FRAMEWORK OF HUMAN

RESOURCE DEVELOPMENT

Reporter:
Jane Kathryn R. Nobleza

What is HRD?

What is HRD?

HRD FRAMEWORK

HRD
FRAMEWORK

A Framework for the HRD

Process

Werner & DeSimone (2006)

The HRD Process: A DImE

Werner & DeSimone (2006)

Definition Of Need:
Before delving deep into need assessment, it is of
paramount importance to know, what is the meaning of
need.
Need- The concept of need refers to a discrepancy or
gap between what an organization expects to
happen and what actually occurs.

Various Types of Needs

Performance

Diagnostic
Factors that can prevent problems from occurring

Analytic
Identify new or better ways to do things

Compliance
Mandated by law or regulation

Need Assessment

a)
b)
c)
d)

A process by which an organizations HRD needs are identified

and articulated.
It identifies:
an organizations goals and its effectiveness in reaching these
goals.
Gaps between current skills and the skills needed to perform the
job successfully.
Gaps between employees skills and the skills required for effective
current job performance.
The conditions under which the HRD activity will occur.

WHAT ARE ITS Benefits?

Through

needs assessment, we try to answer

questions like:
1. Need for the needs assessment,
2. Accomplishment of type of learning,
3. Expected changes in the behavior and
4. Probability of achieving the results,
5. Cost benefit analysis of HRD solutions.
6. Root causes of performance gaps

performance,

Levels of Need Assessment

1. Organizational analysis
Where is training needed and under what conditions?

2. Task analysis
What must be done to perform the job effectively?

3. Individual analysis.
Who should be trained and how?

FOUR STEPS TO CONDUCTING

A NEEDS ASSESSMENT:

STEP 1. PERFORM A "GAP" ANALYSIS.

The first step is to check the actual performance of our
organizations and our people against existing standards, or to set
new standards.
There are two parts to this:
Current situation
Desired or necessary situation
The difference the "gap" between the current and the necessary
will identify our needs, purposes, and objectives.

FOUR STEPS TO CONDUCTING

A NEEDS ASSESSMENT:

STEP 2. IDENTIFY PRIORITIES AND IMPORTANCE

It must be seen whether the identified needs are real, if they are
worth addressing, and specify their importance and urgency in
view of organizational needs and requirements (1). For example
(2):
Cost-effectiveness
Legal mandates
If some of our needs are of relatively low importance, we would do
better to devote our energies to addressing other human
performance problems with greater impact and greater value.

FOUR STEPS TO CONDUCTING

A NEEDS ASSESSMENT:

Step 3. IDENTIFY CAUSES OF PERFORMANCE PROBLEMS AND/OR

OPPORTUNITIES.

We must know what our performance requirements are, if appropriate

solutions are to be applied. We should ask two questions for every
identified need: (3)

Are our people doing their jobs effectively?

Do they know how to do their jobs?
This will require detailed investigation and analysis of our people, their
jobs, and our organizations -- both for the current situation and in
preparation for the future.

FOUR STEPS TO CONDUCTING

A
NEEDS
ASSESSMENT:

Step 4. IDENTIFY POSSIBLE SOLUTIONS AND GROWTH

OPPORTUNITIES.

"If it ain't broke, don't fix it."

But if our people ARE NOT doing their jobs effectively: TRAINING
may be the solution, if there is a knowledge problem.
Organizational Development activities may provide solutions when
the problem is not based on a lack of knowledge and is primarily
associated with systematic change. These interventions might
include strategic planning, organization restructuring, performance
management and/or effective team building.

Phase Two: Designing the

Training or HRD Intervention
Key activities include:
Setting objectives
Selecting the trainer or vendor
Developing lesson plans
Selecting methods and techniques
Preparing materials
Scheduling training

Objectives includes:
Performance
Conditions
Criterias

Werner & DeSimone (2006)

ILLUSTRATION
PERFORMANCE

CONDITIONS
(Conditions under which
performance is done)

CRITERIA
(The level of acceptable
performance)

using standard
conditioning equipment

by 25 percent within
one year

Assemble a chair

using a screwdriver
and hammer

using a screwdriver
and hammer

Catch a football pass

at a full run under

man-to-man coverage

at a full run under

man-to-man coverage

Graduate from college

without cheating or
outside help

without cheating or
outside help

Increase upper body strength

Werner & DeSimone (2006)

Make or Buy Decisions

You cannot be an expert on everything

You cant afford to maintain a full-time staff for once-ayear training

You cant afford the time or money to build all of your
own training programs
Implication: Much training is purchased, rather than
self-produced

Werner & DeSimone (2006)

Factors to Consider Before

Purchasing an HRD Program

Level of expertise available/required

Timeliness
Number of trainees
Subject matter
Cost
Size of HRD organization
X Factor (other conditions)

Werner & DeSimone (2006)

Other Factors to Consider

Vendor

credentials
Vendor background
Vendor experience
Philosophical match (between vendor and
organization)
Delivery method

EIGHT POINT STRATEGY FOR

HRD PROGRAMS
Jerry Gillet and Steven Eggland (2002) identified for
managers of HRD an eight-point strategy for designing
cost-effective, reputable HRD programs that can
survive economic crises and internal/external changes
affecting the organization.
1. Establish a written HRD philosophy.
2. Establish HRD policy.
3. Obtain support of top management.
4. Integrate HRD into the long-range organizational plan.

