Benefits of HRD Program to Employees and Organization - Coursework Example

Human Resource Development Program Name Institution Course Tutor Date Table of Contents Introduction ..........................................................................................................03 Overview of HRD Program.................………………………………………….03 Program Objectives................................................................................................04 Benefits of the Program to Employees and Organization..................................05 Designing HRD Program......................................................................................07 Learning Categories...............................................................................................08 Needs Assessment Phase........................................................................................08 Training Methods and HRD Practices...……………………………………......10 Implementation and Evaluation of HRD Program........................…………….12 Training and HRD Process Model........................................................................15 Training Outline and Training Materials..............................................................15 References..................................................................................................................19 Introduction Human resource development is important to any organization that seeks to achieve its goals and objectives within the stipulated timeline. In fact, an organization cannot virtually exist or function without human resources. Human resources must be regularly trained and developed in order to make sure that they are up to date with the job requirements. It also ensures that they are at all time effective and efficient. This process of training and developing organizational human resources is referred to as human resource development (HRD). Werner and DeSimone (2008, p. 04) defined HRD as a set of systematic and planned activities that an organization designs for purposes of providing learning opportunities to it members. These learning opportunities offer the necessary skills that are required in meeting the current and future job demands. Indeed, the focus of organizations today is workplace learning, development and performance. Therefore, the focus of this project entails planning, designing, delivering, and showing how HRD program that will enhance decision-making of individuals at my organization is evaluated. Overview of HRD Program The focus of an HRD program is developing knowledge, expertise and productivity of individuals in the organisation so as to benefit these individuals, various organisational teams and ultimately the entire organisation. Regardless of the position of an employee, HRD activities should start the moment a person is recruited and continue for the rest of his or her career. The HRD programs employed by an organisation should be capable of responding to changes in job. Furthermore, it must also integrate organisational long-term plans and strategies in order to ensure that the resources are efficiently and effectively used. Organisations can decide to conduct its development programs within the organisation or outsource it. It is often advantageous to carry out in-house development programs as oppose an outsourcing developing programs. This is because an organisation is assured that the content in the development programs is specifically and precisely tailored to fit the needs of the organization (Sims 2006, p. 174). A close working relationship between development personnel and managers is established as various development programs are being planned and developed for employees. According to Krishnaveni (2008) the success of a HRD program is dependent on the motivation of an individual to participate, learn and transfer what he or she has learned from the development program to his or her job. This transfer is crucial in improving the job performance. It is, therefore, important for HRD professionals to ensure that the HRD programs being carried out are clearly linked to the individual and organizational goals and strategies. Program Objectives The program is planned and designed to achieve the following objectives; • Identify the training needed in order to close the current competency gaps • Provide a strategy to help management support new learning and encourage employees to demonstrate new positive behaviour in the organisation • Discover needed training that helps employees align their performance with the organizational strategic direction • Identify the tools and information required by employees in moving towards new employment orientation • Identify performance gaps and offer strategies for dealing with it • Assist in succession planning through implementation of leadership development programs Benefits of the Program to Employees and Organization In planning and designing HRD program, the ultimate goal is to release and maximise the potential of human resources. The outcome goals of this program are thought in terms of the changes in the behaviour of employees. It is because for this reason that the organisational activities are organized with the specific predetermined processes and outcome goals. Moreover, in order for the program to benefit employees and consequently the entire organisation, individuals are made to feel that the activities of the program and overall outcomes are intended to benefit them. Essentially, the development program is designed to move both the employees and organisation towards new directions and the future. However, there is always a risk factor. This originates from the realisation that the future directions could entail