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HRM (HRM PRACTISES (HUMAN RESOURCE DEVELOPMENT ((HRD in Practice /…

- - - - Professional Development*individual interest, values to develop KSAs for future employment --> long-term-focus*
      - Personal Development New KSAs (e.g. communication skills) to enhance performance --> short-term-focus
    - - Performance Management a system to ensure individual has supports to perform efficiently & effetively --> Organization effectiveness focus
      - Organization Development accomodate organization to individual tranining plan --> Organization effectiveness focus
    - - Why HRD?
        
        Development Outcomes improved Input KSAs = Improvement of Output: performance --> Facilitate change
      - HRD in Practice / Training & development Cycle
        
        1. Organizational Demand (change direction, strategy, plan,...)
        
        2. Needs assessment analyse the workforce planning to develope people in the way you need it
        
        Organization: business strategy, customer complaints, cost reduction, new technology, public policies--changes?--> Job: Standards, Procedures, Tasks --Match?--> Person:* Performance appraisal, attitude survey*
        
        Type of Needs
        
        Hard skills: Technical/ job specific/ organization specific process and system, standard, product/ customer/ market/ competitor knowledge
        
        Soft skills: Skills to work with others co-ordination, collaboration, communication, influencing etc.
        
        Soft skills: skills to work through others/ manage team performance management, delegation, oaching etc
        
        3. Design of training & development activities select the one that suits best on basis of the type of need
        
        Cost vs. Effectiveness/ 70:20:10 model
        
        HR 10%: Classroom training, E-learning, mobile learning, just-in-time training
        
        Line Manager/ Peers 20%: On-the-Job training, peer training, mentoring/ coaching
        
        Self (employees) 70%: job rotation/ job shadowing, special project/ assignment, Action learning
        
        4. Implementation
        
        5. Evaluation
        
        Reactions Satisfaction of learners with the development programmes
        
        Learning: extent to which learners acquire knowledge and skills as planned
        
        Behaviour extent to which learners can apply it
        
        Results/ ROI extent to which work units benefi from learners changing the workwayt
      - Strategizing T&D
        
        ensuring that the desired results of T&D are reinforced = Training<->Performance Management<->Compensation Circle
      - Improve Employee Development
        
        deal with the short life of learning and development needs
        
        teach employees to own their development
        
        provide flexible learning options
        
        ignite managers passion to coach their employees
      - Career Development to meet the current & future objectives of the organization and the individual at work
        
        Benefits to Organization
        
        Attractive to potential recruits, available stock of critical skills, encourage employee motivation and commitment, reduce staff turnover
        
        Benefits to Employee
        
        being valued by the company, employability, skills are needed
        
        Traditional Career Boundaried within the same employing organization, employees are provided with a career system of positions through which they progress
        
        emphasizes stability, hierarchy, and clearly defined job positions for career progression, external changes will not influence the business that much
        
        Boundaryless-career organization don´t offer a specific development structure, step by step, as long as you have competencies you can grow
        
        employees are more open to developing skills and reputation that enable the moves through organization, emphasizes the agency of individual and short-term contractual relationships