BMO2000: HUMAN

RESOURCE
MANAGEMENT
Talent retention and development
SHRM – OUR MODEL AND THIS TEXT
 Learning objectives

1. Define and discuss terms related to learning & development at work.

2. Recognise the importance of HRD in retaining key people.
3. Describe the systems approach to learning and development.
4. Outline contemporary approaches in learning & development (for
employees and management).
5. Understand the connections between HRD & ethics.
 INTRODUCTION
• Once employed, the critical challenge is how to retain
staff
• Lifelong learning has become vital to the success of
modern organisations
• Benefit both the organisation and the individual
 SOME INITIAL DEFINITIONS
• HRD can be defined as ‘the combined use of learning
and interpersonal strategies and practices within an
organisation to accomplish high levels of individual and
organisational effectiveness’.
• Training is a more specific term used to describe
generally short-term formal and semi-formal methods
of transferring basic knowledge and skills to
employees.
• Development is usually a longer-term process focused
on the acquisition of more complex and deeper
competencies
– p. 287 of the textbook.
 THE CHALLENGES OF SUPPLY
AND DEMAND
• The crisis for labour supply
• The need to ‘grow our own’
• Economic recession poses challenges for the skill
enhancement of labour
• Continue to be part of the global landscape.
Reflective question (Bratton & Gold 2012)

Who should have responsibility for ensuring a

supply of skilled people – the government,
individuals or employers?
CRITICAL ISSUES
LEARNING AND DEVELOPMENT
INDUCTION AND ORIENTATION
• The formal process of familiarising (or ‘orienting’) new
employees with the organisation, their job and the work
unit.
• Continuous process/ Cooperative endeavour: HRM
department, manager, new employee
• Reduce employee anxiety
• Checklist approach
• Follow-up & evaluation of induction program
 A SYSTEMS APPROACH
TO HRD
Emphasises:
•HRD needs analysis
•formulating instructional objectives
•developing learning experiences
•establishing performance criteria to be met
•obtaining evaluative information.
 DEVELOPING EMPLOYEES
• On-the-job learning: instruction is given to employees by a
supervisor or a senior employee

• Off-the-job learning provides employees with

development opportunities in settings away from their
usual workplace:
– classroom and laboratory training methods
– simulation method
– apprenticeship training and internships.
 CENGAGE VIDEOS

Compare & contrast the HRD practices at

Scripps Memorial Hospital & Metropolitan
Bakery.
 Reflective questions (Bratton & Gold
2012)

• How much of your learning is achieved

informally? Who influences such learning?

• How do your peers, colleagues and/or

managers influence everyday learning where
you are?
 DEVELOPING LEADERS
• The most effective way is through the use of mentoring

• Conferences, seminars and workshops

• Case studies

• University and TAFE education.

 MENTORING
• Executives and managers advise and encourage employees of
lesser rank
• Informal or formal
• Can be divided into two broad categories:
– career functions
– psychosocial functions.
TECHNOLOGY-BASED LEARNING

• e-learning
• m-learning
Advantages & disadvantages – e-learning
(Stone 2017)
ETHICS AND HRD
 Class activities
Activity 1:
HR Manager’s pitch: Prepare a one-minute verbal presentation, outlining why your
organisation should:
•Consider e-learning
•Conduct diversity management training
•Evaluate all training and development activities

Activity 2:
Mini-survey