Contents
Page
A. Introduction 150
B. How Do We Take a Strategic Approach to Staff Induction? 151
C. How Do We Take a Strategic Approach to Training and Development? 153
Attitudes towards Training and Development 154 The Strategic Role of Human Resource Development 155 Integrating Human Resource Development Strategies with other Human Resource
Strategies 155
Components of Strategic Human Resource Development 156
D. How Do We Create a Learning Organisation? 160
Aspects of a Learning Organisation 160 Criticisms of the Concept 160
E. How Do We Take a Strategic Approach to Appraisal? 161
What does appraisal cover? 161 What is the purpose of appraisal? 161 Does appraisal have to be formal? 162 Does appraisal have to concentrate on the hard issues? 162 What about 360-degree appraisal? 162 Does a review concentrate upon an appraisee's performance against objectives or
competencies? 162
Objectives
The aim of this unit is to critically evaluate strategies for people training, learning and development which maximise the skills and contribution of people.
When you have completed this study unit you will be able to:
Describe and explain strategies for induction, training/learning and development
Describe and explain strategies for creating the learning organisation through self- managed learning, the promotion of 'intellectual capital' and knowledge management
Describe and explain strategies for performance review (as a tool for individual and organisational development)
Describe and explain strategies for management development.
A. INTRODUCTION
The traditional view of employee development was very much that it was an expense or cost. In times of financial hardship, training and in particular employee development, was always the first item to be cut from the budget. Training to ensure employees could undertake specific tasks was somewhat more acceptable but it was and is difficult to demonstrate the link between employee development and organisational performance.
In many organisations this traditional view of training and development is being challenged. The tendency, now, is to refer to employee development as an 'investment' rather than an 'expense'. This change is probably due, in part, to changes in the labour market, both internally and externally and also because of changes in the perception of people as a resource. Attitudes towards diversity are also relevant. These factors, government initiatives and external support for employee development, have led to a greater emphasis on training and development at a strategic level. Our early model of human resource management, devised by Fombrun, Tichy and Devanna, in Study Unit 1, attempted to show the relationship between human resource development and organisational performance and other human resource management activities.
Throughout this subject area, we have stressed the dynamic nature of the environment in which organisations operate and how this inevitably leads to change, if the organisation is to survive. Change requires an investment in training and development and successful change requires a culture that recognises and values development. From a slow start, this is
increasingly being recognised by both large and small organisations in the United Kingdom. The concept of the learning organisation (outlined in Study Unit 3) is the ultimate evidence of this change in attitude towards employee development.
In this study unit, we will look at strategies for ensuring employees' skills remain relevant to the changing demands of work and that motivation and effective performance are
maintained. We shall:
Discuss the role of employee development strategies in the achievement of organisational purposes and in the context of the modern commercial and cultural environment
Identify appropriate strategies for developing staff and improving/maintaining employee motivation and performance
B. HOW DO WE TAKE A STRATEGIC APPROACH TO
STAFF INDUCTION?
Induction can be defined as:
A planned and systematic process, structured and implemented by the organisation, to help new employees settle into their new jobs quickly, happily and effectively.
The term 'induction' is generally used to describe the whole process whereby employees adjust or acclimatise to their jobs and working environment.
Orientation
Specific course or training event that new starters attend.
Socialisation
The ways in which new employees build up working relationships and find roles for themselves within their new teams.
Source: Stephen Taylor, People Resourcing, CIPD, 2005
To take a strategic approach to induction, it must be seen as an integral part of the
organisation's performance management processes. Induction is the employees' entrance porch into the culture and systems of the new organisation. It must integrate vertically by imparting understanding and acceptance of the organisation's mission, values and business plans. It must also integrate horizontally by enmeshing with other hard HR processes such as health and safety, objective setting, reward, learning and development and particularly appraisal. It must also integrate horizontally with the softer systems, for example the psychological contract.
