A Learning resource for HRM students

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Introduction to HRD
Jayadeva de Silva
M.Sc, MBIM, FIPM, FITD
We are in a new age – the age of information and of global competition. Familiar certainties and old
ways of doing things are disappearing. The types of jobs we do have changed just as the industries
in which we work and the skills they need. At the same time new opportunities are opening up as
we see the potential of new technologies to change our lives for the better. We have no choice but
to prepare for this new age in which the key to success will be continuous education and
development of the human mind and imagination. This is totally in contrast to that of modern
machines viz. Computers, etc. where no development or improvement to the machine is possible.
The fundamental aim of HRD is to help the organization achieve its purpose by adding value to its
key resource – the employees. Training means investing in people to enable them to perform
better and to empower them to make the best use of their natural abilities. Training is the formal
and systematic modification of behaviour through learning which occurs as a result of education,
instruction, development and planned experience.
Strategic Human Resource Development is concerned with the development of strategies for
learning, development and training opportunities in order to improve individual, team and
organizational performance. As Harrison explains “HRD is development that arises from a clear
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vision about people’s abilities and potential and operates within the overall strategic framework of
business’. Strategic HRD takes a broad and long term view about how HRD policies and practices
can support the achievement of business strategies. It is a business focused HRD strategy flow
from business strategies, but they have a positive role in assisting to ensure that the business
attains its goals. It is concerned with enhancing resource capability in accordance with the belief
that a firm’s human resources are a major source of competitive advantage. It is therefore about
developing the intellectual capital required by the organization, as well as ensuring that the right
quality of people is available to meet present and future needs.
Much of the HRD process will be geared to providing an environment in which employees are
encouraged to learn and develop. HRD activities may include traditional training programmes but
the emphasis is much more on developing intellectual capital and promoting organizational, team
and individual learning. Strategic HRD is also about planning approaches to the encouragement of
self development, self managed learning with appropriate support and guidance from within the
organization.
Training.
Training is the planned and systematic modification of behaviour through learning events,
programmes and instructions which enable employees to achieve the levels of knowledge, skill and
competence needed to carry out their work effectively and thus to increase organizational goal
achievement.
Training & Enhance Change in Performance Organizational
Development knowledge behaviour improvement success.
skills,
attitudes.
Training is beneficial to an organization in many ways, such as
1. It minimizes employee costs.
2. High motivation level of employees make them to feel sense of belongingness and
recognition.
3. Improve individual, team and corporate performance in terms of out put, quality, speed and
overall productivity.
4. Improve operational flexibility by extending the range of skills possessed by employee
(multi-skilling).
5. Attract high quality employees by offering them learning and development opportunities,
increasing their levels of competence and enhancing their skills, enabling them to obtain
more job satisfaction to gain higher rewards and to progress within the organization.
6. Increase the commitment of employees by encouraging them to identify with the mission
and objectives of the organization.
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7. Help to develop a positive culture in the organization, which focuses on performance
improvement.
8. Provide higher levels of service to customers.
For the above benefits to be enjoyed & experienced by an organization, a training culture has to be
imbued into the organization. A learning culture has to be created within the organization. The
management and the staff has to play a vital role in creating such a learning culture. The first step
of it is to understand what and how training is all about. To understand how training should be
developed and operated within an organization, let us first assess and study about the learning
theory and learning approaches.
The Training Philosophy.
The training philosophy of an organization expresses the degree of importance it attaches to
training. Some firms adopt a laissez-faire approach, thinking that employees will find out what to do
for themselves . If this kind of an organization suffers a skill shortage, it is remedied by recruiting
from organizations who do invest in training.
Organizations with a positive training philosophy understand that they live in a world where
competitive advantage is achieved by having higher quality people than other firms employ, and
that this need will not be satisfied unless they invest in developing the skills and competence of
their people. They also recognize that actual potential skills shortages can threaten their future
prosperity and growth. They understand that it is difficult to calculate the return on investment but
they believe that the tangible and intangible benefits will more than justify the cost.
It is not enough to think training as an act of faith. It has to be supported by a positive and realistic
thinking as to how training contributes to the bottom line. That is training cannot given by an
organization just because it is a must or just because they have been asked to do so, but it should
be done realizing that the effective training will pay the organization off in a bigger way in future.
The Process of Training.
There are ten main conditions required for training to be effective :
1. Individuals must be motivated to learn.
2. Standards of performance should be set for learners.
3. Learners should have guidance.
4. Learners must gain satisfaction from learning.
5. Learning is an active, not a passive process. Ie. Learners must actively get involved with
their trainer, their fellow trainees and the subject matter of the training.
6. Appropriate techniques should be used.
7. Learning methods should be varied.
8. Time must be allowed to absorb the learning.
9. The learner must receive reinforcement of correct behaviour.
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10. It must be recognized that there are levels of learning and that these need different
methods and take different times.
When do you usually undertake training?
oWhen a performance appraisal indicates performance improvement is needed
oTo "benchmark" the status of improvement so far in a performance improvement effort
oAs part of an overall professional development program
oAs part of succession planning to help an employee be eligible for a planned change in role in the
organization
oSpecific skills on topics such as:
Typical Topics of Employee Training
oCommunications: The increasing diversity of today's workforce brings a wide variety of
languages and customs.
oComputer skills: Computer skills are becoming a necessity for conducting administrative and
office tasks.
oCustomer service: Increased competition in today's global marketplace makes it critical that
employees understand and meet the needs of customers.
oDiversity: Diversity training usually includes explanation about how people have different
perspectives and views, and includes techniques to value diversity
oEthics: Today's society has increasing expectations about corporate social responsibility. Also,
today's diverse workforce brings a wide variety of values and morals to the workplace.
oHuman relations: The increased stresses of today's workplace can include misunderstandings
and conflict. Training can people to get along in the workplace.
oQuality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking,
etc., require basic training about quality concepts, guidelines and standards for quality, etc.
oSafety: Safety training is critical where working with heavy equipment, hazardous chemicals,
repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.
oSexual harassment: Sexual harassment training usually includes careful description of the
organization's policies about sexual harassment, especially about what are inappropriate
behaviors.
References: http://www.managementhelp.org/trng_dev/basics/reasons.htm)
http://www.slidesharenet/Jayadeva
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What is career planning?
What is succession planning?
Your Notes
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Additional Reading
Human Talent Management by Jayadeva de Silva. A book published by ProjectSMED
Available at Sarasavi Bookshops
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