HRM 222: Ch 1 (Introduction to HRD)

00:37:03
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Ringkasan

TLDRChapter one introduces Human Resource Development (HRD), emphasizing its importance in enhancing employee skills through systematic activities aimed at meeting current and future job demands. It defines HRD as an ongoing process from the moment an employee joins an organization, covering training, organizational development, and career development. The chapter differentiates between training (focused on current skills) and development (preparing for future roles), stressing that HRD must align with corporate strategies and effectively address challenges like fostering diversity and lifelong learning. The Addie model is outlined as a standard framework for HRD processes, which includes assessing needs, designing, implementing, and evaluating programs.

Takeaways

  • 📘 HRD is about systematic learning opportunities for employees.
  • 👥 Training focuses on current skills; development prepares for future roles.
  • ⚙️ HRD must align with organizational goals and strategies.
  • 📈 Lifelong learning is a vital challenge for HRD.
  • 🔍 The Addie model outlines the steps of effective HRD processes.

Garis waktu

  • 00:00:00 - 00:05:00

    Chapter one serves as an introduction to Human Resources Development (HRD), defining it as a systematic and planned set of activities aimed at equipping employees with necessary skills for current and future job demands. This chapter highlights the primary responsibilities of HRD managers and emphasizes the importance of ongoing learning and alignment with organizational goals.

  • 00:05:00 - 00:10:00

    HRD encompasses several key components, including Training and Development (T&D), Organizational Development (OD), and Career Development. It is essential to distinguish between training, which focuses on current job skills, and development, which prepares employees for future roles and challenges. Continuous support and adaptation to changes in the work environment are critical for effective HRD.

  • 00:10:00 - 00:15:00

    Several common activities in HRD are discussed, including employee orientation, technical training, coaching, and counseling. Coaching helps employees understand organizational culture and norms, while counseling addresses personal issues that may affect work performance. HRD interventions are crucial in fostering employee growth from the start of their career in the organization until retirement.

  • 00:15:00 - 00:20:00

    Management training is distinct in its approach, requiring specialized skills for supervisory roles. Methods include job rotation, seminars, and supervisory training. Organizational Development focuses on enhancing organizational effectiveness through planned behavioral science interventions aimed at improving both individual and organizational performance.

  • 00:20:00 - 00:25:00

    Career Development is described as an ongoing process involving various stages in an individual's professional journey. This includes assessing skills for career planning and implementing necessary steps to achieve career advancement. The significance of continuous support throughout different career stages is emphasized, ensuring alignment with both personal and organizational objectives.

  • 00:25:00 - 00:30:00

    HRD faces challenges in playing a strategic role within organizations, emphasizing the need for alignment with corporate mission, vision, and goals. Strategies should ensure that HRD activities support broader organizational objectives, preparing employees for future needs and functions. Recommendations provided by HRD must demonstrate clear connections to organizational effectiveness and profitability.

  • 00:30:00 - 00:37:03

    The chapter concludes with a discussion of the HRD framework, which involves assessment, design, implementation, and evaluation of HRD processes, commonly referred to as the ADDIE model. This foundational understanding sets the stage for deeper exploration of HRD concepts in subsequent chapters.

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Peta Pikiran

Video Tanya Jawab

  • What is the definition of HRD?

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

  • What is the difference between training and development?

    Training focuses on improving current job-related skills, while development prepares employees for future roles.

  • What are the main focuses of HRD in organizations?

    HRD mainly focuses on training and development, organizational development, and career development.

  • How does HRD relate to corporate strategies?

    HRD must reflect corporate goals and strategies to ensure alignment with the organization's direction.

  • What are some challenges faced by HRD?

    Challenges include playing a strategic role, addressing diversity, and ensuring lifelong learning.

  • What is the Addie model?

    The Addie model is a framework that includes assessing needs, designing programs, implementing, and evaluating them.

  • What are KSAOs in HRD?

    KSAOs refer to Knowledge, Skills, Abilities, and Other characteristics employees need to perform their job effectively.

  • What is organizational development?

    Organizational development involves processes aimed at enhancing the effectiveness of an organization and its employees.

  • What is the importance of coaching in HRD?

    Coaching helps employees understand workplace culture, values, norms, and how to function effectively in their roles.

  • What is career development in HRD?

    Career development is an ongoing process where individuals progress through various stages, each characterized by unique tasks and challenges.

