Hand-out on key topics covered in the IDM HRD 2021 Course Definition of Human Resource Development (HRD) and its historical evolution Swanson (2001) defined HRD as a process for developing and unleashing human expertise through training and development and organization development for the purpose of improving performance. This definition shows that learning is at the core of all HRD efforts. DeSmone & Werner (2012) defined HRD as 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. Key points on the historical evolution of HRD (These are just points, but note that; you are always expected to write complete sentences and paragraphs not points) (a) Apprentice training programs Apprentice Yeoman Master Guilds (b) Vocational education programs 1809 – DeWitt Clinton founds first manual school in NY 1917 – Smith-Hughes Act (World War-I) (c) Factory Schools Needed engineers, machinists Skilled mechanics own--shorter and more narrowly focused than apprenticeships (d) Training for Semi-Skilled and Unskilled workers • Needed for production lines (Ford) • Demand for military goods (WW-I) • Job Instruction Training (JIT) based at first Explanation of the HRD Model and main contributions of the three foundational theories of HRD (a) The Model for HRD practice include the following five processes (Page 91 in Swanson & Holton 2001) Analyse Propose Create Implement Assess (b) Psychological Theory contribution HRD must clarify goals HRD must develop the knowledge and expertise HRD must harmonize the goals and behaviours (c) System Theory HRD must understand how it and other subsystems connect HRD must help its host organization retain its purpose HRD must help its host organization shape alternative futures (d) Economic Theory HRD must justify its own use of scarce resources HRD must add value to creating sustainable long-term economic performance HRD must add short- and long-term value from investments in the development of knowledge and expertise Discussion of Six main challenges facing organizations and HRD professionals today a) There are many challenges facing organizations today. An ASTD-sponsored study identified several challenges including competing in a global economy: • Introduction of new technologies • Hiring employees with the right knowledge to compete • Retraining the workforce • Developing globally competent managers b) • • • • Eliminating the skills gap in many companies is another leading challenge. Many young adults entering the workplace lacks skills to meet current job demands Most employees in the USA organisations have basic skills deficiency Skills gap pose serious consequences Education reform to address skills gap c) • • • • • Increasing Workforce Diversity is another challenge Racial diversity Ethnic diversity Gender diversity Generational differences Ageing workforce d) • • • The Need for Lifelong Learning Organizations face rapid change Identified skills deficiencies Multimedia learning e) • • • Facilitating Organizational learning Learning organization Group and individual learning Learning principles and tactics f) Addressing Ethical Dilemmas • • • Business scandals Understanding of ethics and ethical issues AHRD report entitled “Standards on Ethics and Integration” The most effecting training methods when implementing an HRD training program On-The-Job Training Methods / Techniques • Job instruction training • Job rotating • Coaching / Mentoring Classroom Training Methods • Lecture • Conference / Discussion • Audio-visual -static media, dynamic media and telecommunication • Experiential -case studies -business games -role playing -behavioural modelling -Computer-based training Self-paced Training Methods • Paper-based training • Workbooks • Computer-based training • Computer aided instruction • Intelligent computer-aided instruction Necessary actions that need to be taken by HRD professionals in order to eliminate all forms of discrimination in the workplace today (a) Equal employment opportunity Combination of laws and regulations Access to HRD programs irrespective of race, gender or age Address illegal discrimination (b) Affirmative Action Bring members for underrepresented groups Steps to meet affirmative action Preferential recruitment and hiring (c) Valuing differences Creating an environment valuing differences Conducting awareness trainings Strategy to foster long-term (d) Managing diversity Positive environment for everyone Inclusion Diversity management approach Pillsbury’s managing diversity strategy Diversity management programs NOTE: Hand-out needs to be read side by side with prescribed texts or books and provided notes or power-point slides and other learning materials