HRD program that is most often not done well
An important component in designing a HRD program that is most often not done well is education and training. Education and training define an employee; without it the worker is ineffective and cannot meet expectations. Authors and experts blame the educational system and the training infrastructure for the inadequate preparation of a particular workforce. You cannot teach an employee statistical process control if that employee had not mastered seventh-grade math or fifth-grade reading. Studies have shown that many job applicants are not prepared for the present job market, let alone the advanced economy they will face in the near future.
Training and development are a crucial function of HRD. It provides a wide range of technical knowledge and resources the organization has at its disposal and translates into technical skills leading to increased organizational performance. Training is one of the many processes influencing organizational success. But a training program and rating guidelines should be carefully designed, organized, delivered, and properly evaluated. In order to determine the level of effectiveness of a training program, some form of evaluation should be provided to determine whether or not the training has brought about the desired changes in performance.
Training is necessary because it inspires organizational change. In a U.S. national survey, approximately 59 million employees were given training and development costing approximately $200 billion (Phillips as cited in Craig 2002). This statistic is increasing and today it is common for employees to be sent before beginning work, or undergo periodic training (Craig, 2002). With globalization and new technology continually in use in organizational functions, training is an extreme necessity for today’s firms. A training theory asserts that adult learners must have control in their workplace environment and set the goals and purposes of learning so that they can help trainers attain their desired goals (Hubbard as cited in Jackson 2006).
Learning in action journal
One of the organization’s primary emphases should be training and development, and an understanding of this can lead us to various aspects of organizational performance. How can I lead people if they are not properly trained? Similarly, how can I direct my organization or my team in particular, if I am not adequately trained myself as a leader?
As I thought of the HRD activities, I was reminded that training could be a simple idea that can help our organization, but it is a technique that could help us for the short and long term and as we struggle through the forces of globalization and with the continuous introduction of new technology. The workforce must receive regular knowledge- and information-based activities as we are in the midst of information revolution.
This kind of revolution, or change, necessitates from the workers adequate preparation and the tools or weapons they should have so that they can work effectively. This is also emphasized in the course, a necessary ingredient in my future as a team leader and as part of organization struggling through the forces of the new millennium and globalization.
Our organization is culturally diverse, a reality that is very common among global organizations nowadays. Our co-employees come from the different ethnic backgrounds and orientation, and each of us has distinct knowledge and expertise. This situation requires a strategy that the organization must provide, and that is only through training and development, or continuous social interaction among the employees and managers. We are far from each other geographically, but location can be ignored through technology and the internet. Programs and activities have to be set, and everyone in the organization has to be informed.
Seminar 4: HRD Applications for Individual Development – Part I
Definitely, the program improved my ability to coach. The information is vast which makes the learning process effective. Socialization at work allows me to acquire social knowledge and skills that are important in my role as a leader. This process of socialization can be relatively quick, self-guided, or trial-and-error method, but it can also be more intricate, requiring a long preparation period of education and training and followed by an on-the-job training.
As I learned from the various readings, learning is a continuous process. In the age of globalization and information revolution, we have to attain lifelong learning. Because there is no such thing as retirement, we have to continuously learn – and work for ourselves – even in old age.
The entire organizational membership or career is a socialization process. Socialization is a way in which an employee is taught and learns from the organizational knowledge and culture. Training is one form of socialization. As a leader, I lead through socialization, involving myself in what followers or team members are doing. Knowing my role as a leader can provide an effective socialization process.
It is also through socialization and training that I can effectively coach my team members. Successful organizations are composed of leaders who know how to coach. They call this executive coaching. There is an increasingly growing interest in the importance of executive coaching interventions. An executive coach teaches other executives for performance enhancement. The executive and the coach have to build trust and create rapport to make the partnership effective. I would like to assume my role not only as a leader but as an executive coach. If I may be able to do this, it would work for the other members and executives, and for the entire organization.
Seminar 5: HRD Applications for Individual Development – Part II
Management and leadership are important to accomplishing organizational goals. This came to mind during the short period of time I have been working for an organization. An organization cannot move forward without managers and leaders; some may be able to work with only managers, or with only leaders, but using both can provide optimal performance.
I’ve always wanted to focus on being a leader because I thought this was what my organization needed. I could be a successful leader, and my organization will soon follow my success. But it didn’t work my way. I have to be a part of the organization that will depend on me as a leader and manager. Team members will also follow but they cannot work without managers.
Leadership and management are two different things. A manager is responsible for administering, while a leader looks for innovation. A leader wants originality in the workplace. Having compared this, I realize that I am more of a leader than a manager. And I think it is a witness – I have to strive more to become a leader and manager folded into one. I also have to focus on management development for myself and my team members. This is a popular HRD activity. This allows managers to learn, grow, and transform in order to develop more managers in the future.
My own brand of management is applicable to my unique organization. Since this is a distinct kind of organization, I have to be unique too, meaning my brand of management will be effective to my organization. Management development should be a primary focus of the organization. Management should be specific to an organization. It cannot be general, or one type of management is applicable to any kind of organization. Management for technology firm cannot be applicable for a not-for-profit organization.
Learning in Action Journal
I believe I am quite delinquent in my knowledge level of my industry’s competencies. If there should be an examination and I would be asked about the five “W’s” and one “H” in my own industry, it would be a shame to respond that I know nothing about this subject or focus. I have to change focus. I have to know how this industry started, how it works, and what my role is as a member and leader of the organization that is a part of this sector. Changing focus means knowing my role and how to improve.
The reading states that management development consists of education, management training, and on-the-job experiences. Currently, I am in the process of attaining education. I stated that I am delinquent because I thought these three could be attained altogether – at the same time.
We have to go through a process – step-by-step. Education comes first for a leader; then, managers are to be trained and to gain experience while on the job. While I am working, I try to gain education. I should develop my management and leadership skills, one at a time, or perhaps as I go along I should be able to pinpoint the accurate management development that I have learned in this course. By changing focus, I will be able to describe my real role as manager – and leader. There has been confusing literature about management development, and also confusing roles of managers. While this has confused me, I have put things in proper perspective. From the reading, I believe I am able to describe my role and in the course of time, confusion will change to beneficial knowledge, or something concrete about my career development.
References
Craig, S. (2002). Implicit theories and beta change in longitudinal evaluations of training effectiveness: An investigation using item response theory (Doctoral thesis, Virginia Polytechnic Institute and State University). Retrieved from http://ezproxy.sothebysinstitute.com:2195/pqdtft/docview/305521719/fulltextPDF/E3E813AAAE2D488DPQ/1?accountid=13958
Jackson, S. (2006). Program effectiveness of job readiness training: An analysis and evaluation of selected programs in St. Louis, Missouri. Michigan: ProQuest Information and Learning Company.