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Teks
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Gulir Otomatis:
  • 00:00:00
    students this is chapter number one
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    which talks about an introduction to
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    human resources development or HR d in
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    this chapter we will discuss a number of
  • 00:00:09
    important concepts in the area of HR D
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    and for example we will mention what are
  • 00:00:15
    the responsibilities of HR d managers
  • 00:00:17
    and HR d professionals in general
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    to begin with here are the objectives
  • 00:00:25
    for this chapter and by the way there
  • 00:00:28
    will be a separate chapter word we will
  • 00:00:30
    discuss the importance of setting out
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    objectives at the beginning of each and
  • 00:00:35
    every training session now to begin with
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    here's the definition of what HRD is a
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    set of systematic and planned activities
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    designed by an organization to provide
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    its members with the opportunities to
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    learn necessary skills to meet current
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    and future job demands if you would
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    highlight some of the keywords in this
  • 00:00:54
    definition we will go with systematic we
  • 00:00:58
    would go also with
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    current and future demands so when we
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    talk about HR D we talk about what
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    organizations do what organizations do
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    in order to help their employees be
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    better be better in general in terms of
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    what is needed right now so this is the
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    current part and what is going to be
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    needed in the future so basically we are
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    preparing ourselves preparing our
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    organization and our employees not only
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    for improving short-term performance but
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    also for improving longer-term
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    performance and of course learning is at
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    the center of everything when we talk
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    about human resource development we are
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    focusing on learning when we send our
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    employees for training courses we want
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    them to learn something new so that when
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    they come back they would be better now
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    when we talk about each of the
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    activities we hear in the slide we will
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    get more specific so we will focus on
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    what is happening in the workplace so HR
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    D should start with employee joining the
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    organization meaning since their very
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    beginning in terms of their journey with
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    the company so since day one we should
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    start on the HR d process we should do
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    things like assess their training needs
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    and make sure that they have what they
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    need in order to do that job the second
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    thing is to continue throughout
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    employment meaning it's not a one-time
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    thing we don't just do human resources
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    development in one session and then we
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    forget about it this is something that
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    we do on a regular and an ongoing basis
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    and then it must be responsive to work
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    and job changes we mentioned in the
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    beginning of this chapter that it's
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    about current and future job demands
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    which means we should respond to any
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    changes in the market to any changes in
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    customer demands do we need changes in
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    the field in general we must ensure that
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    our employees are equipped with what
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    they need in terms of knowledge skills
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    abilities and also other characteristics
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    the KSA owes
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    so that they can perform well in
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    response to the changes in the
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    organization and in the field in general
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    and finally HR d must reflect corporate
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    goals and strategies remember when we
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    said that it should be focused not only
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    on the current but also on the future
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    demands so this is the strategic part
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    remember when we talk about strategy
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    whenever you hear the word strategy we
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    mean that there is a focus on longer
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    term there is a focus on the bigger
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    picture there's a focus on the future so