change which most organizational members are afraid of and do not normally like. Nonetheless, it is important for the HRD program to assure employees that the development program is part of a strategy to help them achieve proficiency, efficiency and effectiveness in their operations. In fact, human beings are known to appreciate and value growth and development as an individual and will often seek it if it does not exist within their environment. The program will thus be beneficial to employees as it is intended to enhance their career growth and develop their knowledge, skills, and abilities. The HRD program proposed here, planned and designed to be used in my organisation will lead to some adjustments in the way activities are conducted. It is argued that operational changes improve the efficiency of the organisation (Gilley J.W, Eggland & Gilley A.M 2002, p. 155). Employees will be helped by the program to increase their skills, competencies and knowledge. In the end, they will have change and improve their behaviours. They will thus be responsible for implementing changes brought by the program and the new work structure. In this case, the improved performance of the employees leads to efficiency in the organization. The program is part of Employee Assistance Programs (EAPs) which is a significant element in management and development of human resources. Compton and McManus (2015, p. 32) assert that the efficacy of an EAP possesses strong implications for the functioning of people’s processes in an effective manner within the organization. Being part of the EAPs, the program will efficiently improve the organizational processes. Furthermore, it is expected that the program will result in employee engagement hence a more engaged workforce will be developed. Employee engagement is believed by many organizations to a dominant source of competitive advantage (Shuck, Rocco & Albornoz 2011, p. 301). In this time of globalisation and intense competition, any source of competitive advantage is really appreciated by the organisation. The program will increase the level of employees’ engagement with each other and with the management hence a cohesive workforce that is dedicated to achieving the set goals and objectives will be build. Career growth and development is view by employees as essential in achieving their own individual goals and objectives. The program will benefit employees by analysing their abilities and skills in matching personal growth and development to the organisational needs in a better way. This is achieved through a planned and organised program that is comprised of structured learning activities resulting in practical planning effort by employees as well as the organisation. As part of HRD program, training is necessary to help employees learn the basic skills needed to remain on their respective jobs. Additionally, development activities are tailored made by the program as a means of advancing careers of the employees. The HRD programs are a critical tool that benefits an organisation by increasing productivity and improving the attitude of employees towards work and the organisation (Gilley JW, Eggland & Gilley AM 2002, p. 156). Moreover, it results in the development of greater work satisfaction. This benefit is achievable because the program enhances the skills of employees and made them more effective in their work by improving their weak points in executing their duties. Overall, HRD is increasingly becoming a tool that organisations used in gaining and maintaining a competitive advantage. Designing HRD Program Once training needs have been identified, training objectives have been established and extent of the training and development have been decided, designing and implementing development programs capable of achieving those objectives is the next step (Sims 2006, p. 175). First, the content of the HRD program is outlined and defined. It is followed by a selection of most appropriate professionals to conduct the process. The training methods and development of the training materials that conveys the knowledge, skills and abilities identified in the training objectives is then selected. In general, designing phase entails selection of specific program objectives; development of appropriate lesson plan for the program; acquisition of appropriate training materials; determination of individuals who would deliver the program; selection of appropriate method(s) of conducting the program; and finally scheduling the program. Determination of the Program Content An important first step in the development of HRD programs is the creation of a detailed outline of the program intended to be established. The outline should include a summarised version of the training objectives, specific individuals to be trained, the specification of the development content and estimation of the time that training is expected to last. In addition, evaluation criteria should be also specified in the outline. The definition of the program content is the next step. In a nutshell, the content of the program specifies the material intended to be passed onto those individuals covered by the program. In other words, the focus is on what individuals will learn out of this program. Learning Categories The content of the program is grouped together in the following learning categories: • Cognitive strategies. These enable learners to be aware of the time and how intellectual skills and verbal information are used. • Attitudes. They are learned preferences important in carrying out various activities • Intellectual skills. Included here are the procedures, rules and concepts to be used in successfully accomplishing the assigned tasks. • Motor skills. In