Please enable JavaScript.
Coggle requires JavaScript to display documents.
Strategic HRD practices ad key factor in organisational learning - Coggle…
Strategic HRD practices ad key factor in organisational learning
Problem Statement
SHRD practice is about addressing the underlying assumption of human condition
examine how organisational learning helps employee attain performance result
Purpose:
explore the relationships among strategic HRD
(SHRD) practices and organizational learning
Examine the relationships among
organizational learning and HRD outcomes
organizational learning establishes a link between the environment and the
HRD outcomes that encourages proactive rather than reactive behavior
Definition
HRD and Outcomes
Area of profesional practice including:
Learning
Performance
Change
Process of developing and unleashing human expertise through organisational development and personal training for the purpose of improving performance
Need organisational effort to result in HRD outcomes that enhance organisation's competitiveness and effectiveness
SHRD practice
An organized learning activity within the organization used to improve performance and personal growth
Strategic management of training, development, education intervention to achieve organisation objective while ensuring utilisation of the employee knowledge and skills
Focus on proactive change management
9 key characteristics
Integration with organizational mission and goals
Top management support
Environment scanning
HRD plan and policies
Line manager commitment and involvement
Existence of complementary HRM activities
Expanded trainer roles
Recognition of culture
Emphasis on evaluation
Organisational learning
process to improve the development of the organization by means of new initiatives
Important for product innovation
4 Dimension:
Information acquisition
Information dissemination
Shared interpretation (knowledge)
Development of organisational memory
Learning environment must support exchanging of idea and feeling and allow two ways communication
a process of learning in order to acquire knowledge and improve business performance
Outcomes and findings
Relationship among SHRD practices and organisational learning
Integration with organisational mission and goals
involves a move from activities that are fragmented to a situation where training and development are more systematic and link to the organisational goals
Top management support
executives must be willing to allocate valuable organizational resources
must have the credibility to “build strong strategic partnerships with functional areas
Environment scanning
competitive environment present opportunities as it highlights the roles of human resource as the key component
HRD strategy need to be well positioned
HRD plan and policies
complements career development activities
help employee develop skills and knowledge
Line manager commitment and involvement
facilitate identifying development routes for
subordinates and is ideally placed
provide advice, direction and counseling
Existence of complementary HRM activities
view itself as strategy for an organisation to retain, develop and motivate human resource
to increase the organisation learning value
Expanded trainer roles
managing conflict priorities between HRD function and organisation
managing conflict between line department
Emphasis on evaluation
Relationship among organisational learning and HRD outcomes
Shaping organisational mission and goals
Top management leadership
Environment scanning by senior management
HRD strategies, policies and plan
Strategic partnership with line management
Strategic partnership with HRM
Trainer as organisational change consultant
Ability to influence corporate culture
Emphasis on individual productivity and satisfaction
Conclusion and recommendation
Learning is the crucial component in the transformation from the traditional organization to the developmental organization
SHRD practices have the potential for being valued components of management by contributing to business strategy and organizational learning
help the organization integrate its vision, mission, strategy, and practices
implementing these practices may encourage employees to create innovation, including the process of bringing new
problem-solving and value-adding ideas into use