Reporter:Jane Kathryn R. NoblezaFRAMEWORK OF HUMAN RESOURCE DEVELOPMENT

What is HRD?

What is HRD?

HRD FRAMEWORKHRD FRAMEWORK

A Framework for the HRD ProcessWerner & DeSimone (2006)

The HRD Process: A DImEWerner & DeSimone (2006)

Definition Of Need: Before delving deep into need assessment, it is ofparamount importance to know, what is the meaning ofneed.

Need- The concept of need refers to a discrepancy orgap between what an organization expects tohappen and what actually occurs.

Various Types of NeedsPerformance

DiagnosticFactors that can prevent problems from occurring

Analytic Identify new or better ways to do things

ComplianceMandated by law or regulation

Need Assessment

A process by which an organizations HRD needs are identified and articulated.It identifies:an organizations goals and its effectiveness in reaching these goals.Gaps between current skills and the skills needed to perform the job successfully.Gaps between employees skills and the skills required for effective current job performance.The conditions under which the HRD activity will occur.

WHAT ARE ITS Benefits?Through needs assessment, we try to answer questions like:

1. Need for the needs assessment,2. Accomplishment of type of learning,3. Expected changes in the behavior and performance,4. Probability of achieving the results,5. Cost benefit analysis of HRD solutions.6. Root causes of performance gaps

Levels of Need Assessment1. Organizational analysisWhere is training needed and under what conditions?

2. Task analysisWhat must be done to perform the job effectively?

3. Individual analysis.Who should be trained and how?

FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENT:

STEP 1. PERFORM A "GAP" ANALYSIS.The first step is to check the actual performance of our organizations and our people against existing standards, or to set new standards.

There are two parts to this: Current situationDesired or necessary situationThe difference the "gap" between the current and the necessary will identify our needs, purposes, and objectives.

FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENT:

STEP 2. IDENTIFY PRIORITIES AND IMPORTANCEIt must be seen whether the identified needs are real, if they are worth addressing, and specify their importance and urgency in view of organizational needs and requirements (1). For example (2): Cost-effectiveness Legal mandates

If some of our needs are of relatively low importance, we would do better to devote our energies to addressing other human performance problems with greater impact and greater value.

FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENT:

Step 3. IDENTIFY CAUSES OF PERFORMANCE PROBLEMS AND/OR OPPORTUNITIES.

We must know what our performance requirements are, if appropriate solutions are to be applied. We should ask two questions for every identified need: (3)

Are our people doing their jobs effectively? Do they know how to do their jobs? This will require detailed investigation and analysis of our people, their jobs, and our organizations -- both for the current situation and in preparation for the future.

FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENT:

Step 4. IDENTIFY POSSIBLE SOLUTIONS AND GROWTH OPPORTUNITIES.

"If it ain't broke, don't fix it." But if our people ARE NOT doing their jobs effectively: TRAINING may be the solution, if there is a knowledge problem. Organizational Development activities may provide solutions when the problem is not based on a lack of knowledge and is primarily associated with systematic change. These interventions might include strategic planning, organization restructuring, performance management and/or effective team building.

Phase Two: Designing the Training or HRD Intervention Key activities include:Setting objectivesSelecting the trainer or vendorDeveloping lesson plansSelecting methods and techniquesPreparing materialsScheduling training

Objectives includes:PerformanceConditionsCriterias

Werner & DeSimone (2006)

ILLUSTRATION

Werner & DeSimone (2006)

PERFORMANCECONDITIONS(Conditions under which performance is done)CRITERIA (The level of acceptable performance)Increase upper body strength using standard conditioning equipment by 25 percent within one yearAssemble a chair using a screwdriver and hammer using a screwdriver and hammerCatch a football pass at a full run under man-to-man coverage at a full run under man-to-man coverageGraduate from college without cheating or outside help without cheating or outside help

Make or Buy DecisionsYou cannot be an expert on everythingYou cant afford to maintain a full-time staff for once-a-year trainingYou cant afford the time or money to build all of your own training programsImplication: Much training is purchased, rather than self-produced

Werner & DeSimone (2006)

Factors to Consider Before Purchasing an HRD ProgramLevel of expertise available/requiredTimelinessNumber of traineesSubject matterCostSize of HRD organizationX Factor (other conditions)

Werner & DeSimone (2006)

Other Factors to ConsiderVendor credentials Vendor backgroundVendor experiencePhilosophical match (between vendor and organization)Delivery method

EIGHT POINT STRATEGY FOR HRD PROGRAMSJerry Gillet and Steven Eggland (2002) identified for managers of HRD an eight-point strategy for designing cost-effective, reputable HRD programs that can survive economic crises and internal/external changes affecting the organization. 1. Establish a written HRD philosophy.2. Establish HRD policy.3. Obtain support of top management.4. Integrate HRD into the long-range organizational plan.