this category, basic human physical activities that include writing and using tools in the organisation are covered. • Verbal information. This is important in enabling individuals to state something about different organisational subjects. Needs Assessment Phase The HRD programs are designed and used for purposes of addressing a particular need or gap that is present in the organisation. Poor employee performance, inability to carry out the assigned duties efficiently or new challenges demanding some kind of change in the organisation are some of the needs HRD programs are intended to address. Identification of needs involves examination of the organisation, its environment, job tasks and performance of employees (Werner & DiSimone 2012, p. 27). This information is important and can be utilised in several ways. It can be used in establishing priorities for expending efforts of the HRD. It can also be used in establishing evaluation criteria and defining specific training and objectives of the HRD program. The HRD programs should be developed in a systematic manner with the organizational needs in mind because the objective of the programs is to contribute towards attainment of overall goals of the organisation. Needs assessment is a lengthy phase that takes up a lot of time and resources. At times, organisations conduct training without a careful analysis of its necessity hence being ineffective in the end. The needs assessment phase involves the systematic analysis of the job-related needs and specification of the training objectives in the organisation (Sims 2006, p. 170). The persons responsible for conducting organisational needs assessment must assess the strategy it needs to establish in a more careful manner. They should factor in the organisational resources available for training and the general philosophy regarding training and development of employees. Analysis of the present workforce is carried out at this phase and it includes assessment of the organisational strengths, weaknesses and capabilities. In this case, for purposes of the program to achieve its intended objectives, it is imperative to understand the extent to which the current workforce is motivated or unmotivated, skilled or not skilled and committed or not committed. For effective needs assessment, several sources of information should be used to gather information about needs assessment. It includes the development of surveys and/or questionnaires to be used in asking employees about areas they think needs training. Focus groups can be used by conducting focus groups sessions with the leadership of an expert. After the needs assessment is concluded, the objectives of the HRD program is established for meeting those needs. The completion of the needs assessment ushers in a new chapter in the designing of an HRD program. The data is now available for making crucial decisions about the program. Decisions that should be made include where and the type of the HRD program needed. Furthermore, the people that need to be trained are identified at this level as well as the conditions necessary for effective implementation of the program. Training methods that will be effective depending on the predetermined outcomes and objectives are identified after needs assessment is complete. Training Methods and HRD Practices After needs assessment and program objectives have been agreed upon, a program created, and learning categories and principles in mind, appropriate training and/or HRD methods must be chosen by the HRD professionals in the organisation. The training methods that have been selected to be used in conducting training is influenced to a great extent by the program objectives (Sims 2002, p. 116). Innovation and technological advancement have been realised in the past few years and it has led to an increased use of technology in the implementation of HRD programs. The traditional classroom delivery method has been replaced by the use of technology such as online initiatives. At times, technology is blended with other classroom techniques in order to take advantage of the benefits that the two provide. Moreover, using the two methods together makes training effective and enriching. HRD professionals can choose from various types of methods and materials in designing and delivering the program training initiatives. The HRD techniques that suit a particular program initiative depend on the program objectives, what to be learned and the cost. In most cases, multiple methods and training assistance tools are utilised. There are various training methods that can be used in implementing an HRD program. An important consideration in choosing training methods is to determine which ones are highly appropriate for the programs objectives (Sims 2006, p. 114). The knowledge, skills and abilities that employees will learn out of the program is also a crucial factor that determines the choice of the training methods. One of the training methods for implementing the decision-making enhancing HRD program is classroom lecture. The program intends to increase the decision-making of employees in their respective functional areas. The knowledge, skills and abilities and their level of expertise in making high thinking decisions have been factored out in choosing classroom lecture as an appropriate method. This method is appropriate because the material used in delivering of enhancing decision-making skills and knowledge is mostly factual. A classroom training space will be set up within the organisation in the organisation’s meeting room. This has several advantages than on-the-job training method that will not be used in this case. Classroom setting allows the use of various training