One of the key ways to create a strategic approach to induction is to use it to establish good practices in employee learning and development.
Those involved in planning induction must decide:
Policy: How flexible the system must be to accommodate the range of different
employees that will join. (It is usually helpful to design a process that gives maximum control to the new member of staff, because they can then tailor it to their needs)
Training needs analysing: What knowledge, skills and attitudes a new member of
staff requires (each person will be slightly different)
Design: How the new employee can effectively acquire the required knowledge, skills
and attitudes
Delivery: Who is to be responsible for the learning and how they can be required and
enabled to carry out their induction role effectively
Evaluation: How the learning will be reviewed and further learning identified and
The horizontal integration of induction means that it leads on to other HR processes:
Area Topic Following start at induction
Resourcing Selection Probationary reviews that confirm the
selection decision
Appraisal Work and developmental objective Formal and informal reviews with manager
Development Competency framework Assessing and learning to meet
competencies Continuing professional
development
Lifelong self managed learning
Talent management/ management development/ fast tracking
Induction will be first part of processes
Reward Contingent pay Awareness of standards and systems
Relations Compliance e.g. health and
safety
Awareness of standards and systems
Employee involvement/ engagement/commitment/ positive psychological contract
Getting staff over the induction crisis and promoting positive relationship with employer
Awareness of standards and systems Conduct Awareness of standards and systems.
Where probation reveals incapability or conduct issues it will lead into
Case Study 1
HM Courts Service (HMCS) in the UK says the following to all new staff
You can expect your Induction Programme to include:
A positive welcome to the office and the team
Information about HMCS (National and Regional)
Clear messages about HMCS culture and current initiatives
A clear Induction plan
A timetable of Induction events which is flexible to meet your needs and meets Induction targets
Information about Polices, Procedures and administrative systems
Information about Performance Management Systems (appraisal), including objectives and competencies
Early opportunities to meet colleagues, mentors, buddies etc
Visits to Courts or other relevant visits to build Regional knowledge
A clear understanding of role and responsibilities (job description, initial objectives and supporting competencies (where appropriate)
Time to read and reflect
An Induction Programme that meets individual learning styles (activist, pragmatist, theorist, reflector)
A clear conclusion to the Induction Process and an opportunity to evaluate its effectiveness.
C. HOW DO WE TAKE A STRATEGIC APPROACH TO
TRAINING AND DEVELOPMENT?
The phrases 'training’ and ‘development' are often used by organisations to mean the same thing but is there a difference between the two?
Traditionally, the term 'training' has been used to identify a process whereby a person
acquires the necessary skills to carry out a job or task. In an industrial setting, for example, a machine operator would be 'trained' to operate the machine. This training would include all the essential sequence of events to ensure the machine operates to the standard or output required and would also ensure that the operator is able to use the equipment safely. Some basic maintenance procedures might also be included.
In the past 'development' was a term more usually applied to managers (hence the term 'management development') and tends to refer to a more holistic approach to ensuring the manager is able to carry out their role, now and in the future. Development is less concerned with physical skills and more concerned with the knowledge, values, attitudes and behaviour in addition to specific skills. Development is a continuous process whereas training has a specific objective which, once achieved, is considered completed.
Training, in the traditional sense, is still very much a part of modern commercial and
to meet the needs of the organisation, or indeed the expectations of workers. In the modern dynamic environment, companies need workers who are able to look to the future and are comfortable with change. Fostering an environment where constant improvement (and self- improvement) is considered the norm can facilitate the process of change. Thus developing, rather than just training employees (not just managers) is now recognised as the way to deliver real business benefits.
Furthermore, workers now view development as a 'benefit' of considerable value. Organisations that are able to offer development opportunities are able to attract better quality candidates, so human resource development becomes an integral part of employee resourcing strategies and indeed an integral part of human resource management strategies. Human resource development (as it is called) is seen by many organisations as the
triggering mechanism for the progression of other human resource management policies.