Strategic HRD

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-Increasing importance of: Visioning + credibility + people skills + leadership

-summary of the 5 studies: HR professionals would need key roles: change Agent/ HR strategist / HR functional aligner / Partner to general managers / Problem solver and consultant.

-Vertical Integration Model: What is the trend? What causes the trend? What are the likely consequences of the trend? What action plans should be formulated to address the trend? What HR leadership competencies are necessary to implement the action plans?

-Horizontal Integration Model: What business needs require change from HR?-What changes are needed from the HR function?-What changes are needed from each HR functional area? How and when should the changes be implemented? – How should the changes be communicated and who should be involved in making them? – How will results be measured, and how will continuous improvement be ensured?

Finally, the various key trends that are constantly reshaping the HR profession are the following: Changing technology, increasing globalization, continuing cost containment, increasing speed in market change, and growing importance of knowledge capital, increasing rate and magnitude of change.

Handout:

As members of the learning and performance profession, a field that proves itself through promoting learning and developing others, collectively we have the power to change and reposition ourselves. But the question is, What will it take for each of us to excel and make a difference in our field? The ASTD competency study, “ Mapping the Future: Shaping New Workplace Learning and Performance Competencies,” was conducted in part to tackle this question.

A defined set of competencies is a hall-mark of a true profession, and the practice of creating and supporting a competency model is a key role of a professional association.”

Provide their organizations with an even higher level of value and service.

Long-term benefits for humankind. It defines the profession in the context of its strategic contribution to performance, and tries to balance the financial and business goals of institutions with the welfare of the people who are doing the work.

The importance of HR rises as this increases:

-uncertain economic conditions

-new organizational structures

-global communication technology

-Diversity in the workplace

-The accelerated pace of change

-Concerns about security and the effectiveness of governments to provide protection have increased people’s anxiety

-Technology, especially the internet

- Ethical lapses at the highest levels in large.

The model is intentionally broad.

Competencies, areas of expertise, and roles embedded into the architecture.

The model is specific with specific key actions.

A data driven approach.

Definitions and knowledge areas associated with its components.

Building Blocks:

- Foundational competencies: Those competencies are desirable regardless of an individual’s area of expertise(specialization) or role though not all workplace learning and performance practitioners will need each of them to the same extent.

3 types of competencies form the foundational one:

*Interpersonal competencies (Building Trust-Communicating effectively-Influencing stakeholders-Leveraging diversity-Networking and partnering),

*Business management competencies (Analyzing needs and proposing solutions-Applying business acumen-Driving results-Planning and implementing assignments-Thinking strategically), *Personal competencies (Demonstrating adaptability to changing economic/political/cultural/or technological conditions-Modeling personal development)

- Areas of professional expertise: AOEs are the specific technical and professional skills and knowledge areas required for success in the workplace learning and performance field. They are focused application of the foundational competencies.

-Career planning and talent management: promoting individual growth and organizational renewal

- Coaching: interactively help individuals and organizations develop more rapidly and take action

– Delivering training

– Designing learning: learning interventions to meet ends

– Facilitating organizational change

– Improving human performance: cost-effective and ethically justifiable solutions to close performance gaps.

– Managing organizational knowledge: knowledge-creating and sharing entity

– Managing the learning function: leadership in developing human capital

- Measuring and evaluating: able to assess the impact of learning and lead overall measures of system effectiveness.

“On average, most professionals in the learning and performance field spend the largest share of their time in designing learning and delivering training. The bottom line is that learning and performance practitioners often cross over multiple areas and must apply a broad range of skills.”

- Roles: Roles aren’t the same as job titles; they’re much more fluid depending on the work or project. They are broad areas of expertise and responsibility.

–Learning strategist: planning and implementation of learning and performance improvement strategies based on an analysis of the effectiveness of existing learning and performance-improvement strategies.

- Business partner: an overall implementation strategy that includes evaluating impact on business performance.

- Project manager: communicates purpose, ensures effective execution of an implementation plan