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    Unit IV, HRD Intervention

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    Anita Sukhwal
    The document discusses the key phases and considerations for designing effective HRD interventions. It begins by outlining the four phases of HRD interventions: needs assessment, designing the intervention, implementation, and evaluation. When designing an intervention, objectives must be set, a trainer selected, lesson plans and materials developed, and training scheduled. Factors like content, delivery method, cost, and philosophical alignment must be weighed when deciding whether to develop training internally or purchase an outside program. Finally, the document emphasizes that properly addressing issues like objectives, trainers, materials, and logistics is essential for building a successful HRD intervention, just as preparing a solid foundation is key to constructing a house.

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    Unit IV, HRD Intervention

    Uploaded by

    Anita Sukhwal
    180 views33 pages
    The document discusses the key phases and considerations for designing effective HRD interventions. It begins by outlining the four phases of HRD interventions: needs assessment, designing the intervention, implementation, and evaluation. When designing an intervention, objectives must be set, a trainer selected, lesson plans and materials developed, and training scheduled. Factors like content, delivery method, cost, and philosophical alignment must be weighed when deciding whether to develop training internally or purchase an outside program. Finally, the document emphasizes that properly addressing issues like objectives, trainers, materials, and logistics is essential for building a successful HRD intervention, just as preparing a solid foundation is key to constructing a house.

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    Unit IV, Hrd Intervention

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    The document discusses the key phases and considerations for designing effective HRD interventions. It begins by outlining the four phases of HRD interventions: needs assessment, designing the intervention, implementation, and evaluation. When designing an intervention, objectives must be set, a trainer selected, lesson plans and materials developed, and training scheduled. Factors like content, delivery method, cost, and philosophical alignment must be weighed when deciding whether to develop training internally or purchase an outside program. Finally, the document emphasizes that properly addressing issues like objectives, trainers, materials, and logistics is essential for building a successful HRD intervention, just as preparing a solid foundation is key to constructing a house.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    180 views33 pages

    Unit IV, HRD Intervention

    Uploaded by

    Anita Sukhwal
    The document discusses the key phases and considerations for designing effective HRD interventions. It begins by outlining the four phases of HRD interventions: needs assessment, designing the intervention, implementation, and evaluation. When designing an intervention, objectives must be set, a trainer selected, lesson plans and materials developed, and training scheduled. Factors like content, delivery method, cost, and philosophical alignment must be weighed when deciding whether to develop training internally or purchase an outside program. Finally, the document emphasizes that properly addressing issues like objectives, trainers, materials, and logistics is essential for building a successful HRD intervention, just as preparing a solid foundation is key to constructing a house.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    of 33

    1

    HRD INTERVENTIONS

    HUMAN RESOURCE DEVELOPMENT: STRATEGIES AND SYSTEMS


    Paper: OBH-05
    Max. Marks: 70
    MBA-Sem III/IV
    Time: 3 Hrs

    Course Contents
    1. Field of HRD- concepts, goals challengers; HRD climate
    and practices in India.
    2. Staffing HRD function; developing HR strategies; HRD
    system design principles.
    3. Design & administration of select HRD system; HRD for
    workers.
    4. HRD intervention; HRD approaches for coping with
    organizational changes; case studies of HRD in Indian
    organizations.

    "Interventions" are principal learning processes in the "action" stage


    (seeFigure 1) oforganizationdevelopment. Interventions are structured
    activities used individually or in combination by the members of a client
    systemto improve their social or taskperformance. They may be introduced
    by a change agent as part of an improvement program, or they may be used
    by the client following a program to check on the state of the organization's
    health, or to effect necessary changes in its own behavior. "Structured
    activities" mean such diverse procedures as experiential exercises,
    questionnaires, attitude surveys, interviews, relevant group discussions, and
    even lunchtime meetings between the change agent and a member of the
    clientorganization. Every action that influences an organization's
    improvement program in a change agent-client system relationship can be
    said to be an intervention.[

    There are many possible intervention strategies from which to choose.


    Several assumptions about the nature and functioning oforganizationsare
    made in the choice of a particular strategy.Beckhardlists six such
    assumptions:
    The basic building blocks of anorganizationare groups (teams). Therefore,
    the basic units of change are groups, not individuals.
    An always relevant change goal is the reduction of inappropriatecompetition
    between parts of the organization and the development of a more
    collaborative condition.
    Decision making in a healthy organization is located where the information
    sources are, rather than in a particular role or level ofhierarchy.
    Organizations, subunits of organizations, and individuals continuously
    manage their affairs against goals. Controls are interim measurements, not
    the basis of managerial strategy.
    One goal of a healthy organization is to develop generally open
    communication, mutual trust, andconfidencebetween and across levels.
    People support what they help create. People affected by a change must be
    allowed active participation and a sense of ownership in the planning and
    [6]

    Theories of HR and role of HRD


    Human Process Interventions
    theory
    focus on changing behaviors by modifying
    Individual attitudes, values, problem-solving
    approaches, and interpersonal styles.

