L7 - SHRD

• Strategic Human Resource Development (SHRD)


  An important field in business management that focuses on improving employee skills, knowledge, and capabilities to contribute positively to the organization's success
• SHRD


  • Covers areas such as training and development, career development, and organizational development
  • A vital component of Human Resource Management (HRM), strategically aligning the development of individuals with the goals and objectives of the business
• The goal of HRD is not individual advancement but alignment with organizational goals, creating a win-win situation for both the employee and organization
• Training


  Focuses on technical skills and knowledge for current roles
• Development


  Focuses on managerial and behavioural skills and knowledge for future roles
• Training, Development and Human Resource Development are used interchangeably
• Training and Development are two main activities of HRD
• Strategic Human Resource Development (SHRD)


  The creation of a learning culture, where training, development and learning strategies respond to and shape corporate strategy
• SHRD


  • Vertically integrated with business goals and strategy
  • Horizontally aligned with other business activities
  • Actively encourages and supports employee learning, commitment and involvement throughout the organization
• SHRD is characterized as being quite mature in terms of strategic integration, with a downstream supporting role
• Training reflects a situation where interventions are viewed as remedial, designed to fix employee deficiencies and increase organizational efficiency
• Systematic Training Approaches to SHRD


  1. Identify HRD needs

  2. Plan and design HRD interventions

  3. Implement HRD interventions

  4. Evaluate HRD outcomes
• Systems Approach in Training and Development


  • Needs Assessments
  • Program Designs
  • Implementation
  • Evaluation
• Conducting Needs Assessment


  1. Organizational Analysis

  2. Task Analysis

  3. Person Analysis
• Training Program Design


  • Instructional objectives
  • Trainee Readiness and Motivation
  • Principles of Learning
  • Characteristics of Instructors
• Training-needs assessment


  1. Review job description and specification

  2. Identify activities performed and SKAs needed
• Task analysis


  1. List all tasks or duties

  2. List steps required to complete each task
• Person analysis


  1. Determine which employees require training

  2. Determine which employees do not require training
• Person analysis


  • Helps organization avoid mistake of sending all employees into training when some do not need it
  • Helps managers determine what employees are able to do when they enter training so programs can be designed to emphasize the areas in which they are deficient
• Training design should focus on


  • Instructional objectives
  • Trainee Readiness and Motivation
  • Principles of Learning
  • Characteristics of Instructors
• Instructional objectives


  Describes the skills or knowledge to be acquired and/or attitudes to be changed
• Trainee Readiness


  Refers to both maturity and experience factors in the trainee's background
• Trainee Motivation


  Individuals who are conscientious, goal-oriented, self-disciplined, and persevering are more likely to make a link between effort they put into training and higher performance on the job
• Training methods


  • On the job methods (Job Rotation, Coaching, Job instruction, Training through step by step, Committee Assignments, Internship Training)
  • Off the Job Methods (Vestibule training, Role Playing, Lecture Methods, Conference or Discussion, Programmed instruction, Audio Visual Methods, Computer Based training, LMS)
• Criteria for evaluating training

  • Reactions (what the learner felt about the activity)
  • Learning (the increase in knowledge and capability)
  • Behaviour (the extent of behaviour and capability improvements and application)
  • Results (The effect on the business or personal improvements)
• Traditional Career planning and development is no longer relevant in today's VUCA environment. Protean Career.
• Career planning and development


  Important for talent attraction and engagement
• Succession Planning


  Identify high potential employees for higher level positions within the organisation
• Learning Organisation


  A company that facilitates the learning of its members and continuously transforms itself. Enables them to remain competitive in the business environment.
• Knowledge management


  The process of capturing, developing, sharing, and effectively using organizational knowledge. A multi-disciplined approach to achieving organisational objectives by making the best use of knowledge.
• The focus on the approaches to HRD has moved on from learning organisation to knowledge management. This shift has been attributed to moves in developed economies away from low tech, labour intensive industries reliant on relatively low skill base to high-tech industries reliant on knowledge workers.
• Because knowledge workers are in relatively short supply they have become identified as the key source of sustainable competitive advantages consistent with the idea of core competencies and the resources based view of the firm.
• In the knowledge economy, added value is achieved through developing and utilising existing and new knowledge to enhances organisation efficiency, effectiveness and innovation.
• Where intangible, knowledge based assets become the most important currency in knowledge economy there is a premium on developing HRD processes strategically to capitalise on these assets.
• Facets of Knowledge Management


  • The means of capturing, storing, retrieving and disseminating information (information system perspective)
  • The development of a learning culture as a facilitator of knowledge management (learning is a subset of knowledge management)
  • The strategic perspective with emphasis on intellectual capital (a firm's competitive advantage depends more than anything on its knowledge, or, to be slightly more specific , on what it knows, and how fast it can know something new)
• Human Capital


  Knowledge, skills, experiences and competencies embodied in the workforce that, as an intangible asset, has value to the organisation. Acquired through life long learning and organisations HRD practices.
• Everyday job experiences and professional and social network contribute significantly to the accumulation of human capital.
• Intellectual Capital


  When human capital is utilized by the organisation to business advantages, it becomes intellectual capital.
• Social Capital


  The interpersonal glue that facilitate the intra and inter-group cooperation's and comprises such things as social networks, and shared values, norms and understanding.
• Social capital is the process that facilitates the translation of human capital into intellectual capital through a powerful conduit for learning and generator of unique and valuable knowledge.