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    when we talk about HR D we must also
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    include the organization's goals
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    objectives strategies all these bigger
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    objectives all these bigger picture
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    parts when we talk about HR D so in
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    general in organizations they think
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    about three main things training and
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    development usually shortened as T and D
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    and then organizational development
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    typically shortened as OD and then
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    finally career development so in any
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    organization if you go and ask a human
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    resources development manager in SABIC
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    what does the human resources
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    development department do in your
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    company he will probably answer by
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    saying we focus on training and
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    development organizational development
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    and also career development so we will
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    discuss each and every one of them in
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    detail not only now in this chapter but
  • 00:04:51
    also in future chapters so a huge big
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    important thing that you need to focus
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    on when it comes to training and
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    development is making sure that you know
  • 00:05:01
    the difference between training and
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    development this is a big question that
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    also comes in exams typically so you
  • 00:05:08
    must make sure that you can distinguish
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    between training and development so in
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    general training and development are
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    about changing or improving employees
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    knowledge skills attitudes if you
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    remember those KS a OS from your
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    previous course human resource
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    management now we will talk about like
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    the distinction the difference with
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    in training and development so training
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    provides skills and knowledge to job or
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    task so when we talk about training we
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    talk about what you are doing if you are
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    a recruiter if you are a recruitment
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    specialist then we focus when we give
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    you training we focus on your core
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    skills and your core knowledge when it
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    comes to performing your job so what are
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    the different recruitment methods what
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    are the different interview styles that
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    you that we see that you should know as
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    a recruitment specialist so sometimes we
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    send you for training in order to know
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    more about these recruitment methods but
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    when we talk about development we talk
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    about the future okay so this is the the
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    most important key difference between
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    training and development so training
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    focuses on basically what is happening
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    right now you'd your skills your your
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    core knowledge of your own job what
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    development is about the future it's
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    about preparing you for what could
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    happen in the future so tinge ten years
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    from now what could change in the field
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    of recruitment for example if you follow
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    the news they are saying that nowadays
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    companies are using artificial
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    intelligence at the Cal scenario in
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    order to recruit people so even though
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    right now we are not using it we won't
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    be using it two or three years from now
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    but maybe ten years from now we we
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    should you know start using it so from
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    now we should develop these skills of
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    yours in order to prepare you for what
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    is going to happen in the future of
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    course training in development
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    activities since they are only a part of
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    human resources development they are
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    exactly like HR d in terms of that they
  • 00:07:15
    start one employee joins the
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    organization exactly like what we saw in
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    a previous slide and of course they
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    continue throughout employment and
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    career meaning it starts from day one
