Developing a HRD strategy

Chapter 3
Mankin: Human Resource
Development
 Definitions (1)

• Vision: an image of what the organisation will

look like in the future. It is, in effect, a
visualisation of the future and therefore is
aspirational.

• Mission: an articulation of how the vision will

be achieved setting out the principal goals
and summarising key organisational values.
A linear strategic process
The principal internal factors
influencing HRD
 Definitions (2)
• Strategic HRD: when HRD strategy, policies,
plans and practices are vertically and
horizontally aligned and learning is
embedded in the organisation’s strategic
processes.
• Resource based view (RBV): based on the
assumption that organisations can develop
human and technical resources that help the
organisation secure competitive advantage
but are difficult for competitors to imitate.
 Differences between intangible and
tangible resources

• Intangible assets impact indirectly on value

creation.
• The value of intangible assets is context-
specific.
• Intangible assets provide potential value.
• Intangible assets need to be horizontally and
vertically aligned.
(Kaplan and Norton, 2004)
The strategic process simplified:
vertical and horizontal alignment
 The elements of horizontal
integration
• Operational integration: creating a
standardised technological infrastructure.
• Intellectual integration: creating a shared
knowledge base.
• Social integration: creating bonds between
employees that stimulate knowledge sharing.
• Emotional integration: creating a common
purpose and shared identity.
(Ghosal & Gratton, 2005)
A strategic process for HRD
Step 1: Analysis of external and
internal environments
Step 2: Identify sources of competitive advantage
Step 3: Identify HRD strategic choices
HRD strategy choices
Step 4: Implement HRD strategy
 HRD plans: ACTION
• Accuracy (i.e. the plan reflects the needs of the business).
• Clarity (i.e. the plan uses language that all employees can
understand).
• Timeliness (i.e. the plan is published in advance to give all
stakeholders an opportunity to reflect on the proposals).
• Informative (e.g. the plan specifies who is to be trained; when;
why; solution/intervention selected; duration; cost).
• Ongoing (i.e. the plan is used as a working document and
updated as required; it is not simply an annual publication which
gets filed and forgotten about).
• Names (i.e. people feel happier about contacting a named
person rather than a job title).
Step 5: Monitor and evaluate implementation
 How HRD can support organisational
capabilities
Source of competitive Innovation Customer service
advantage
Capabilities Creativity and problem solving Empathy and interpersonal skills
Requirement R&D personnel to be Sales and customer service
knowledgeable in the latest personnel to demonstrate high levels
thinking in their specialist areas. of product and technical knowledge
and high standards of customer care.
Training, learning and Attending courses, conferences, Attending courses on product and
development seminars, inter-company visits; technical knowledge, and customer
self-managed learning. care; being coached by experienced
colleagues.
Career development Presenting papers at conferences; Participating in development centres
and lifelong learning developing social networks
Organisation Nurturing informal learning in the Empowered learning and self-
development/ workplace; facilitation of manage teamwork
organisational knowledge creation and sharing
knowledge & learning processes.

Table 3.1. Examples of how HRD can support organizational capabilities

 Strategic role options for the HRD
practitioner

• Guerrilla fighter
• Politician
• Idealist
• Administrator
• Change facilitator
 Barriers to strategic HRD
• The lack of incentives for organisations to invest in
HRD activities, such as training and development
interventions.
• The lack of incentives for individuals to invest in their
own development.
• The lack of a well formulated business strategy or
effective strategic planning process; the continued
dominance of short-term financial pressures; the
continuance of the perspective that HRD does not
have a strategic-level role.
• The inability of HRD practitioners to promote the
need for a HRD strategy.