Cont. EIGHT POINT STRATEGY

FOR HRD PROGRAMS
5. Conduct extensive needs assessments.
6. Encourage collaboration.
7. Establish criteria for participation in HRD
programs.
8. Be introspective but focus on results.

Training Delivery Methods

Three basic categories:
On-the-Job
Off-

Training

the- Job Training

Classroom
Self-Paced

Training

Training
Note: Computer-based training can be in a
classroom, or individual/self-paced.

 Evaluation

of HRDOF
Program
helps in
EVALUATION
Training

gauging
the degree to which a training (or other HRD
program) achieves its intended purpose.
In other words it measures the effectiveness of
the HRD program.

Effectiveness of HRD Program:

The degree to which a training (or other HRD program) achieves its
intended purpose
b)
Measures are relative to some starting point
c)
Measures how well the desired goal is achieved

In other words:
Are we training:
a)
the right people
b)
the right stuff
c)
the right way
d)
with the right materials
e)
at the right time
a)

Purposes of Evaluation:

Determine whether the program is meeting the intended objectives

Identify strengths and weaknesses
Determine cost-benefit ratio
Identify who benefited most or least
Determine future participants
Provide information for improving HRD programs
Reinforce major points to be made
Gather marketing information
Determine if training program is appropriate
Establish management database

Models and Frameworks of Evaluation

There are six frameworks for evaluation
1. Kirkpatrick
2. CIPP (Context, Input, Process and Product Evaluation)
3. Brinkerhoff
4. Kraiger, Ford & Salas
5. Holton
6. Philips
The most popular is that of D. Kirkpatrick:

Reaction
Learning
Job Behavior
Results

KIRKPATRIKS Four Levels

A Suggested Framework

Reaction
Did trainees like the training?
Did the training seem useful?
Learning
How much did they learn?
Behavior
What behavior change occurred?
Results
What were the tangible outcomes?
What was the return on investment (ROI)?
What was the contribution to the organization?

HRD Evaluation Steps

Analyze needs.
Determine explicit evaluation strategy.
Insist on specific and measurable training objectives.
Obtain participant reactions.
Develop criterion measures/instruments to measure
results.
Plan and execute evaluation strategy.

Benefits of Evaluation
Improved quality of training activities
Improved ability of the trainers to relate inputs to outputs
Better discrimination of training activities between those that are worthy of
support and those that should be dropped
Better integration of training offered and on-the job development
Better co-operation between trainers and line-managers in the development
of staff
Evidence of the contribution that training and development are making to
the organization
Reduction in preventable accidents measured
Reduction in scrap/rework measured in cost of labor and materials

SAMSUNG CASE

MOBILE OFFICE

The contents have been

partially provided from
February 2011.

App registration or
application service
were launched after
mid-March 2011

EXPERT TRAINING

Work skill assessments allow employees to identify their own capabilities so that they
can draw up personal development plans to improve on their areas of weakness. Employees
receive support from the department head and company to implement these plans which in turn
helps to fuel personal growth and increase work satisfaction. The work skill assessments are set to
be conducted annually in the third week of March, after promotions are announced. This period was
selected to give HR an opportunity to craft more effective and efficient development measures.

Bibliography
Gent,

Michael J. and Gregory G. Dell'Omo.

"The Needs Assessment Solution." Personnel
Administrator, July 1989: 82-84.
McGehee, W. and P-W. Thayer. Training in
Business and Industry. New York: Wiley, 1961.
Werner and DeSimone ,Human Resource
Development: Foundation. Framework and
Application , 2006 edition[Reprint 2008]

Bibliography

Brinkerhoff, R.O., Achieving Results from Training,

Jossey-Bass Inc., San Francisco, 1987, p. 39.
Zemke, R., & Gunkler, J., "Using Small Group Techniques
for Needs Assessment, Data Gathering, and other
Heinous Acts", seminar notes, American Society for
Training and Development Southern Minnesota Chapter,
Minneapolis, July 9, 1985.
Margolis, F.H., and Bell, C.R., Understanding Training:
Perspectives & Practices, University Associates, San
Diego, 1989, pp 13-15.

Thank you for listening!