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Towards a redefinition of strategic HRD - Coggle Diagram
Towards a redefinition of strategic HRD
Characteristic of SHRD
Integration with organisational mission and goals
Contribute to corporate goals and awareness
Help organisation to implement its business strategies
Help to shape and influence corporate strategy
Strategically mature organisation resides in a proactive roles
Top management support
Forming from their operational roles and personal development
Should demonstrate their strategy capabilities by help to acquire conceptual, analytic and interpersonal skills when doing thier job
HRD help management to adopt strategic thinking
Active leadership is critical
Environmental scanning
Continuous knowledge from external environment (opportunities & threat)
SWOT test/ PEST test
Done specifically in HRD terms by senior management
HRD policies and plans
Route that have been chosen in a period of time in order to achieve goals
operational implication rather than strategic emphasis
Policy= specific routes to follow and task being undertaken to achieve strategy
Line management commitment and involvement
Roles of HRD needed to be clarified
HRD staff should clear about what is being expected by the stakeholder
stress
the need for shared ownership of HRD,
Enthusiasm involvement of line manager is critical
align the process of integrating stakeholder interest in HRD
Existence of complementary HRM activities
HRD must view as part of wider package of HRM strategies
alliance between HRD strategy and a global arching HRM strategy is suggested.
Expanded trainer role
Require trainer who can be innovator and consultant rather than simply provider or manager of training
consultancy roles should include training, learning, or organisational change issues
Trainer should include adaptive skills, adoptive skills and innovative skills
HRD specialist need to develop and expand their role to place an emphasis on strategic change roles in particular
Recognition of culture
Aware of corporate culture and take into account the need for a match between culture and strategy
Culture is important variable in deciding how HRD should be delivered and evaluated
culture as well as a means of
transmitting and changing culture
Emphasis on evaluation
training should be results-oriented and that
evaluation should take place
emphasis on pay-back calculations can lead to a concentration on achieving quantifiable results within a short timeframe
Importance of cost effectiveness should not be underestimate
New Model of SHRD
All the characteristics are being linked between each other
Training
reactive and ad hoc implementation role in relation to corporate strategy
specialist tend to providing standardise service to the organisation
Organisation strategically immature in term if HRD if no discernible learning culture
HRD
Systematic implementation role and started to show the sign of shape corporate strategy
Develop internal learning consultancy role
Providing non standardised service to line manager
Learning culture started to develop
SHRD
Role is proactive in shaping and responding to corporate strategy
Develop strategic and innovative roles as organisational change consultant
Organisation become more mature in HRD terms
Having strong learning culture
Conclusion
Characteristic of SHRD have been redefine and lead to a new conceptual model
SHRD can be define as creation of learning culture
SHRD help organisation change and develop to thrive and grow