Cont. EIGHT POINT STRATEGY FOR HRD PROGRAMS5. Conduct extensive needs assessments.6. Encourage collaboration.7. Establish criteria for participation in HRD programs.8. Be introspective but focus on results.

Training Delivery MethodsThree basic categories:On-the-Job TrainingOff- the- Job TrainingClassroom TrainingSelf-Paced Training

Note: Computer-based training can be in a classroom, or individual/self-paced.

EVALUATION OF Training

Evaluation of HRD Program helps in gauging the degree to which a training (or other HRD program) achieves its intended purpose.In other words it measures the effectiveness of the HRD program.

Effectiveness of HRD Program:The degree to which a training (or other HRD program) achieves its intended purposeMeasures are relative to some starting pointMeasures how well the desired goal is achievedIn other words: Are we training: the right peoplethe right stuffthe right waywith the right materialsat the right time

Purposes of Evaluation:

Determine whether the program is meeting the intended objectivesIdentify strengths and weaknessesDetermine cost-benefit ratioIdentify who benefited most or leastDetermine future participantsProvide information for improving HRD programsReinforce major points to be madeGather marketing informationDetermine if training program is appropriateEstablish management database

Models and Frameworks of Evaluation

There are six frameworks for evaluationKirkpatrickCIPP (Context, Input, Process and Product Evaluation)BrinkerhoffKraiger, Ford & SalasHoltonPhilips

The most popular is that of D. Kirkpatrick:ReactionLearningJob BehaviorResults

KIRKPATRIKS Four Levels

A Suggested Framework

ReactionDid trainees like the training?Did the training seem useful?LearningHow much did they learn?BehaviorWhat behavior change occurred?ResultsWhat were the tangible outcomes?What was the return on investment (ROI)?What was the contribution to the organization?

HRD Evaluation Steps

Analyze needs.Determine explicit evaluation strategy.Insist on specific and measurable training objectives.Obtain participant reactions.Develop criterion measures/instruments to measure results.Plan and execute evaluation strategy.

Benefits of Evaluation

Improved quality of training activitiesImproved ability of the trainers to relate inputs to outputsBetter discrimination of training activities between those that are worthy of support and those that should be droppedBetter integration of training offered and on-the job developmentBetter co-operation between trainers and line-managers in the development of staffEvidence of the contribution that training and development are making to the organizationReduction in preventable accidents measuredReduction in scrap/rework measured in cost of labor and materials

SAMSUNG CASE

MOBILE OFFICEThe contents have been partially provided from February 2011.App registration or application service were launched after mid-March 2011

EXPERT TRAININGWork skill assessments allow employees to identify their own capabilities so that they can draw up personal development plans to improve on their areas of weakness. Employees receive support from the department head and company to implement these plans which in turn helps to fuel personal growth and increase work satisfaction. The work skill assessments are set to be conducted annually in the third week of March, after promotions are announced. This period was selected to give HR an opportunity to craft more effective and efficient development measures.

BibliographyGent, Michael J. and Gregory G. Dell'Omo. "The Needs Assessment Solution." Personnel Administrator, July 1989: 82-84. McGehee, W. and P-W. Thayer. Training in Business and Industry. New York: Wiley, 1961. Werner and DeSimone ,Human Resource Development: Foundation. Framework and Application , 2006 edition[Reprint 2008]

BibliographyBrinkerhoff, R.O., Achieving Results from Training, Jossey-Bass Inc., San Francisco, 1987, p. 39. Zemke, R., & Gunkler, J., "Using Small Group Techniques for Needs Assessment, Data Gathering, and other Heinous Acts", seminar notes, American Society for Training and Development Southern Minnesota Chapter, Minneapolis, July 9, 1985. Margolis, F.H., and Bell, C.R., Understanding Training: Perspectives & Practices, University Associates, San Diego, 1989, pp 13-15.

Thank you for listening!