techniques such as lecture, discussion, simulation and role-playing (Werner & DiSimone 2011, p. 174). It permits a more efficient delivery of training as it can accommodate a larger number of trainees and the setting can be designed to minimise distractions. Lecture and discussion are the two categories of classroom training that will be used. The lecture approach involves the oral presentation of information to trainees by the experts of the subject. The people who are expert in enhancing effective decision-making in the organisation will lecture participants about how they can enhance their workplace decision-making. It will be used with the discussion method whereby the trainer and trainees will engage each other. This is a useful technique as it will offer trainees an opportunity to ask for any clarification and get instant feedback from the experts. HRD is multifaceted which needs different concepts for employees to capture its core feature (Sung & Choi 2014, p. 03). In general, HRD programs are designed and implemented by the organisation so as to improve capabilities of employees. In turn, employees will be able to perform their tasks in a more effective manner hence meeting performance expectations. In implementing an HRD program, various dimensions of HRD practices and training methods should be used in order to achieve the program objectives. The exposure of HRD programs to employees led them to a favourable position of improving various task-related knowledge, skills and abilities. In exposing employees to various techniques that enhance their decision-making in the HRD program, experiential methods will be used. In particular, case studies will be employed. The case study method assists trainees to learn analytical and problem-solving skills (Werner & DeSimone 2012, p. 181). This is achieved through the presentation of a case about individuals who are required to make a decision or face a particular problem in an organisation. The reason that this method is used in this program is that employees will be given cases that are similar to those they normally face in the organization. In this way, their decision-making skills are enhanced and will find it easier to make decisions from the experiences in the case studies. This method facilitates the link between theory and practice hence will help trainees enhance and improve their decision-making and analytical skills. Business games and simulations is another training method useful in the implementation of this program. It is a method intended to develop or refine the decision-making skills of individuals (Werner & DeSimone 2012, p. 183). This method is chosen and prioritises because the overall objective of the program is to enhance decision-making of individuals. This method will perfectly deliver this objective because it is designed to perform this role. Its focus is basically on business management decisions but can be tailored made to fit into all decisions that need to be carried out in an organisation. Implementation and Evaluation of HRD Program The process of planning, designing and implementing HRD programs ends with the evaluation of the program. Implementation of the program is a critical phase which should be carried out by following a timetable and a training outline. If an organisation follows the set implementation procedure and outline, it is highly likely that the implementation process will be successful and objectives of the HRD program will be achieved. However, programs at times fail. Philips (2012, p. 09) identified lack of specific linkage between the program and strategies, challenges, and problems of the organisation as the most common reason for the failure of an HRD program. It is, therefore, paramount to conduct an evaluation to determine the failure or success of the HRD program. Werner and DeSimone (2011, p. 237) defined HRD evaluation as the ‘systematic collection of descriptive and judgemental information necessary to make effective HRD decisions’. Information that help in determining whether the HRD program in place is effective or not are collected by people tasked with the evaluation of an HRD program. Indeed, the purpose of HRD evaluation to determine whether HRD programs have achieved their objectives or not. Moreover, it is the process used to build credibility and support for the programs. In this phase, establishing the value of HRD programs is also done. The evaluation process of HRD programs can be carried out by using a number of frameworks and models. In general, the evaluation process of HRD programs entails selection of evaluation criteria, determination of evaluation design, conducting program evaluation or intervention and finally, interpreting results. Kirkpatrick’s approach is the most popular framework for evaluating HRD programs. It involves four levels; reaction, learning job behaviour and results (Kirkpatrick 2009, p. 26). Reaction level focuses on the reactions of trainees while learning entail evaluation of whether trainees learn what they were supposed to. The extent to which trainees changed their attitudes; improved their knowledge and increase their skills is measured at this level. The job behaviour level evaluates the extent of behaviour change of trainees as a result of the program. The last level, results, is the point where the whole process is put into perspective. The success of the HRD program is measured and evaluated whether it improved the effectiveness of the organisation or not. Although Kirkpatrick’s framework is the most popular and use model, many organisations do evaluate their HRD programs at all the four levels. In evaluating an HRD program, the collection of data is very important. Information on