Engineers 5. (1) Management of(Performance HRD Consultants and Change Agents) organizational learning and performance. 1989

135. What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents Key position. 3. Instructional Designers (2) Operational 4. Performance Engineers management for 5. (1) Management of(Performance HRD Consultants and Change Agents) planning, organizing, organizational learning staffing, controlling, etc. and performance. 1989

136. What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents Key position. 3. Instructional Designers (3) Strategist (2) Operational 4. Performance Engineers 5. (1) Management long- responsible forfor management of HRD Consultants (Performance term planning and and Change Agents) planning, organizing, organizational learning integrating HRD into the staffing, controlling, etc. and performance. organization. 1989

137. What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents Key position. 3. Instructional Designers (3) Strategist (2) Operational 4. Performance Engineers 5. (1) Management long- responsible forfor management of HRD Consultants (Performance (4) Developing strategic term planning and and Change Agents) planning, organizing, organizational learning business partnerships integrating HRD into the staffing, controlling, etc. within the organization. and performance. organization. 1989

138. What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents Key position. 3. Instructional Designers (3) Strategist (2) Operational 4. Performance Engineers 5. (1) Management long- responsible forspecialist (5) Marketing for management of HRD Consultants (Performance (4) Developing strategic term planning and and Change Agents) planning, organizing, responsible for organizational learning business partnerships integrating HRD into the staffing, controlling,within and performance. etc. promoting HRD within the organization. organization. the organization. 1989

139. What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents Key position. 3. Instructional Designers (3) Strategist (2) Operational 4. Performance Engineers 5. (1) Management long- responsible forspecialist (5) Marketing for management of HRD Consultants (Performance (4) Developing strategic term planning and and Change Agents) planning, organizing, responsible for organizational learning business partnerships (6) Providing strategic integrating HRD into the staffing, controlling,within and performance. etc. promoting HRD within the organization. leadership. organization. the organization. 1989

140. What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents 3. Instructional Designers 4. Performance Engineers Instructors responsible 5. HRD Consultants (Performance for presenting and Change Agents) information for learning programs and training activities. 1989

141. What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents 3. Instructional Designers 4. Performance Engineers 5. HRD Consultants (Performance and Change Agents) and Design, develop evaluate learning activities. 1989

142. What do Conduct performance, HRD Practitioners do? causal and root-cause 5 Broad Categories to determine analysis IDENTIFIED Jerry Gilley & Steven Eggland current and desired 1. Leaders and Managers performance. 2. Learning Agents 3. Instructional Designers 4. Performance Engineers 5. HRD Consultants (Performance and Change Agents) 1989

143. What do HRD Practitioners do? Complex and difficult 5 Broad Categories role; facilitatesIDENTIFIED problem Jerry Gilley & Steven Eggland solving to bring about 1. Leaders and Managers 2. Learning Agents change. 3. Instructional Designers 4. Performance Engineers 5. HRD Consultants (Performance and Change Agents) 1989

144. What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents 3. Instructional Designers 4. Performance Engineers 5. HRD Consultants (Performance and Change Agents) 1989

145. What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents 3. Instructional Designers 4. Performance Engineers 5. HRD Consultants (Performance and Change Agents) Question: What kind of competencies do these roles 1989 demand?

146. What do HRD Practitioners do? 5 Broad Categories IDENTIFIED Jerry Gilley & Steven Eggland 1. Leaders and Managers 2. Learning Agents 3. Instructional Designers 4. Performance Engineers 5. HRD Consultants (Performance and Change Agents) Question: What kind of competencies do these roles 1989 demand? That is the subject of the next section…

147. What Competencies required? … to be a successful HRD practitioner. Now that have seen what the HRD practitioners “do”, let us see what “skills” are required to fulfill these roles.