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    since the first day you join the
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    organization the company or the
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    organization must start the journey of
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    training and development which is which
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    falls under the umbrella of the most
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    more broad
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    which is human resource development so
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    since the very beginning they start
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    putting out they start setting out a
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    plan for your training they start
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    deciding which trading courses you
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    should go for and what training needs do
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    you have and of course this thing is
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    another one-time thing it should
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    continue throughout your employment
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    until the day you retire or until the
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    day you design so now let's get more
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    specific when it comes to training and
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    development so some of the most common
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    things that you will see in
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    organizations are this employee
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    orientation employee orientation this is
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    why we said that it starts from day one
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    usually when do you get your orientation
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    in your very first day what your very
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    first week when joining a new
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    organization so orientation is kind of a
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    training skills and technical training
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    this is another activity of training and
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    development and then finally coaching
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    and of course counseling let's start
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    talking about coaching so when we talk
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    about coaching employees learn units
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    values and norms so when when we talk
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    about coaching we talk about what could
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    like basically making sure that the
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    employee understands the culture
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    understands how different units
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    different departments in the company
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    relate to one another what is the
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    relationship between the general manager
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    of marketing and the general manager of
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    Finance we're not talking about personal
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    relationships we're talking about
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    business relationships so in coaching we
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    focus on culture we focus on values we
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    focus on norms and arif the things that
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    are unwritten it's not necessarily
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    things that are only written like rules
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    and regulations and you know policies
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    and procedures we talk about these
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    things that are unwritten they sometimes
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    call it in English customs and
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    traditions customs and traditional
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    airavata collied so the the norms in an
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    organization we establish working
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    relationships and learn how to function
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    in in in our jobs so
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    this is what happens in general when
  • 00:09:58
    when you are involved in coaching now
  • 00:10:01
    when we talk about counseling so
  • 00:10:03
    counseling like in our college you have
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    a student counselor mr. Nicol at a be
  • 00:10:08
    silent shed the Tori so counseling is
  • 00:10:10
    about helping employees deal with
  • 00:10:13
    personal problems when you have a
  • 00:10:15
    personal issue in the college you go to
  • 00:10:17
    the student counselor the same thing
  • 00:10:19
    happens when you are an employee in an
  • 00:10:21
    organization when there's a personal
  • 00:10:22
    issue that is affecting your performance
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    on the job you go and visit a counselor
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    and typically the HR development
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    department is the is the is the unit
  • 00:10:34
    that is responsible for these things so
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    what are some of the personal problems
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    that could affect your performance
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    things like substance abuse substance
  • 00:10:44
    abuse so we talk about things like
  • 00:10:45
    alcohol or drugs as stress management of
  • 00:10:49
    course when when you are under so much
  • 00:10:51
    stress you this will affect your work
  • 00:10:54
    performance so you need someone to tell
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    you how you could manage that stress
  • 00:10:59
    smoking cessation
  • 00:11:02
    so of course smoking is a big problem
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    not only that it's not only a problem
  • 00:11:07
    that affects your own health but it
  • 00:11:10
    could go it could spread into affecting
  • 00:11:13
    your work performance as well so
  • 00:11:15
    sometimes companies offer you know
  • 00:11:18
    services that will help you quit smoking
  • 00:11:20
    and then of course things like fitness
  • 00:11:22
    nutrition and weight management when
  • 00:11:25
    someone is overweight when someone needs