    Free choice

    Valid Information

    HRD

    Internal Commitment

    Theories of HR and role of HRD


    Technostructural Intervention Theory

    Focuses on improving work content, work method, work flow,


    Performance Factors, and relationships among workers
    Skill variety
    Task Identity
    Task significance

    Autonomy

    HRD

    Feedback

    HRD INTERVENTIONS IN FOUR


    PHASES
    7

    Phase One: Needs Assessment


    8

    For Example:

    Where training is needed

    What kinds of training are needed

    Who needs to be trained

    Conditions for training

    Phase Two: Designing the Training or HRD Intervention


    9

    Key activities include:


    Setting objectives
    Selecting the trainer or vendor
    Developing lesson plans
    Selecting methods and techniques
    Preparing materials
    Scheduling training

    Objectives
    10

    Three parts:
    Performance
    Conditions
    Criteria

    Performance
    11

    What is to be done e.g.,

    Increase upper body strength

    Assemble a chair

    Catch a football pass

    Graduate from college

    Conditions
    12

    Conditions under which performance


    is done e.g.,
    using standard conditioning
    equipment
    using a screwdriver and hammer
    at a full run under man-to-man
    coverage
    without cheating or outside help

    Criteria
    13

    The level of acceptable performance


    e.g.,
    by 25 percent within one year
    within one hour without mistakes
    at least 80% of the time without
    penalties
    within 5 years and with a B
    average

    Sample Objectives
    14

    Inventory 1,000 pieces of bulk


    merchandise an hour with an error
    rate of less than 1% using industry
    standard inventory tools.
    Run 40 yards in less than five
    seconds on a dry, level field with
    winds less than 10 mph.

    Sample Objectives
    15

    After training, be able to identify


    the four basic stages involved in
    HRD within five minutes.
    Completely assemble one childs
    bicycle within one hour using
    common hand tools and instructions
    provided on December 24 without
    cursing.

    Make or Buy Decisions


    16

    You cannot be an expert on everything


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

    Factors to Consider Before Purchasing


    an HRD Program
    17

    Level of expertise available/required


    Timeliness
    Number of trainees
    Subject matter
    Cost
    Size of HRD organization

    Other Factors to Consider


    18

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

    Other Factors to Consider 2


    19

    Content
    Actual product
    Results
    Support
    Request for proposal (RFP)

    20

    HRD INTERVENTIONS AND THEIR


    APPLICATIONS IN ORGANIZATIONS

    Selecting the Trainer


    21

    Training competency

    How well can he/she train?


    If they cant train, why are they
    employed?

    Subject Matter Expertise

    How well is the material understood?

    If No Subject-Matter Experts (SMEs)


    are Available
    22

    Use a team to train


    Use programmed instruction or CBT
    Train your trainers

    You are training subject matter


    experts to be trainers
    You are not training trainers to be
    SMEs

    Preparing Lesson Plans


    23

    Content to be covered
    Activity sequencing
    Selection/design of media
    Selection of trainee activities
    Timing and phasing of activities
    Method(s) of instruction
    Evaluation methods to be used

    Training Methods
    24

    Selecting Training Methods


    26

    Consider the following:

    Program objectives

    Time and money available

    Resources availability

    Trainee characteristics and


    preferences.

    Training Materials
    27

    Program announcements
    Program outlines
    Training manuals and textbooks
    Training aids, consumables, etc.

    Scheduling Training
    28

    Must be done in conjunction with:

    Production schedulers
    Shift supervisors
    Work supervisors/managers
    Trainees

    Training During Normal Working Hours


    29

    Issues to consider:

    Day of week preferred


    Time of day
    Peak work hours
    Staff meeting times
    Required travel

    Training After Working Hours


    30

    Are workers/trainees getting paid?


    If so, by whom?

    What about personal commitments?

    What do you do for shift workers?

    Registration and Enrollment Issues


    31

    How, when, and where does one


    register?
    Who is responsible for logistics?

    Travel
    Lodging
    Meals
    Etc.

    How do one cancel/reschedule?

    Summary
    32

    As in building a house, designing HR


    interventioning issues must be addressed
    before training:

    Objectives
    Who will conduct the training
    Lesson plan
    Appropriate methods/techniques to use
    Materials needed
    Scheduling issues

    THANK YOU
    QUESTIONS IF ANY ?

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