Human Resource

Development

Team Teaching
Department of Industrial & System Engineering - ITS
 Introduction to
Strategic HR
1 Development
DEFINITION

Strategic human resource development

involves introducing, eliminating, modifying,
directing and guiding processes in such a way
that all individuals and teams are equipped
with the skills, knowledge and competences
they require to undertake current and future
tasks required by the organization (Walton,
1999)
Elements of Learning and Development
 Informal Learning Formal Learning

Approaches to Learning and Development

◉ Informal Learning: ◉ Formal Learning:

○ Experiential learning à
takes place while people
are learning on-the-job
as they go along
○ Most learning does not
take place in formal
training programs.
○ People can learn 70% of
what they know about
their job informally
○ Planned and systematic
○ It makes use of structured training programs
consisting of instruction and practice that
may be conducted on- or off-the-job.
○ Experience may be planned to provide
opportunities for continuous learning and
development.
○ Formal learning and developmental activities
may be used such as action learning,
coaching, mentoring and outdoor learning
○ The organization may have its own training
center.
○ Some large companies have corporate
universities
Characteristics of Formal and Informal Learning
Advantages and Disadvantages of Informal Learning

◉ Advantages:
○ Learning efforts are relevant and focused on the
immediate environment.
○ Understanding can be achieved in incremental
steps rather than in indigestible chunks.
○ Learners define how they will gain the knowledge
they need – formal learning is more packaged.
○ Learners can readily put their learning into
practice
Advantages and Disadvantages of Informal Learning

◉ Disadvantages:
○ It may be left to chance – some people will benefit,
some won’t.
○ It can be unplanned and unsystematic, which means
that it will not necessarily satisfy individual or
organizational learning needs.
○ Learners may simply pick up bad habits.
Employee orientation (or onboarding) provides new
employees with the basic background information (such as
company rules) they need to do their jobs; ideally it should
also help them start becoming emotionally attached to and
engaged in the firm.

EMPLOYEE ORIENTATION
The Purpose of Employee Orientation
◉ Make the new employee feel welcome and at home and part of
the team.
◉ Make sure the new employee has the basic information to
function effectively, such as e-mail access, personnel policies
and benefits, and expectations in terms of work behavior.
◉ Help the new employee understand the organization in a broad
sense (its past, present, culture, and strategies and vision of the
future)
◉ Start socializing the person into the firm’s culture and ways of
doing things.
Training

A process whereby people acquire

capabilities to aid in the achievement of
organizational goals
Why should organization do training?

◉ Organization Competitiveness and Training

○ Training makes organizations more competitive
○ Training helps retain valuable employees
○ Training is no longer the first casualty of a business
downturn.
◉ Training as a Revenue Source
○ Marketing training with or alongside products can
contribute significantly to a firm’s revenues.
TRAINING PROCESS: THE ADDIE
EVALUATE
• Measure
IMPLEMENT
training
DEVELOPMENT • Schedule outcome
training • Compare
• Assembling/
DESIGN creating the • Conduct outcome to
training to the objective/crite
• Pretest training
ANALYZE targeted ria
trainers materials)
employee
• Analyze • Select
training • Monitor
training training
needs method
• Identify • Plan training
training content
objective and
criteria
Performance
Consulting
Model to
Identify Training
Needs
Sources of Training
Needs Assessment
 Establishing Training Objectives

◉ Gap Analysis
○ The distance between where an organization is with its employee
capabilities and where it needs to be.
◉ Types of Training Objectives
○ Knowledge: Impart cognitive information and details to trainees.
○ Skill: Develop behavior changes in how job and tasks are performed.
○ Attitude: Create interest and awareness of the training importance.
Elements of Training Design
Learner Readiness

◉ Ability to learn
○ Learners must possess basic skills
◉ Motivation to learn
○ Learners must desire and value training
◉ Self-efficacy
○ Learners must believe that they can successfully
learn the training contents
Learning Style
Adult Learning Principles
Are motivated by both extrinsic and intrinsic factors. (Motivated)

Have need to be self-directed. (Active)

Time consicoius.(Time bound)

Employ a problem-solving approach in the experience. (Utilitarian)

Bring more work-related experiences into the process. (responsive)

Experienced based. (Experience)

9–15
Learning: Types of Training

Required and Job/Technical

Regular Training Training

Types of
Training
Interpersonal and
Developmental and
Problem-Solving
Innovative Training
Training
 Course Types
and Training
Expenditures

Source: Mark E. Van Buren, ASTD State of the Industry Report, 2001 (Alexandria, VA: ASTD, 2001), 13. Used with permission.
Internal Training:
On The Job Training

◉ The trainers are the senior employee

◉ Conducted inside the organization
The Stages On The Job Training (OJT)
External Training
◉ Reasons for External Training
○ May be less expensive to outsource training
○ Insufficient time to develop training
○ Lack of expertise
○ Advantages of interacting with outsiders
External Training: E-Learning
◉ E-Learning: Training Online
○ The using the Internet or an organizational intranet to
conduct training online.
◉ Criteria for adopting e-learning:
○ Sufficient top management support and funding
○ Accepting the idea of decentralized and individualized
training
○ Current training methods not meeting needs
○ Computer literacy and access to computers
○ Time and travel cost concerns for trainees
○ The number and self-motivation of trainees
Developing E-Learning
The Advantages and Disadvantages of E-Learning
Levels of Training
Evaluation
Training Evaluation

◉ Cost-Benefit Analyses
○ Comparison of costs and benefits associated with
training
◉ Return on Investment
◉ Benchmarking Training
Balancing Costs and Benefits of Training
Evaluation Design

Post-Measure

Pre-/Post- Evaluation
Measure Design

Pre-/Post-
Measure with
Control Group
End of Session.