Human Resource Development Strategies and On-the-Job Training Methods

Human Resource Development: Concepts and Interventions

HRD Definition and Purpose

Human Resource Development (HRD) involves continuous individual and organizational learning aimed at developing core competencies and the ability to adapt faster than rivals. Organizations viewed as learning systems benefit significantly from the collective learning of their human resources.

Potential HRD Intervention Areas (Gibb, 2002)

• Cognitive Capacities: Development of imagination, creativity, and decision-making skills (going beyond mere knowledge acquisition).
• Capabilities: Discrete abilities involved in effective performance.
• Behaviors: Learning and development focused on changing attitudes.

Investment Drivers

Investment drivers are often categorized by internal and external factors:

• Internal Factors: Internal labor market, changing organizational strategy, flexibility.
• External Factors: External labor market, new technology development, changing economic context.

Strategic Human Resources (Garavan, 1991)

Key elements for Strategic HR include:

• Integration with organizational missions and goals.
• Top management support.
• Environmental scanning.
• Line manager commitment.
• Existence of complementary HRM activities.
• Culture recognition.
• Emphasis on evaluation.

Major Options in HRD (Gibb, 2002)

• On-the-job learning
• Learning partnership
• Short training course
• Short external course

On-the-Job Training (OJT)

OJT is often the most common and effective training method.

OJT Methods

• Coaching and Mentoring:
  • Coaching: Interaction between a worker and a supervisor.
  • Mentoring: A senior employee guiding a junior employee/protégé.
• Job Rotation, Secondment, and Shadowing: Used for different tasks, multi-skilling, training entry-level managers, and providing back-up.
• E-learning: Delivered by electronic technology (Sloman and Rolph, 2003). Requires needs assessment and testing, multimedia delivery, and must be flexible and blended with other learning forms.

OJT Strengths

• Realism and applicability.
• Facilitates training transfer.
• Reduced training costs (no classroom needed).

OJT Weaknesses

• Lack of formal structure.
• Can perpetuate existing mistakes.
• Noise and production demands may reduce training effectiveness.
• Quality and safety may be impacted.

Line Manager's Role in HRD

Line managers act as catalysts for HRD (e.g., advisor, deliverer). Their role is crucial in supporting learning and development, ensuring these initiatives are taken seriously, and supporting the necessary infrastructure (culture, language, etc.).

Line Manager Involvement: Advantages and Disadvantages

Advantages of Line Manager Involvement

• Provides development opportunities for a wider range of people.
• Improves learning and development quality.
• Contributes to the transformation of human relations at work.

Disadvantages of Line Manager Involvement

• Less learning may occur due to business pressures.
• Managers may not be skilled as training specialists.
• A neutral third party may be needed for objective assessment.