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Contemporary Developments in HRD
Transcript of Contemporary Developments in HRD
Group:The Fabulous Five
Claire, Michael, Robin, Sara & Susan
So what is Human Resources Development?
“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.”
Werner & DeSimone 2006
Contemporary Developments in HRD
Learning Models - Cycles & Styles
Aims & Objectives
Critical comparison of academic HRD models
HRD Models and cross cultural considerations in contemporary organisations
Evaluate the use of new technologies in HRD interventions
Honey & Mumford
Honey & Mumford (1993)
Learning styles are too simplistic
Fails to take into account ways of learning other than experiential
Focus on the learning style of western cultures
All styles, no substance!
- no serious academic validity
A crude tool for evaluating learning styles, but does give learners self awareness
However - trainers rarely adapt to the audiences needs
Buckley & Caple (2004)
Winter (1995) HRD Integrating Model
Comparisons between Buckley & Caple and Winter
"Winters' approach differs from Buckley and Caple - with the identification of training needs being replaced by the identification of organisation’s objectives or strategy"
The common 'Skills Gap Analysis' undertake by organisations closely follows this systematic approach favoured by Winter.
However considering Buckley & Caple's three levels of assessment, Organisation, Occupation and Indiviudal, this may be a more thorough model to use.
Triggers for HRD Interventions
“Health and safety training is particularly important, eg when people start work, on exposure to new or increased risks and where existing skills may have become rusty or need updating”
Changes to Legislation
- current changes to calculation of holiday pay
- consumer rights protections such as CEAR Act (2007)
- changes to shared parental leave & pay
Outsourcing / Structural Changes
New role training & development
Cross cultural training
Relocation of process streams
Changes in Technology
New systems & processes
Introduction of Social Media to the workplace
Bring your own devices
Risk / needs analysis
Coaching & mentoring
Conduct vs. capability
'Offshoring' back office processes
45 work streams re-designed and moved to India
800 new staff to train
Redesign of internal workstreams in line with Lean Principles
Fit with Cultural Considerations
Process Mapping - equalises understanding across teams
UK process owners travelled to India to deliver face-to-face training
Followed up with on-floor coaching during go live
Short timescale for in-country support
Weekly / Bi Weekly / Monthly
Mirrored UK QA programme
Used as benchmark for further intervention
Also used to monitor withdrawal timeline
Teleconferences and Web-Ex
Offshore Support - continued dedicated support for Indian operations.
Continually monitor exceptions from processes as a trigger for new / further interventions
Use of Emerging Technology at EDF
Integrated Workflow software enforces process learning
Mandatory training delivered electronically to all staff worldwide
MyCampus, Virtual Learning
- also acts as a MOOC library
CXO Level Sponsorship,
- Launching "the beginning of the digital learning adventure
CEO support from Vincent de Rivaz
"The new innovation in the use of new technologies to deliver our training agenda"
Available on Mobile Devices
Honey & Mumford's Styles
Hofstede's Cultural Dimensions
Buckley & Caple in Action
Staff groups were arguing
Tasks were not completed
Specific to one physical area of the organisation
Closing the Cycle
Using Emerging Technology
In information working environments, great!
Manual Roles / Service Industry - is it practical?
- IT Literacy
- Ease of Access
Is it a distraction?
Learning by rote vs. action learning
**Millenials in the workplace**
A Final Thought...
The Strategisation of HRD
A whole organisation approach
Robust evaluation and measurement
Focus on business results