  • 00:11:27
    to lose weight of course he needs help
  • 00:11:29
    he or she needs help and sometimes
  • 00:11:31
    organizations can offer help in terms of
  • 00:11:34
    such things now moving on to management
  • 00:11:39
    training and development of course the
  • 00:11:45
    way you train regular employees is
  • 00:11:47
    different from the way you train
  • 00:11:49
    managers the skills that are needed to
  • 00:11:54
    become a manager are different from the
  • 00:11:56
    skills that are needed to just become a
  • 00:11:58
    regular employee so there is a specific
  • 00:12:02
    specialization a specific focus
  • 00:12:04
    sometimes on how you train and develop
  • 00:12:08
    so what is the goal of this is basically
  • 00:12:10
    to ensure that managers and supervisors
  • 00:12:13
    have the KSA's remember knowledge skills
  • 00:12:17
    abilities needed to be effective so how
  • 00:12:22
    can I ensure that the manager of Finance
  • 00:12:26
    and the manager of engineering have the
  • 00:12:29
    necessary managerial skills in order to
  • 00:12:32
    supervise a big team of people so this
  • 00:12:35
    is called management training and
  • 00:12:37
    development so we there are a number of
  • 00:12:40
    methods that are used for this kind of
  • 00:12:43
    training and development to train
  • 00:12:45
    managers for example it is called
  • 00:12:47
    supervisory training so how to train
  • 00:12:50
    supervisors sometimes they use job
  • 00:12:53
    rotation job rotation you know rotation
  • 00:12:56
    is basically when they transfer you from
  • 00:12:58
    one department to another what is the
  • 00:13:00
    purpose what is the the reason for
  • 00:13:03
    rotation is to understand how different
  • 00:13:06
    units relate to one another
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    seminars so things like conferences
  • 00:13:11
    discussions and of course college or
  • 00:13:13
    university courses
  • 00:13:16
    now we talk about organizational
  • 00:13:19
    development or OD now organizational
  • 00:13:23
    development is a is a hot topic right
  • 00:13:25
    now a number of your colleagues who
  • 00:13:28
    graduated from the business department
  • 00:13:30
    now work as organizational development
  • 00:13:32
    specialists or analysts sometimes in in
  • 00:13:36
    some universities they teach it as a
  • 00:13:38
    separate course and there are specific
  • 00:13:40
    courses that are only focusing on
  • 00:13:43
    organizational development and specific
  • 00:13:45
    even departments sometimes in big
  • 00:13:48
    organizations which focus on the
  • 00:13:49
    function of OD so what is OD what is
  • 00:13:54
    organizational development it's a
  • 00:13:55
    process of enhancing the effectiveness
  • 00:13:57
    of an organization and its employees how
  • 00:14:01
    through planned interventions that apply
  • 00:14:05
    behavioral science concepts so OD is
  • 00:14:09
    about improvement OB is about enhancing
  • 00:14:12
    the effectiveness of the organization
  • 00:14:13
    making the organization more productive
  • 00:14:16
    more effective more efficient how do we
  • 00:14:19
    do this of course we will focus on
  • 00:14:21
    developing our employees by designing
  • 00:14:24
    some training sessions for them by
  • 00:14:27
    focusing on improving their behaviors so
  • 00:14:30
    what is involved we have macro and micro
  • 00:14:34
    changes we you both you have taken
  • 00:14:38
    microeconomics and macroeconomics so
  • 00:14:41
    when we talk about macro changes these
  • 00:14:44
    macro changes affect the entire
  • 00:14:46
    organization so macro changes focus on
  • 00:14:51
    the organization as a whole focus on the
  • 00:14:54
    organization in general micro is more
  • 00:14:57
    specific it targets specific individuals
  • 00:15:00
    specific groups specific teams
  • 00:15:03
    okay so organizational development
  • 00:15:06
    involves two main things improving the
  • 00:15:10
    organization how through improving its
  • 00:15:13
    people okay so in organizational
  • 00:15:16
    development the HRD professional works
  • 00:15:19
    as a change agent in order to facilitate
  • 00:15:22
    the change process and again this is
  • 00:15:26
    another hot topic called change
  • 00:15:27
    management there are separate courses
  • 00:15:29
    such as degree
  • 00:15:30
    separate certificates that are taken in
  • 00:15:32
    change management so it it emerged the
  • 00:15:37
    the concept of change management it came
  • 00:15:39
    from organizational development okay now
  • 00:15:45
    moving on to Career Development
  • 00:15:47
    the third variety of HRD so Career
  • 00:15:52
    Development is an ongoing process by
  • 00:15:55
    which individuals progress through a
  • 00:15:57
    series of stages each characterized by a
  • 00:16:00
    relatively unique set of issues themes
  • 00:16:03
    and tasks so again an a number of your
  • 00:16:07
    colleagues are now working as career
  • 00:16:09
    development analysts core career
  • 00:16:11
    development specialists what is create
  • 00:16:14
    development if you have would highlight
  • 00:16:16
    some of the key word the most important
  • 00:16:19
    thing is ongoing it means it never stops
  • 00:16:22
    like we mentioned in previous slides
  • 00:16:24
    these things start from day one and they
  • 00:16:26
    never end it's not a one-time deal so
  • 00:16:30
    it's an on-going process what we do what
  • 00:16:33
    what happens in this process you go
  • 00:16:36
    through a number of different stages a
  • 00:16:38
    number of different phases Marat Helmut
  • 00:16:41
    I did so cool Mar Holloman had all each
  • 00:16:43
    and every one of those stages is
  • 00:16:46
    characterized by different set of issues
  • 00:16:48
    themes and tasks in Kalmar Holloman Hadi
  • 00:16:52
    free her Mohan mad most airy-fairy her
  • 00:16:55
    on a certain if Fe her masseur and most
  • 00:16:57
    anything okay so this is how you
  • 00:16:59
    progress from one stage to another for
  • 00:17:03
    example when you start as a as a junior
  • 00:17:07
    analyst and then you stay as a junior
  • 00:17:10
    analyst for two or three years then you
  • 00:17:12
    become a senior analyst then you become
  • 00:17:14
    a supervisor and then you become a
  • 00:17:16
    senior supervisor then you become a
  • 00:17:18
    manager and a senior manager so this is
  • 00:17:21
    sometimes part of career development so
  • 00:17:25
    what is Career Planning then what is
  • 00:17:27
    Career Planning planning is when we
  • 00:17:30
    assess assess means evaluate assessing
  • 00:17:33
    individual skills and abilities in order
  • 00:17:35
    to establish a realistic career plan so
  • 00:17:39
    this is when we evaluate you evaluate
  • 00:17:42
    your skills evaluate your abilities
  • 00:17:44
    so that we can put a plan for you and
  • 00:17:46
    then Career Management is taking
  • 00:17:49
    necessary steps to achieve that plan
  • 00:17:51
    okay so what is Career Management is
  • 00:17:56
    making sure we make the managerial
  • 00:17:58
    decisions so that we implement the plan
  • 00:18:01
    that we set for you so let's move on
  • 00:18:08
    - one of the biggest challenges that
  • 00:18:13
    HRD is facing so the most important part
  • 00:18:18
    that it's the most important challenge
  • 00:18:20
    that HIV is being faced with is playing
