Tutor: Kevin Haslam
Contemporary Developments in HRD
(5HRD)
Cohort: Waterloo
Date: July 2013
Copyright Selhurst Consulting Ltd
Contemporary Developments in HRD
(5HRD)
LO3: Understand the role and contribution of HRD practice
to developing different categories of employees and
organisation functions.
3.1 Evaluate a range of theories and models applied to
professional, management and leadership development.
3.2 Compare and contrast the use of a range of HRD
interventions for a range of employee groups and
organisation functions.
Developing Managers &
Leaders
HR Professionals should develop individual tailored
solutions to adopt a strategic approach to management
development.
Consideration should be given to availability of talent and
developing talent pipelines within the organisation.
Discuss!
https://www.youtube.com/watch?v=s-poQaPPJbQ&feature=related
Qualities required of excellent
managers and leaders
There are a number of theories which focus on the learning process and its
application to the human resources:
• Instrumental learning theory– improving efficiency and effectiveness on the
job once basic standards have been achieved
• Cognitive learning theory– utilising information to acquire knowledge and put
into context
• Affective learning theory– development of attitudes and/or feelings to a
particular area
• Reinforcement theory– focuses on behaviouralism in that the belief is that
individuals can be conditioned and will change their behaviour based on a
response to events or stimuli (e.g. a pay rise, threat of a warning)
Qualities required of excellent
managers and leaders
There are a number of theories which focus on the learning process and its
application to the human resources:
• Social learning theory– enhancement of learning through social interaction
and the sharing of knowledge, ideas and solutions
• Experiential learning theory– more self directed, where individuals learn from
their experience and importantly reflect on how they can develop and apply
their learning further to new situations
Management Development
The role of the effective HR practitioner (and indeed the HRM/HRD function) is to
provide the necessary support, advice and development of strategies/frameworks
to enable the ongoing development of managers and their staff.
• encourage managers to feel empowered to undertake self-directive
development
• identify and develop learning strategies that can facilitate the development of
both directed and self-directed learning
• Internally, secondments, job rotation and enrichment along with career
development processes can be encouraged.
• informal learning can be planned and structured and can be particularly
relevant as individuals can learn on the job and put their learning into practice
(experiential learning).
Management Development
Formal learning involves a combination of on and off-the-job
interventions, which can include:
• Coaching– solutions based, non-directive approach to developing a
particular skill or skills. Coaches are utilised to help the coachee to
focus on specific areas
•
Mentoring– utilises the same non-directive approach as coaching, but
focuses on longer term development. Mentors are utilised to help the
mentee to discuss pertinent issues and occasionally seek advice in a
non-directive way over a longer period of time
• Job enrichment/enlargement– undertaking new duties to enhance
skills and knowledge
Management Development
• Collaborative working arrangements– action sets/communities of
practice allows the sharing of ideas and views within networks
• Job shadowing– observing more experienced individuals or others in
other functions/organisations in order to develop more flexible skills
and knowledge
•
Secondments– gaining wider experience (and knowledge and skills)
within and outside the organisation in order to develop new ways of
thinking or to identify enhanced synergies between functions/networks
•
E-learning– provides learning via technology and through web 2.0
(social networking) encourages knowledge sharing and collaboration
Leadership Development
Jack Welch Style (2001)
• There is only one way - the straight way. It sets the tone of the
organisation.
• Be open to the best of what everyone, everywhere, has to offer;
transfer learning across your organisation.
• Get the right people in the right jobs - it is more important than
developing a strategy.
• An informal atmosphere is a competitive advantage.
• Make sure everybody counts and everybody knows they count.
• Never underestimate the other guy.
• Understand where real value is added and put your best people there.
• Know when to meddle and when to let go - this is pure instinct
John Adair's Action Centred Leadership
(1981)
John Adair's Action-Centred
Leadership model is represented
by Adair's 'three circles' diagram,
which illustrates Adair's three
core management
responsibilities:
• achieving the task
• managing the team or group
• managing individuals
John Stacey Adams – Equity Theory
Inputs
Equity
Dependent on comparing
own ratio of input/output
with ratios of 'referent'
Outputs
Inputs are typically: effort,
loyalty, hard work,
commitment, skill, ability,
adaptability, flexibility,
tolerance, determination, heart
and soul, enthusiasm, trust in
our boss and superiors, support
of colleagues and subordinates,
personal sacrifice, etc
People need to feel that there
is a fair balance between inputs
and outputs. Crucially fairness
is measured by comparing
one's own balance or ratio
between inputs and outputs,
with the ratio enjoyed or
endured by relevant ('referent')
others.
Outputs are typically all
financial rewards - pay, salary,
expenses, perks, benefits,
pension arrangements, bonus
and commission - plus
intangibles - recognition,
reputation, praise and thanks,
interest, responsibility,
stimulus, travel, training,
development, sense of
achievement and
advancement, promotion, etc.
Tapping Talent
https://www.youtube.com/watch?v=5JWuI2ht1Ck
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Work experience /internships
Vacancy listings - online
Careers Services campus fairs
Prospects Directory
Employer information
Sector specific campus fairs
TARGET by sector series
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Contribution of the HR Professional
Map
1. Insights strategies and solutions
2. Leading HR
3. Organisation design
4. Organisation development
5. Resourcing and talent planning
6. Learning & Talent Development
7. Performance and Reward
8. Employee Engagement
9. Employee Relations
10. Service Delivery Information
1.
2.
3.
4.
5.
6.
7.
8.
Curious
Decisive Thinker
Skilled influencer
Driven to deliver
Collaborative
Personally credible
Courage to challenge
Role model