148. What Competencies required? Role Leaders and Managers

149. What Competencies required? Leaders and Managers 1. Strong interpersonal skills Jerry Gilley & 2. Assertion skills Steven Eggland 3. Conflict-resolution skills 4. Collaborative problem-solving skills 5. Mentoring skills 6. Establishing appropriate performance goals 7. Performance evaluation skills 1989

157. What Competencies required? Role Learning Agents

158. What Competencies required? Learning Agents 1. Good analysis and evaluation Jerry Gilley & skills Steven Eggland 2. Excellent group facilitation skills: Should relate well to others 3. High intelligence 4. Teaching skills; wants to teach 5. Seeks self-actualization, rather than security and money 6. Powerful written communication and presentation skills 7. Program design skills 1989 8. Experience in subject-matter

167. What Competencies required? Role Instructional Designers

168. What Competencies required? Instructional Designers 1. Ability to conduct needs Jerry Gilley & assessment Steven Eggland 2. Assess learners and trainees 3. Analysis of job, task and content 4. Develop performance measurements 5. Specify instructional strategies 6. Design instructional material 7. Evaluate instruction/training 8. Design management system 9. Excellent planning skills 1989 10.Excellent communication skills

179. What Competencies required? Role Performance Engineers

180. What Competencies required? Performance Engineers 1. Results driven Jerry Gilley & 2. Investigative Steven Eggland 3. Know how to set and maintain standards 4. Cooperative / collaborative 5. Flexible while maintaining key principles 6. Willing and able to add value 1989

187. What Competencies required? Role HRD Consultants

188. What Competencies required? HRD Consultants 1. Interpersonal skills Jerry Gilley & 2. Conceptual skills Steven Eggland 3. Technical skills 4. Integrative skills 5. Analytical skills 6. Political awareness skills 7. Conflict resolution skills 8. Objectivity 9. Organizational awareness 10.Specialized knowledge 1989

199. HRD in the 21 st century Let us end by briefly examining the latest trend that may be turning HRD on its head!

200. HRD in the 21 st century

201. HRD in the 21 st century The traditional “employee”

202. HRD in the 21 st century … is an endangered species – particularly in The traditional “employee” the white collar world.

203. HRD in the 21 st century … is an endangered species – particularly in The traditional “employee” the white collar world.

204. HRD in the 21 st century Replaced by… The traditional “employee”

205. HRD in the 21 st century The Contract Professional Replaced by…

206. HRD in the 21 st century The Contract Professional Replaced by… The CEO of ME, Inc.

207. HRD in the 21 st century The Contract Professional … who works for corporations, whether as “employee” or “contractor” – based on a project-based … The CEO of ME, Inc.

211. HRD in the 21 st century The Contract Professional …which clearly identifies the roles, responsibilities, goals, deliverables, duration, success criteria, compensation, bonus, and extendibility of the contract based on mutual satisfaction. The CEO of ME, Inc.

212. HRD in the 21 st century The Contract Professional Thus, the 21st century “employee” will move from contract to contract, as long as both parties are mutually satisfied. The CEO of ME, Inc.

215. HRD in the 21 st century The Contract Professional And that is the way the dice may roll in the near future… thereby making HRD perhaps the most important “resource” in the organization. The CEO of ME, Inc.

216. HRD in the 21 st century The Contract Professional And that is the way the dice may roll in the near future… thereby making HRD perhaps the most important “resource” in the organization. The CEO of ME, Inc.

217. HRD in the 21 st century And that is the way the dice may roll in the near future… thereby making HRD perhaps the most important “resource” in the organization. I leave you with that thought!

218. ‘Solution Providers’ to Businesses www.regent.edu STRATEGY | TACTICS | OPERATIONS PRESENTED BY Probal DasGupta Student Email: Ph.D. in Organizational Leadership Mobile: probdas@regent.edu with Specialization in HRD +1-516-903-4279 LHRD 702 – Minor Project 1: HRD Orientation [Fall 2011]

Understanding HUMAN RESOURCE DEVELOPMENT (HRD)

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