HR Planning

Role of Human Resource Development Manager

The role of manager of HRD (human resource development) consists of five separate but overlapping components referred to as subroles. Each is vital to the development of an efficient and properly managed HRD department. They include: (1) evaluator of the HRD program's impacts and effects on organizational efficiency, (2) management of the organizational learning system, (3) strategist responsible for long-term planning and integrating of HRD into the organization, and (4) marketing specialist responsible for the advancement of HRD within the organization through well defined and effective networks.

Key Components of Human Resource Development

There are three fundamental component areas of human resource development (HRD): individual development (personal), career development (professional), and organizational development. The importance of each component will vary from organization to organization according to the complexity of the operation, the criticality of human resources to organizational efficiency, and the organization's commitment to improved human resources.

HR Policy and Manual

HR policies vary considerably from one organization to another, depending on the age of the organization, its size, the nature of the workforce and the position regarding union recognition, but here are the main policy areas.

HRM Audit
The HRMA (Human Resource Management Audit) uses this framework to try to answer such questions as : Are the mission and strategy of the human resource organization designed to match the business strategy of the organization? Does the design of the human resource organization enhance its ability to accomplish its strategy? Are the kinds of people who run the human resource function good choices for the ongoing tasks?

Job Analysis
Job analysis is the process of determining the nature or content of a job by collecting and organizing information relevant to the job. A complete job analysis contains information relating to the following five factors, plus any others deemed appropriate to fully describe the nature of the job.

The Role of HRM in Knowledge Management

There are several roles that can be played by HR in developing knowledge management system. First, HR should help the organization articulate the purpose of the knowledge management system. Investing in a knowledge management initiative without a clear sense of purpose is like investing in an expensive camera that has far more capabilities than you

need to take good pictures of family and friends.

Critical Elements of HRD Effectivenss

The following article describes ten key points of HRD effectiveness. These critical elements are discovered through an extensive empirical research conducted by Neal Chalofsky and Carlene Reinhart. These research findings will definitely provide the foundation from which HRD practitioners can begin to effectively deliver the resources their organization need.

Job Analysis Interview Guide

Job analysis interview guide is a tool that can be used in conducting job analysis process. It describes list of questions that should be asked to explore the content of a particular job. What is the job's overall purpose? What the incumbent does and, if possible, how he/she does it?

Work Measurement Methods

The purpose of work measurement is to determine the time it ought to take to do a job.There are four main systems of work measurement. First, and most used, is time study. The second system, work sampling, is a statistical procedure for measuring work and requires an understanding of the techniques of statistics and probability.

Strategies for Designing and HRD Program

Jerry Gillet and Seteven Eggland (2002) identified for managers of HRD an eight-point strategy for designing cost-effective, reputable learning programs that can survive economic crises and internal/external changes affecting the organization. First, there should be a written HRD philosophy that states unequivocally that effective human resource development can improve performance (i.e., change behavior, produce results, increase productivity). This provides a framework for the HRD program. It also provides a common objective for each of the members of the HRD staff on which to focus their efforts.

Writing Job Description

Most widely used job description formats contain the following five sections: (1) job identification; (2) job summary or purpose; (3) job duties and responsibilities; (4) accountabilities; and (5) job specifications. The most important thing to remember is that all job descriptions within an organization should follow the same format.

Position Analysis Questionnaire (PAQ)

This is one of the most sophisticated and yet easily administered techniques to analyze job. The PAQ analyzes jobs in terms of 187 job elements. These elements are of a workeroriented nature, meaning that they characterize or imply the human behaviors that are involved in various jobs.

Assessment Questionnaire Instruments

There are some principles need to be considered when designing questions items for 360 degree assessment questionnaire. To be useful, they must be constructed carefully. A simple way to test each of your items is to ask if the item can be described as the following.

Work Study and Employee Productivity

Work study is the systematic examination of the methods of carrying on activities so as to improve the effective use of resources and to set up standards of performance for the activities being carried out. Work study then aims at examining the way an activity is being carried out, simplifying or modifying the method of operation to reduce unnecessary or excess work, or the wasteful use of resources, and setting up a time standard for performing that activity.

Job Time Study

Time study is a work measurement technique for recording the times of performing a certain specific job or its elements carried out under specified conditions, and for analyzing the data so as to obtain the time necessary for an operator to carry it out at a defined rate of performance.

Characteristics of Effective HRD Managers

Nadler and Wiggs (1986) identified nine characteristics of effective HRD (human resource development) managers. Each is viewed as essential to the development of a comprehensive and competent HRD program. First, HRD managers must have the ability to plan HRD activities that foster training, development, and education. These activities should be targeted at the needs of employees, supervisors, line managers, customers, and nonemployees of the organization.