individuals, system-wide and economic data can be collected. Interviews, observation, simulations, tests and surveys are some of the methods for collecting data (Werner & DeSimone 2011, p. 237). All these methods have their advantages and disadvantages. It is, therefore, prudent for HRD professionals to choose data collection methods that are more advantageous, reliable, valid and practical. The roles of each individual in the implementation of the HRD program should be clearly outlined to avoid any conflicts. In this case, roles are expected set of behaviours and performance norms which reduces ambiguity, conflict and overload (McClenagan 2015). Generally, HRD evaluation steps involves needs analysis; determination of explicit evaluation strategy; obtaining reactions of participants; development of instruments for measuring results; and planning and executing evaluation strategy. In the end, the results of the training and effectiveness of the HRD program must be measured against costs. Training and HRD Process Model Adapted from Werner and DeSimone 2011 Training Outline and Training Materials The following is the training outline and lesson plan that will be used in the implementation of the HRD program used to enhance decision-making of the organisational members. The training will only be successful when there are enough resources to implement the program objectives outline in the training outline. Resources are the material and personnel needed to plan, design, implement, and evaluate HRD initiatives (Sims 2006, p. 91). In this case, it is resources needed planning, designing, implementing and evaluate an HRD program that will enhance decision-making making of the organisational members. Among the materials needed in the training are the training or program outlines, plans for the different sessions and materials to be used by the trainees. The materials needed by trainees include handouts explaining how to enhance decision-making; case studies to be evaluated by the participants and workbooks. Furthermore, evaluation sheets are required by the trainers to assist them in evaluating the work and participation of the trainees. Session plans are important to improve the training process and avoid any confusion among trainers and trainees. In this era of technological advancement, audio-visual aids will be of paramount importance. It will make the training easier to conduct and becomes more interesting to the trainees. Training Program Objectives Target participants Assertiveness Training Appreciation of art of active listening in order to make effective decisions Anticipate and avoid common misunderstandings How to anticipate and avoid some common organisational misunderstandings How to practice and implement assertive communication Management of challenging conversations All employees Team Problem Solving and Decision Making Definition of problems in a correct manner Distinguish between symptoms and causes Distinction between symptoms and causes How to use appropriate analysis tools in analyzing root causes of a particular problem Distinction of preventive, correction and corrective actions Identification of the right solutions by using the appropriate tools for making decisions All employees Leadership and Management Development Basic Leadership and Management Description of team building process Identification of basic tools for management and decision-making Managers and prospective managers Performance Management Description of tools for Designing and implementation of policy mechanisms Development of employees capability to perform through coaching, mentoring and training Performance Monitoring techniques Appraising performance Rewarding and recognition of performance Communication Skills Enhancement Programs Basic Business English Reviewing rulers of grammar and their application Passing exam in order to test competency of communication Ability of being more confident with the individual communication skills Identified employees Presentation and Enhancement Skills Assessing strengths and identify areas that need to be improved as presenters and speakers among trainees Learning and practicing techniques used for carrying out effective presentations Manage interactions with the audience Management of audience interactions Responding to difficult questions and situations in a more effective manner Using presentation tools in a more effective manner How to use presentation tools Building of action plan for development of presentation skills Identified employees References Brad Shuck, M, Rocco, T. S & Albornoz, C. A 2011, ‘Exploring employee engagement from the employee perspective: Implications for HRD’, Journal of European Industrial Training, vol. 35, no. 04, pp. 300-325. Compton, R. L & McManus, J. G 2015, ‘Employee Assistance Programs in Australia: Evaluating Success’, Journal of Workplace Behavioral Health, vol. 30, no. 1-2, pp. 32-45. Desimone, R. L & Werner, J. M 2012, Human resource development, 6th edn, South-Western Cengage Learning, Victoria. Gilley, J. W, Eggland, S. A & Gilley, A. M 2002, Principles of human resource development, 2nd edn, Perseus, Oxford. Kirkpatrick, D. L & Kirkpatrick, J. D 2010, Evaluating training programs: The four levels, 3rd edn, Accessible Publishing Systems, Sydney. Krishnaveni, R 2008, Human resource development: A researcher's perspective, Excel, New Delhi. McClenaghan, P 2015, Assessing HRD Needs, Designing, Implementing and Evaluating HRD, UNE Business School, Armidale, NSW, Australia. Phillips, J. J 2012, Handbook of training evaluation and measurement methods, 3rd edn, Routledge, London. Sims, R. R 2002, Organizational success through effective human resources management, Quorum Books, Westport. Read More