Synopsis Human Resource Development 1. Introduction to Human Resource Development Learning Objectives By the end of this module you will be able to: define the key concepts associated with HRD in work organisations; describe a model of the core process of HRD; identify and analyse five major practices associated with HRD in modern work and organisations; evaluate the connections between the HRD process and the contemporary performance management concerns of organisations. Sections 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 Introduction: Definitions and Concepts HRD and the HRD Process Cognitive Capacities Capabilities The Third Dimension Performance Management Human Resource Management HRD in Context Practical Matters Conclusion 2. Observing and Assessing HRD Needs Learning Objectives By the end of this module you will be able to: describe how the HRD process relates to the broader performance management process and concerns of individuals and organisations; differentiate between performance gaps related to HRD needs and other kinds of performance gap and support system; analyse three kinds of HRD need: organisational, work or occupational, and personal; use a variety of skills and techniques to identify HRD needs. Sections 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 Introduction: The Performance Management Process and Context A Theoretical Context Back to Practice: Objective and Subjective Needs Analysis Organisational Needs Work and Occupation Analysis Job Analysis Personal-Level HRD Needs Observing HRD: Skills and Issues Further Reflections in Theory Conclusion 3. Planning: Designing HRD Activities Learning Objectives By the end of this module you will be able to: define and develop aims, goals and objectives for HRD activities; describe the themes and issues involved in planning HRD activities; incorporate methods for developing cognitive capacities, capability and behavioural change; critically evaluate the overall design of typical HRD activities; design engaging and stimulating HRD activities. Sections 3.1 3.2 3.3 3.4 3.5 Introduction Crafting Aims, Goals and Objectives Cognition, Capabilities and Behaviour A Constructivist Critique Conclusion 4. Action: Bringing Learning To Life Learning Objectives By the end of this module you will be able to: describe the theory and practice of instruction and facilitation in delivering HRD; describe and analyse other forms of performance support systems relevant to HRD; critically evaluate the strengths and weaknesses of instruction and facilitation as methods of managing HRD; design HRD events using instruction and facilitation methods. Sections 4.1 4.2 4.3 4.4 4.5 4.6 4.7 Introduction Instruction Facilitation The Theory of Experiential Learning Deliverables Other Options: Designing and Developing Performance Support Conclusion 5. Quality: Reviewing and Evaluating HRD Learning Objectives By the end of this module you will be able to: describe the methodologies commonly in use to support quality management in HRD; analyse the main themes and challenges of evaluation in HRD; critically evaluate the use of cost–benefit analysis in the HRD evaluation context; design and construct valid and reliable ways of evaluating HRD activities. Sections 5.1 5.2 5.3 5.4 5.5 Introduction Evaluation in the HRD Context Evaluation in General Evaluating the Evaluation of HRD Conclusion 6. Process Section: Integrative Case Sections 6.1 6.2 6.3 Introduction Driver Training in a Train Company Case Study Points 7. Organisational HRD Strategies Learning Objectives By the end of this module you will be able to: define what an HRD strategy means and involves; describe three different HRD strategies – systematic training, business orientation, and continuous development; analyse variations of HRD strategy with reference to beliefs, systems and levers; critically evaluate the strengths and weakness of these different HRD strategies; create an HRD strategy for an organisation. Sections 7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.8 7.9 7.10 Introduction HRD Strategies Systematic Training Business Orientation Continuous Development Human Resource Development (HRD) Competence 1: Behaviours Competence 2: Functional Analysis and Vocational Qualifications Self-Development Conclusions 8. HRD Providers and Partners Learning Objectives By the end of this module you will be able to: identify a range of HRD providers and partners; describe the opportunities and threats of using different kinds of provider and partner in HRD; analyse trends and changes in the use of providers and partners in HRD; critically evaluate the issues involved in using external providers and partner