Introduction to Human

Resource Development
Chapter 1

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Definition of HRD
A set of systematic and planned activities
designed by an organization to provide its
members with the necessary skills to meet
current and future job demands.

Human Resource Development (HRD) is the

framework for helping employees develop
their personal and organizational skills,
knowledge, and abilities.

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The focus of all aspects of Human Resource
Development is on developing the most superior
workforce so that the organization and individual
employees can accomplish their work goals in
service to customers.
Human Resource Development can be formal such
as in classroom training, a college course, or an
organizational planned change effort. Or, Human
Resource Development can be informal as in
employee coaching by a manager. Healthy
organizations believe in Human Resource
Development and cover all of these bases.
Evolution of HRD
Early apprenticeship programs
Early vocational education programs
Early factory schools
Early training for unskilled/semiskilled
Human relations movement
Establishment of training profession
Emergence of HRD
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Early Apprenticeship Programs
The origins of HRD can be traced to apprenticeship training
programs in the eighteenth century. During this time, small
shops operated by skilled artisans produced virtually all
household goods, such as furniture, clothing, and shoes.
To meet a growing demand for their products, craft-shop
owners had to employ additional workers. Without vocational
or technical schools, the shopkeepers had to educate and
train their own workers. For little or no wages, these
trainees, or apprentices, learned the craft of their master,
usually working in the shop for several years until they
became proficient in their trade.

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Early Vocational Education
Programs
1809 – DeWitt Clinton’s manual school
The purpose of the manual school was to provide occupational
training to unskilled young people who were unemployed or
had criminal records.
1917 – Smith-Hughes Act
Congress passed the Smith-Hughes Act, which recognized the
value of vocational education by granting funds (initially $7
million annually) targeted for state programs in agricultural
trades, home economics, industry, and teacher training.

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Early Factory Schools
• With the advent of the Industrial Revolution during the late 1800s,
Machines began to replace the hand tools of the artisans.
“Scientific” management principles recognized the significant role
of machines in better and more efficient production systems.
• To meet this demand, factories created mechanical and machinist
training programs, which were referred to as “factory schools.”
• The first documented factory school, in 1872, was located at Hoe
and Company, a New York manufacturer of printing presses. This
was followed by Westinghouse in 1888, General Electric and
Baldwin Locomotive in 1901, International Harvester in 1907.
• Factory school programs differed from early apprenticeship
programs in that they tended to be shorter in duration and had a
narrower focus on the skills needed to do a particular job.

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Early Training for Unskilled/Semiskilled Workers
Although both apprenticeship programs and factory schools
provided training for skilled workers, very few companies during
this time offered training programs for unskilled or semiskilled
workers. This changed after two significant historical events.

Mass production (Model T)

 The Model T was the first car to be mass-produced using an
assembly line, in which production required only the training
of semiskilled workers to perform several tasks.

World War I
 Retool & retrain
 “Show, Tell, Do, Check” Charles Allen
 job instruction training (JIT)

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Human Relations Movement
Factory system often abused workers
“Human relations” movement promoted
better working conditions
Start of business & management
education
Tied to Maslow’s hierarchy of needs

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Establishment of the Training
Profession
Outbreak of WWII increased the need
for trained workers
Federal government started the
Training Within Industry (TWI) program
1942 – American Society for Training
Directors (ASTD) formed

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Emergence of HRD
During the 1960s and 1970s, professional trainers realized that
their role extended beyond the training classroom.
Training and development (T&D) competencies therefore
expanded to include interpersonal skills such as coaching, group
process facilitation, and problem solving.
ASTD changes its name to the American Society for Training
and Development
Several ASTD national conferences held in the late 1970s and
early 1980s, discussions centered on this rapidly expanding
profession. As a result, ASTD approved the term human
resource development (HRD) to cover this growth and change.

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Relationship Between HRM
and HRD
Human resource management (HRM)
encompasses many functions
Human resource development (HRD) is
just one of the functions within HRM

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Primary Functions of HRM
Human resource planning
Equal employment opportunity
Staffing (recruitment and selection)
Compensation and benefits
Employee and labor relations
Health, safety, and security
Human resource development
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Secondary HRM Functions
Organization and job design
Performance management/
performance appraisal systems
Research and information systems

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HRD Functions
Training and development (T&D)
Organizational development
Career development

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Training and Development
(T&D)
Training – improving the knowledge,
skills and attitudes of employees for the
short-term, particular to a specific job
or task – e.g.,
 Employee orientation
 Skills & technical training
 Coaching
 Counseling

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Training and Development
(T&D)
Development – preparing for future
responsibilities, while increasing the
capacity to perform at a current job
 Management training
 Supervisor development

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Organizational Development
The process of improving an
organization’s effectiveness and
member’s well-being through the
application of behavioral science
concepts
Focuses on both macro- and micro-
levels
HRD plays the role of a change agent

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Career Development
Ongoing process by which individuals
progress through series of changes until
they achieve their personal level of
maximum achievement.
 Career planning
 Career management

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HRD Organization in a Large
Company

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Sample HRD Jobs/Roles
HR Executive/Manager
HR Strategic Advisor
HR Systems Designer/Developer
Organization Change Agent
Learning Program Specialist
Instructor/Facilitator
Individual Development and Career Counselor
Performance Consultant (Coach)
Researcher

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HR Manager Role
Integrates HRD with organizational
goals and strategies
Promotes HRD as a profit enhancer
Tailors HRD to corporate needs and
budget
Institutionalizes performance
enhancement

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HR Strategic Advisor Role
Consults with corporate strategic
thinkers
Helps to articulate goals and strategies
Develops HR plans
Develops strategic planning education
and training programs

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HR Systems Designer/Developer

Assists HR manager in the design and

development of HR systems
Designs HR programs
Develops intervention strategies
Plans HR implementation actions

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Organization Change Agent
Develops more efficient work teams
Improves quality management
Implements intervention strategies
Develops change reports

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Learning Program Specialist
Identifies needs of learners
Develops and designs learning
programs
Prepares learning materials and
learning aids
Develops program objectives, lesson
plans, and strategies

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Instructor/Facilitator
Presents learning materials
Leads and facilitates structured learning
experiences
Selects appropriate instructional
methods and techniques
Delivers instruction

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Individual Development & Career Counselor

Assists individuals in career planning

Develops individual assessments
Facilitates career workshops
Provides career guidance

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Performance Consultant (Coach)

Advises line management on appropriate

interventions to improve individual and
group performance
Provides intervention strategies
Develops and provides coaching designs
Implements coaching activities

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Researcher
Assesses HRD practices and programs
Determines HRD program effectiveness
Develops requirements for changing HRD
programs to address current and future
problems

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A Framework for the HRD Process

HRD efforts should use the following four

phases (or stages):
Needs assessment
Design
Implementation
Evaluation

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Training & HRD Process Model

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Needs Assessment Phase
Establishing HRD priorities
Defining specific training and objectives
Establishing evaluation criteria

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Design Phase
Selecting who delivers program
Selecting and developing program
content
Scheduling the training program

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Implementation Phase
Implementing or delivering the program

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Evaluation Phase
Determining program effectiveness – e.g.,
Keep or change providers?
Offer it again?
What are the true costs?
Can we do it another way?

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