  • 00:18:23
    a more strategic role in the functioning
  • 00:18:26
    of the organization again when we talk
  • 00:18:29
    about strategic we talk about future we
  • 00:18:32
    talk about longer term we talk about
  • 00:18:34
    bigger picture so of course we need
  • 00:18:38
    everything that happens in organizations
  • 00:18:40
    must be relevant to an organization's
  • 00:18:43
    mission vision goals objectives values
  • 00:18:48
    sometimes what happens is that there is
  • 00:18:51
    a lost connection between human
  • 00:18:54
    resources in general and the bigger
  • 00:18:57
    picture parts the goals and the mission
  • 00:18:58
    and the vision of the organization so of
  • 00:19:01
    course a major challenge for each RB is
  • 00:19:04
    to ensure that we are being aligned in
  • 00:19:08
    the motifs are we in what I was in when
  • 00:19:10
    I'm chief in upsell hot with the general
  • 00:19:12
    direction of the organization that our
  • 00:19:16
    function as human resource development
  • 00:19:18
    and the you know the future of the
  • 00:19:21
    organization are moving in the same
  • 00:19:24
    direction we should actually help our
  • 00:19:26
    organization prepare for the future if
  • 00:19:28
    you remember so of course while some of
  • 00:19:31
    the you know challenges is that we
  • 00:19:33
    sometimes are unable to participate
  • 00:19:35
    directly in strategic management and
  • 00:19:39
    then providing education and training in
  • 00:19:42
    concepts and methods of strategic
  • 00:19:43
    management and planning so basically the
  • 00:19:46
    field if you go back to the very first
  • 00:19:49
    couple of slides when we talk about what
  • 00:19:51
    HIV is focused here on the future part
  • 00:19:54
    so how can we make and be no prepare not
  • 00:19:58
    only our employees but our managers our
  • 00:20:00
    decision-makers how are you know vice
  • 00:20:02
    presidents and CEOs how do we prepare
  • 00:20:05
    them for the future what kinds of you
  • 00:20:08
    know skills and abilities that we need
  • 00:20:11
    to develop in them so that they can
  • 00:20:13
    become good decision-makers and make you
  • 00:20:15
    know good decisions for the sake of the
  • 00:20:17
    entire company and then of course
  • 00:20:19
    providing training to all employees
  • 00:20:22
    that is aligned with goals and
  • 00:20:24
    strategies they Magoon alisoncole che
  • 00:20:26
    you see a fill organization Lesley
  • 00:20:29
    McCune whatever see my motto pala but
  • 00:20:32
    ash Erica meaning it needs to be aligned
  • 00:20:35
    with where the organization is headed
  • 00:20:38
    everything we do must be inspired as you
  • 00:20:42
    kamusta have inspired by the
  • 00:20:44
    organization mission vision goals
  • 00:20:46
    objectives and all of these you know
  • 00:20:48
    bigger picture parts now HR d strategy
  • 00:20:53
    ok so what what's the deal with HR D
  • 00:20:56
    strategy we mentioned that we need to
  • 00:20:58
    ensure that everything is aligned would
  • 00:21:00
    be with the bigger picture you know on
  • 00:21:03
    general direction of the organization so
  • 00:21:05
    of course we need to contribute ideas
  • 00:21:06
    and information and recommendations we
  • 00:21:10
    need to give management we need to give
  • 00:21:13
    decision-makers in the company our ideas
  • 00:21:16
    and recommendations what things can they
  • 00:21:18
    do to improve the work environment to
  • 00:21:21
    make employees more productive to
  • 00:21:24
    improve efficiency and effectiveness ok
  • 00:21:27
    and then ensuring HR d strategy is
  • 00:21:31
    consistent with corporate strategies so
  • 00:21:33
    with the organization strategies this
  • 00:21:35
    alignment this alignment and then
  • 00:21:38
    provide education and training to
  • 00:21:40
    support corporate strategy Caban lazon
  • 00:21:43
    tallying will training courses that we
  • 00:21:46
    send our employees for must always
  • 00:21:48
    support the bigger goals and the
  • 00:21:51
    objectives of the organization and then
  • 00:21:53
    finally ensuring that all training is
  • 00:21:55
    linked to goals and strategies of the
  • 00:21:56
    company so cool little rattle it's a
  • 00:21:59
    vehicle HRD lesson to call aha a
  • 00:22:02
    lockable business sometimes the big the
  • 00:22:05
    biggest mistake that in organizations do
  • 00:22:08
    is that there isn't a connection between
  • 00:22:10
    their HR d or between their human
  • 00:22:13
    resources function in general and the
  • 00:22:16
    business direction of the company
  • 00:22:19
    now someone who works as a supervisor in
  • 00:22:22
    human resource development what is their
  • 00:22:24
    role Kalina Nutella fella each moment
  • 00:22:26
    less hassle Eastern known in human
  • 00:22:28
    resource development of course they do
  • 00:22:31
    human resource development
  • 00:22:33
    implementation they are the ones who are
  • 00:22:36
    responsible for implementing all of
  • 00:22:39
    these important parts that we discussed
  • 00:22:41
    just previously so making sure that
  • 00:22:44
    everything is aligned with the entire
  • 00:22:46
    strategy of the organization for example
  • 00:22:48
    and then when we talk about orientation
  • 00:22:50
    mean a chef's salad a cellular korean
  • 00:22:52
    tation of course it has to be a
  • 00:22:54
    supervisor or someone who works in the
  • 00:22:57
    in the Department of Human Resources
  • 00:22:58
    Development they are the ones who are
  • 00:23:01
    going to act as trainers supervisors
  • 00:23:04
    village holistic known in general in the
  • 00:23:06
    field of the same resource development
  • 00:23:08
    they are the ones who will provide
  • 00:23:09
    training they are the ones who will
  • 00:23:11
    serve also as coaches who manage has
  • 00:23:14
    earlier took the coaching and then they
  • 00:23:17
    are the ones who are also responsible
  • 00:23:19
    for career development we just discussed
  • 00:23:21
    create development we mentioned how its
  • 00:23:23
    you know an ongoing process different
  • 00:23:26
    stages you pass through different stages
  • 00:23:27
    mean less costly muscle Charlotte Addie
  • 00:23:30
    the human resource development people
  • 00:23:32
    and then finally identifying training
  • 00:23:35
    needs making sure that what kind of
  • 00:23:38
    training do you need and where should we
  • 00:23:41
    send you to in order to obtain this
  • 00:23:43
    training now an important concept in the
  • 00:23:48
    area of Human Resources is competency I
  • 00:23:52
    believe you have probably already taken
  • 00:23:54
    this concept before in previous courses
  • 00:23:56
    like principles of management and human
  • 00:23:58
    resources management as I decimal
  • 00:24:00
    Khattab regnal principles of management
  • 00:24:02
    is competency-based management so allows
  • 00:24:05
    them to a foolish man a competency like
  • 00:24:09
    briefly introducing competency it's a
  • 00:24:12
    mastery of skill so it's it's not only
  • 00:24:15
    as it's not only a skill it's when you
  • 00:24:17
    reach a level of mastery you know it
  • 00:24:21
    inside out so what are the competencies
  • 00:24:25
    needed for a human resource development
  • 00:24:28
    manager that in the Karuna in the
  • 00:24:30
    previous course for example human
  • 00:24:31