consultants for HRD. Sections 8.1 8.2 8.3 8.4 8.5 8.6 Introduction The Market for HRD: Why Providers Exist What Do They Provide? Partners in Training In The HRD Market Conclusion 9. E-Learning Learning Objectives By the end of this module you will be able to: describe the evolution of e-learning technologies in use in HRD; discuss the strengths and weaknesses of various uses of e-learning in HRD; analyse the cost, quality, and other features of e-learning in HRD; critically evaluate the changes and challenges involved in integrating e-learning within HRD. Sections 9.1 9.2 9.3 9.4 9.5 9.6 9.7 9.8 Introduction A Brief History of HRD Technologies Defining E-Learning Performance Support Uses of E-learning A Conceptual Framework The Organisational Context Evolving Delivery Technologies Conclusion 10. Mentoring Learning Objectives By the end of this module you will be able to: explore the use of mentoring as an integrative HRD practice; describe how mentoring practice reflects the social and economic context in which it is enacted; apply this analysis of practice to the design and development of a formal mentoring scheme. Sections 10.1 10.2 10.3 10.4 10.5 10.6 Mentoring: An Introductory Overview Mentoring in Practice: Historical Contexts Mentoring and Classical Mythology Mentoring and Guilds Mentoring and the Humanistic Mentor Conclusion 11. HRD and Theory Learning Objectives By the end of this module you will be able to: understand the relevance of theory to the learning process; describe and evaluate the relevance of wisdom, psychological, sociological and economic theories in providing perspectives on HRD at work; critically evaluate the role that theories of learning can play in the design and management of HRD practices. Sections 11.1 Introduction 11.2 Conclusions 12. Policy-Making and HRD Learning Objectives By the end of this module you will be able to: describe the role of the state in policy-making for HRD; discuss the historical and political context for HRD policy in different national contexts; analyse political contexts and their impact on HRD policy; critically evaluate the evolution and impact of HRD policy and practice in a specific case study context (a city). Sections 12.1 12.2 12.3 12.4 12.5 12.6 12.7 Introduction HRD Policy and Programmes The Background Recent Concerns: Change and Unemployment The Contemporary Agenda: Lifelong Learning Conclusion Human Capital Development Issues: Learning Points 13. Communities of Practice: The Knowledge Management Perspective Learning Objectives By the end of this module you will be able to: define knowledge management; identify the connections between knowledge management, information systems, organisational learning and intellectual capital; describe the theory and practice of developing communities of practice; analyse HRD issues from the perspective of knowledge management. Sections 13.1 13.2 13.3 13.4 13.5 Introduction The Information Systems (IS) Perspective Organisational Learning (OL) Intellectual Capital and Strategic Management The Evolution of HRD in the CoP and KM Context 13.6 Conclusion 13.7 Concluding Case Studies 14. Strategic HRD Learning Objectives By the end of this module you will be able to: define the concept of strategic HRD (SHRD); identify the key themes and issues raised by SHRD; analyse the functional and status factors underpinning the rise of SHRD; critically evaluate the theory and practice of SHRD. Sections 14.1 14.2 14.3 14.4 14.5 14.6 14.7 14.8 14.9 Introduction An Analytical Framework: The Certainties of HRD The Structural Certainties of SHRD: The Experience of Employment The Affective Certainties of HRD The Cognitive HRD Certainties: SHRD Models and Frameworks Critiques of SHRD The Status of HRD The Roles and Activities of Management and HRD Specialists Conclusion: Scenarios for SHRD 15. Perspectives Integrative Case: The Investors in People Standard Learning Objectives By the end of this module you will be able to: describe the Investors in People (IiP) standard; outline what is involved in an organisation being accredited as an IiP; explain the reasons for the development of the IiP standard and accreditation process; use various perspectives to critically evaluate the evolution of IiP, and evaluate the strengths and weaknesses of the IiP standard. Sections 15.1 Introduction 15.2 The Actual IiP Standard 16. Looking Ahead: The Future of HRD Learning Objectives By the end of this module you will be able to: review key themes and issues of HRD at work using a force field analysis method; critically evaluate the place of HRD at work in the context of changes in management and organisation. Sections 16.1 Introduction 16.2 The Future