"Human resource Development (HRD) is a fundamental element of successful human resource management. Describe the stages in the HRD model and compare and contrast this with the systematic training model."
"Human resource Development (HRD) is a fundamental element of successful human resource management. Describe the stages in the HRD model and compare and contrast this with the systematic training model."
Human Resource Development (HRD) is the means used to support the mission of human resource management, which is to maximize employee performance. The purpose of HRD is to provide people the means by which to perform their current job or any other tasks they will be performing in the foreseeable future. HRD either creates or enhances the capability of the employee. HRD balances management's need for a competent workforce with employees' needs for successful careers. Thus, HRD focuses on employee and organizational capability.
Human Resource Development can also be defined by its functions:
Performance
Assessment and appraisal
Needs assessment and analysis
Development Activities
Evaluation and Transfer of learning
Each of these elements can be linked together to give a HRD model, see diagram below:
EXPLAIN STAGES
The performance of the employee is under a continuous cycle of assessment and analysis by their line manager.
Gaps between work performance and performance criteria need to be identified, the solution is training
There are three levels of training needs: organisational, job and individual
In order to expand the process further more plans will need to be developed, the assessment of needs will lead to this, the key issue in this stage is whether and how learning will actually occur and whether it can be integrated into the workplace
It will have to be identified if evaluation will occur at each stage of the training
The final stage will include providing feedback to trainers for possible improvement
Justification of spending money on training.
In order for the HRD approach to be a success managers etc will have to accept that employees are worthy of investment and investing in their training is not a waste of the companies money.
Throughout the training process continuous feedback as a source of evaluation will need to happen to ensure high standards do not fall back once ...
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It will have to be identified if evaluation will occur at each stage of the training
The final stage will include providing feedback to trainers for possible improvement
Justification of spending money on training.
In order for the HRD approach to be a success managers etc will have to accept that employees are worthy of investment and investing in their training is not a waste of the companies money.
Throughout the training process continuous feedback as a source of evaluation will need to happen to ensure high standards do not fall back once they have been implemented.
HRD enhances learning and contributes to the positive transfer of learning from development activity to workplace behaviour and performance
Importance of the learning climate and attitudes and abilities of individual learners.
Pervious to the mid nineteen sixties companies in the UK used to follow a traditional method of training; they did not value their employees at all and did not see much point in investing time and money in training them as their potential was not seen as a resource with much value.
The line manager had very little involvement in the training of new employees, the employees were basically trained by watching how experienced workers carried out their work and then "followed their lead" so to speak.. At first thought this seams practical, but not all employees work as well as others, new employees will pick up bad habits along with the good ones, they in turn passed the bad habits on to new employees when they became settled in their job and this process continued throughout the years are company efficiency therefore decreased.
In 1962 the Minister of Labour was gave the statutory powers to set up Industrial Training Boards (ITBs) containing representatives from both sides of industry. Each was responsible for:
* Overseeing training in its industry,
* Setting standards
* Providing advice to firms.
And most importantly,
Each paid allowances to trainees that were financed via a compulsory levy on firms in its industry.
This levy / grant system was designed resolve the failure of the labour market to deliver sufficient skilled workers and to end the 'poaching' of firms best workers.
Along with ITBs, the industrial training act also established the Systematic Training model. The outline of which can be seen below:
IDENTIFY TRAINGIN NEEDS AND SPECIFY OBJECTIVES
DESIGN & DEVELOP A PROGRAM
IMPLEMENT A PROGRAM
EVALUATE TRAINING
The systematic training model can be defined as:
"An approach to training encouraged by industrial training boards in the 1960s, based on a four-stage process of identifying training needs and specifying objectives, designing a programme, implementing training and evaluation." www.palgrave.com
Benefit of Systematic Approaches to Training
Many of us assume that we already have good training for ourselves and our employees After all, we answer our employees' questions as they have them. We send our employees to a course once in a while. Sure, our approach to training isn't intentional, that is, planned and focused. But our employees seem to be doing their jobs without have any real problems.
Unfortunately, we don't know what we don't know. It may be that our employees could be performing much better than we realize if they had better skills. It might be that we supervisors could get back a lot of time that otherwise is spent answering our employees' questions. We might retain our employees much longer, as well. Addressing this possibility isn't a "what if" question, it's a primary responsibility of a supervisor.
Adopting a systematic approach to training helps ensure that supervisors are getting the most out of themselves and their employees. A systematic approach to training includes taking the time to analyze what results the organization needs from its employees, if employees are accomplishing those results, and what training and development approaches are needed by employees to better accomplish those results. A systematic approach includes evaluating approaches before, during and after training to ensure employees truly benefited from the training in terms of enhanced results to the organization.
Effective training and development includes using sound principles of performance management and good, basic training techniques.
Basic Overview of Some Systematic Approaches to Training
The following manuals outline systematic training processes. A systems approach ensures a comprehensive training process that remains focused on the needs of the organization. The process typically includes the phases:
. Analyze the organization's needs and identify training goals which, when reached, will equip learner's with knowledge and skills to meet the organization's needs. Usually this phase also includes identifying when training should occur and who should attend as learners.
2. Design a training system that learners and trainers can implement to meet the learning goals; typically includes identifying learning objectives (which culminate in reaching the learning goals), needed facilities, necessary funding, course content, lessons and sequence of lessons
3. Develop a training "package" of resources and materials, including, e.g., developing audio-visuals, graphics, manuals, etc.
4. Implement the training package, including delivering the training, support group feedback, clarifying training materials, administering tests and conducting the final evaluation. This phase can include administrative activities, such as copying, scheduling facilities, taking attendance data, billing learners, etc.
5. Evaluate training, including before, during and after implementation of training
In a systematic approach to training, each phase of the process produces results needed by the next phase. For example, the training analysis phase produces learning goals that are used by the next phase, training design. Training design (often called instructional design) references the goals to design methods and materials from which learners can reach the goals and objectives. Typically, each phase provides ongoing evaluation feedback to other phases in order to improve the overall systems process.
HRM Coursework Essay
William Watt
3223003