    resource management
  • 00:24:33
    facial competencies and Maharaj
  • 00:24:36
    really taja someone who is going to work
  • 00:24:38
    as a human resource manager so for
  • 00:24:41
    someone who is going to work as a human
  • 00:24:43
    resource development manager what do
  • 00:24:46
    they need in terms of competencies they
  • 00:24:49
    must have you know interpersonal
  • 00:24:52
    competencies meaning here for his own
  • 00:24:55
    communication they know how to build
  • 00:24:57
    good relationships with others
  • 00:24:58
    they must have personal competencies so
  • 00:25:01
    like things like attitude personality
  • 00:25:03
    and of course business and management
  • 00:25:07
    Lesley chefs have the economy end of the
  • 00:25:09
    brothel management doesn't cornering the
  • 00:25:10
    knowledge in terms of the business of
  • 00:25:13
    the organization remember we just said
  • 00:25:15
    that everything that you do in each R
  • 00:25:17
    and H Rd in particular must be aligned
  • 00:25:20
    with the company's business but hasn't
  • 00:25:23
    the family business turbine ignition
  • 00:25:24
    occur in order to you know to implement
  • 00:25:27
    some of those human resource development
  • 00:25:29
    activities and of course this list is a
  • 00:25:32
    non-inclusive non sorry non-exclusive
  • 00:25:35
    list minato is these are not the only
  • 00:25:38
    competencies that each of the managers
  • 00:25:40
    need that each of the managers are
  • 00:25:43
    required to have in order to become
  • 00:25:44
    successful minato unless the we legit
  • 00:25:47
    then like an Holly the main categories
  • 00:25:49
    let us say of what is needed
  • 00:25:54
    now the major tasks of HRD managers
  • 00:25:58
    official Atalissa will HRT managers they
  • 00:26:00
    promote HRD has means of ensuring
  • 00:26:04
    employees have competencies to meet
  • 00:26:07
    current and future job needs muhammad o
  • 00:26:10
    Muhammad Muhammad in home he had a
  • 00:26:13
    foolish Erica with decision-makers in
  • 00:26:15
    the organization what HRD can do for
  • 00:26:19
    them sometimes other managers in the
  • 00:26:22
    engineering department in the finance
  • 00:26:24
    department and the supply chain
  • 00:26:26
    department they don't really understand
  • 00:26:28
    what HR B can help them well can help
  • 00:26:31
    them work so your core task as an HR d
  • 00:26:35
    manager is to ensure that you let people
  • 00:26:38
    know you increase their awareness of
  • 00:26:40
    what HR d can can do for them and then
  • 00:26:44
    of course they establish the link
  • 00:26:46
    between HR d performance and
  • 00:26:48
    organizational effectiveness that the
  • 00:26:52
    quraan among guna it's on the
  • 00:26:53
    organizational level and then on the
  • 00:26:55
    individual level a bit early if you want
  • 00:26:57
    to improve the organization as a whole
  • 00:26:59
    you have to improve the employees so
  • 00:27:01
    this is this is what you do as an HR d
  • 00:27:04
    manager had in mind metal HR d people is
  • 00:27:06
    to establish that connection that link
  • 00:27:09
    and you let people know what is the
  • 00:27:11
    connection and the link between us HR d
  • 00:27:15
    people between people and then the
  • 00:27:17
    organization in general and then of
  • 00:27:19
    course finally developing measures of HR
  • 00:27:22
    the effectiveness that are tied to
  • 00:27:24
    profit Hina marble virus will move on
  • 00:27:29
    this is how you let managers know what
  • 00:27:31
    you can do for them managers and
  • 00:27:33
    decision makers CEOs and things like ten
  • 00:27:35
    people like that only understand things
  • 00:27:37
    in terms of numbers so show them in
  • 00:27:40
    terms of numbers what HR d can do in the
  • 00:27:44
    hasanul employees were warned 'his Anna
  • 00:27:46
    Adam had rehearsal in Angie Barbara
  • 00:27:49
    actor showed them these numbers so this
  • 00:27:51
    is what you do as a human resource
  • 00:27:54
    development decision-maker
  • 00:27:58
    well hidden the rolls and the outputs
  • 00:28:02
    for each of the professionals what
  • 00:28:04
    people who work in HR D do they act as
  • 00:28:09
    strategic advisors interesting
  • 00:28:13
    geologists adult in the department of
  • 00:28:14
    human resource development
  • 00:28:15
    what are you going to do you would act
  • 00:28:18
    as an advisor you give advice to
  • 00:28:22
    different employees about training and
  • 00:28:25
    education you help them when you help
  • 00:28:30
    the organization when it comes to
  • 00:28:32
    designing systems and developing those
  • 00:28:35
    systems so you assess management in
  • 00:28:38
    organizational HR design and development
  • 00:28:40
    you ensure that what you are you ensure
  • 00:28:44
    that you know everything that happens in
  • 00:28:45
    the organization is in line and is
  • 00:28:48
    aligned with what you know the general
  • 00:28:52
    direction of the organization so some of
  • 00:28:54
    your outputs is more efficient work
  • 00:28:56
    teams facial Italian turtle teacher what
  • 00:28:59
    are the results of this work is that you
  • 00:29:02
    the teams will be more efficient
  • 00:29:04
    of course quality should be improved and
  • 00:29:06
    then you you know you you you generate
  • 00:29:09
    and write reports about you know what
  • 00:29:12
    what's happening and then giving
  • 00:29:14
    recommendations you work as a consultant
  • 00:29:18
    of organizational design you give advice
  • 00:29:20
    on work system design and implementation
  • 00:29:23
    of change gonna change management is a
  • 00:29:26
    huge and important concept nowadays so
  • 00:29:28
    what is happening who is responsible for
  • 00:29:30
    this typically it should be the human
  • 00:29:33
    resource development people facial
  • 00:29:35
    output is in the teacher so what what
  • 00:29:38
    are the things that you will give to
  • 00:29:39
    your to your manager you will give them
  • 00:29:41
    recommendations on intervention
  • 00:29:44
    strategies you will give them you know
  • 00:29:46
    what is the plan for implementing this
  • 00:29:49
    new change in the organization learning
  • 00:29:53
    program specialist this is another thing
  • 00:29:55
    actually some of your colleagues if
  • 00:29:57
    they're alone and as learning and
  • 00:29:59
    development specialists learning and
  • 00:30:01
    development analysts so sometimes you
  • 00:30:03
    you are a trainer you actually give
  • 00:30:06
    courses in in your organization you
  • 00:30:08
    design the instructional plan you
  • 00:30:11
    develop and design
  • 00:30:12
    appropriate learning programs and then
  • 00:30:14
    you prepare all the material and
  • 00:30:16
    training aids so you are basically a
  • 00:30:19
    trainer what is the output program
  • 00:30:22
    objectives lesson plans and of course
  • 00:30:24
    intervention strategies Asia Latin
  • 00:30:26
    entertainer yaja what are the things
  • 00:30:29
    that you will give to the company
  • 00:30:30
    internal objectives of this program
  • 00:30:33
    he'll add a logical chapter there is a
  • 00:30:35
    Chino there are chapter objectives for
  • 00:30:37
    each and every training program do you
  • 00:30:39
    have to develop objectives and you also
  • 00:30:41
    since you are a trainer you will be
  • 00:30:43
    delivering a training course lazarum
  • 00:30:45
    that lesson plan a chalupa and inter
  • 00:30:48
    that you will follow in order to deliver
  • 00:30:50
    this training
  • 00:30:54
    you are of course an instructor and
  • 00:30:57
    facilitator you present materials you
  • 00:31:00
    leave and facilitate learning
  • 00:31:02
    experiences exactly like a trainer and
  • 00:31:05
    then you select of course the
  • 00:31:07
    appropriate methods and techniques for
  • 00:31:10
    training sessions and then you you are
  • 00:31:14
    the one who is responsible for the
  • 00:31:17
    management of the HRD program from A to
  • 00:31:20
    Z
  • 00:31:23
    you are a career counselor the current
  • 00:31:27
    alumni located development you are the
  • 00:31:29
    one who help and assist employees in
  • 00:31:32
    assessing the competencies and goals
  • 00:31:34
    Tim sickle employee had to fish Kudarat
  • 00:31:36
    oh what are their KSA is knowledge
  • 00:31:39
    skills and abilities what is their job
  • 00:31:41
    right now should they stay in this job
  • 00:31:44
    or shed should they you know transfer to
  • 00:31:46
    a different department and then how can
  • 00:31:48
    they progress gonna creative development
  • 00:31:50
    is all about progressing through
  • 00:31:52
    different stages KF that Lerman a junior
  • 00:31:55
    specialist ela senior specialist so what
  • 00:31:58
    skills and abilities and knowledge you
  • 00:32:02
    know you should develop and gain and and
  • 00:32:04
    improve in order for you to move up the
  • 00:32:07
    hierarchy of course outputs what's going
  • 00:32:10
    to happen you will do workshops you will
  • 00:32:13
    give career guidance a tub and I had Zoe
  • 00:32:15
    sessions and meetings in order to you
  • 00:32:18
    know discuss with these employees and
  • 00:32:20
    individuals their future career goals
  • 00:32:26
    and finally it's all about performance
  • 00:32:29
    so definitely you will give some advice
  • 00:32:32
    on what can we do in order to improve
  • 00:32:35
    performance the performance of
  • 00:32:37
    individuals the purple the performance
  • 00:32:40
    of employees and then the performance of
  • 00:32:42
    groups of entire departments and the
  • 00:32:46
    bigger picture part the a performance of
  • 00:32:48
    the entire business unit or organization
  • 00:32:52
    what are you going to do specifically so
  • 00:32:56
    that you can achieve this improvement in
  • 00:32:58
    performance you will give coaching you
  • 00:33:01
    will implement each of the programs
  • 00:33:03
    intersection was all our knowledge has a
  • 00:33:06
    list of local HR the department are the
  • 00:33:08
    ones who are going to design all these
  • 00:33:10
    programs and give you know
  • 00:33:12
    recommendations on how the company can
  • 00:33:15
    improve
  • 00:33:17
    you are also a researcher in the step -
  • 00:33:21
    Tobias the - H them have recent
  • 00:33:24
    developments in the field
  • 00:33:26
    Asian best practices in the in the
  • 00:33:29
    industry Aramco assured so we educate
  • 00:33:31
    America I should say we Jamar Erica FEMA
  • 00:33:35
    general business will management Asia
  • 00:33:36
    not very earthly to us alone in order to
  • 00:33:39
    improve organizational performance and
  • 00:33:42
    improve you know training effectiveness
  • 00:33:44
    of course you are going to give reports
  • 00:33:48
    you are going to design sometimes you
  • 00:33:50
    are the ones or you are the one who is
  • 00:33:52
    going to conduct some research and of
  • 00:33:54
    course based on that research you will
  • 00:33:55
    give your recommendation
  • 00:33:58
    finally some major challenges for HR
  • 00:34:03
    date columnar will be there I can and
  • 00:34:04
    the most important challenge which is to
  • 00:34:07
    play a more strategic role like in ena
  • 00:34:09
    some of the most common challenges that
  • 00:34:12
    are faced by HR deja rattle in each of
  • 00:34:14
    the last mission area increasing
  • 00:34:17
    diversity you have studied about
  • 00:34:19
    diversity in previous courses before for
  • 00:34:22
    example here in the kingdom when we talk
  • 00:34:23
    about diversity we talk about the
  • 00:34:26
    inclusion of more women in the workforce
  • 00:34:29
    eliminating the skills gap so we will
  • 00:34:32
    study later on something called a gap
  • 00:34:33
    analysis so making sure that you have
  • 00:34:36
    the required skill level in order to
  • 00:34:40
    perform your job then meeting need for
  • 00:34:44
    life long learning so in organizations
  • 00:34:49
    many gonna it's not a one-time thing
  • 00:34:52
    many bonds are we training model here
  • 00:34:53
    and then we forget about it we need to
  • 00:34:56
    make it you know the culture of the
  • 00:34:58
    organization well as of a year and my
  • 00:35:00
    firm had a few hanumana veena and
  • 00:35:02
    foursome so it becomes something that
  • 00:35:04
    they do all their life not only with us
  • 00:35:07
    in the company like in half they left
  • 00:35:08
    for other organizations so how can we
  • 00:35:11
    change their mindsets about this then
  • 00:35:13
    facilitating organizational learning
  • 00:35:15
    acknowledged gasolina hell how these are
  • 00:35:18
    like we are the people who should be
  • 00:35:20
    responsible for facilitating
  • 00:35:21
    organizational learning like and of
  • 00:35:23
    course this is a this is a challenge how
  • 00:35:26
    can we ensure that learning is being
  • 00:35:29
    implemented effectively
  • 00:35:31
    in the organization the godina this
  • 00:35:33
    phenyl ethical I had a feeling about her
  • 00:35:36
    through learning and of course finally
  • 00:35:38
    addressing ethics Lafayette alarm
  • 00:35:41
    alacrity at the Manor so how can we
  • 00:35:44
    ensure that you know we are following an
  • 00:35:47
    ethical code and that we train people in
  • 00:35:50
    terms of ethics in the organization and
  • 00:35:53
    then the last part is this is the
  • 00:35:56
    framework that we will study throughout
  • 00:35:58
    our course so for any
  • 00:36:03
    HRD process for any iterative process
  • 00:36:06
    this is the you know the framework that
  • 00:36:10
    they follow this these are the steps
  • 00:36:12
    that they follow to do anything with
  • 00:36:14
    with regards to each are d they assess
  • 00:36:17
    needs then they design programs they
  • 00:36:20
    implement these programs and then they
  • 00:36:23
    finally evaluate them sometimes this
  • 00:36:25
    thing is referred to as the Addie model
  • 00:36:28
    ad ie assessed design implement and
  • 00:36:32
    evaluate so this is the end of chapter
  • 00:36:37
    number one it was an introductory
  • 00:36:39
    chapter it in this chapter we have
  • 00:36:41
    talked about some of the most important
  • 00:36:43
    concepts in the field of human resources
  • 00:36:45
    development in future chapters we will
  • 00:36:48
    dig deeper into these steps so we will
  • 00:36:52
    talk more about assessment more about
  • 00:36:55
    design implementation and of course
  • 00:36:57
    evaluation and good luck see you on the
  • 00:37:01
    next chapter
Tags
  • Human Resources
  • HR Development
  • Training
  • Organizational Development
  • Career Development
  • Employee Skills
  • KSAOs
  • Strategic Alignment
  • Continuous Learning
  • Coaching