Southwestern University

Graduate School of Health Science, Management and Pedagogy

Human Resources Management and

Human Behavior in Organization
(HRM-HBO)

Module 6 :
Dr. Albim Y. Cabatingan

Development of Human
Resources
Report Presentation
of
Wayne Chavit and Karl Quipanes
MBA-Ex Batch 11
 Development of Human Resources

• Topics:

• Training
• Career Planning/Path
• Counseling
• Mentoring / Coaching
• Employee Discipline
 Development of Human Resources
• Introduction:

In the economics of work, forward-looking management is one which

provides opportunities for development of human capital. Employees can
best be partners in any enterprise if they are maximally develop to reach their
optimum potential.

Human resources development is a function of management that registers,

traces and insures individual progress through continued job proficiency,
career growth and individual guidance. Competencies are upgraded and
expertise is develop in this “broadening” phase of people management.

Human resources development is only one of the five functions of human

resources management.
Development of Human Resources
Human resources, like other assets of an organization, should grow in worth so
that their utilization reaches maximum strength and power. Any funds use for
growth and development, should be considered an investment instead of an
expense.
The organization should thus sharpen its perception to the need to commit
resources in order to develop an ever ready work force that is effective in the
cognitive, motor and affective domains when needed.
Human resources development covers five programs:

1. Training/Education
2. Career planning/path
3. Counseling
4. Mentoring/Coaching
5. Employee discipline
Development of Human Resources

1. TRAINING:

- A program of human resources development by

which employees undergo instruction to upgrade and
improve their knowledge, attitudes, skills and
discipline. In order to make them more effective on
their present jobs or better qualified for another
specific jobs.
 Development of Human Resources
• What are the signals or conditions that there is a
need for training of your employees?

• Poor performance
• Low productivity
• High wastage or scrappage of resources
• Increase expected reject rate
• High accident rate
• Changes in employee career plans, organization’s
objectives, structure and staffing for the future
• Untapped potential employees that are competent
Development of Human Resources
• Types of Training:
• Orientation – means task orientation covering duties and
responsibilities. This type of training is afforded to new employees on
probation.
• On-the-job training – This type of training does not need any special
school. It is simple and realistic giving the worker a hands-on
approach to actual methods, problems and solutions right on the job.
• Vestibule training – This type of training refers to employees which
are offered a short course that would prepare them for a higher
position they desire to assume. This is appropriate for tenured
employees who would like to be promoted, transferred to other
lateral positions.
• Training for tenured employees – This type of training is classified
for Operative and Managerial employees which are trained on-site or
off-site on a formal or non-formal programs.
Development of Human Resources
2. CAREER PLANNING/PATH:
Career Planning -
It is a joint endeavor by the individual employee and
management to course work path along which he moves
toward greater personal and job growth and responsibility. It
also serves as a motivation for the employee to do what he
wants to do and assures that there are avenues for growth and
development depending on his capabilities and interest.
The ultimate objective of career planning is to make the
individual accept responsibility for what ever he achieves.

Career Path -
The succession of positions or jobs that an individuals can
expect during their stay in the organization.
Development of Human Resources
• Steps in career planning program:
1. Utilize the career growth cycle

Effort Performance

Goals Success

Feedback Recognition

Esteem
Development of Human Resources

2. Plan and utilize the job itself - The job is the focus
of attention. Abilities, skills and attitudes are
considered the level of job difficulty.
3. Set goals - Both the organization and the employee
goals are identified, explained and established.
4. Conduct frequent performance review and
feedback. - Using performance as the main criterion
of evaluation, it is pitted against goals.
Development of Human Resources

3. COUNSELING:

- Is the two-way communication process involving

professional guide and a client who seeks assistance in
solving the client’s problem or set of problems
 Development of Human Resources

• Types of Counseling:

1. Job counseling – Which deals mainly with job

related problems.
ex. habitual tardiness in submission of job
reports, late in reporting to work, poor productivity,
high in material wastage and no good superior-
subordinate relationship.
Development of Human Resources

2. Personal counseling – Which deals mainly with

psychological, moral, religious, social problems
affecting the employee and his family.
ex. alcoholism, moral turpitude, family and
home problems.
 Development of Human Resources
• Types of Counseling Cases:
1. Normal – refers to problems that surface
rarely or “normal” in daily life activities.
2. Slightly abnormal – refers to problems
that are due to recent incidents or occurrences
that have affected some aspects of life and job
activities.
3. Neurotic and psychotic – refers to
problems that are deeply embedded and have
complex ramifications.
 Development of Human Resources
• Counseling approaches:
1. Directive – The counselee is confused and
cannot help himself. He needs somebody to solve his
problem.
2. Non-directive – The counselee has the ability to
see through himself and his problem. He can solve his
problem thus help himself.
3. Non-coercive – This is a kind of approach that
uses directive and/or non- directive approaches
depending on the type of client, problems and
circumstances surrounding the problem.
 Development of Human Resources
4. Mentoring / Coaching
– Great managers will tell you that their best management
skills were learned by coaching and mentoring by other
great leaders. A coach is someone who will challenge
and support your effort to reach your leadership
potential.

• Characteristic of Coaching:
– It consists of one-on-one development discussion.
– It provides people with feedback on both their strength and
weaknesses.
– It focuses on improving performance and developing /
enhancing individuals skills.
– Coaching activities have both organizational and individual
goals.
– It is time bounded
 Development of Human Resources
• Individual and management development can take place in many forms,
some delivered by managers and some by internal or external coaches, or
mentors. Robert Dilts defines the different activities as follows:

1. Guiding
The process of directing an individual or a group along the path
leading from present state to a desired state.

2. Coaching
Helping another person to improve awareness, to set and achieve
goals in order to improve a particular behavioral performance.

3. Teaching
Helping an individual or group develop cognitive skills and
capabilities.

4. Mentoring
Helping to shape an individual’s belief and values in a positive way;
often a longer term career relationship from someone who has done it
before.

5. Counseling
Helping an individual to improve performance by resolving situations
from the past.
 Development of Human Resources
Mentoring
• Ongoing relationships that can last for a long period of time.
• Can be more informal and meeting can take place as and when the
mentee needs some advice, guidance and support.
• More long-term and takes a broader view of the person.
• Mentors is usually more experienced and qualified than the mentee. Often
a senior person in the organization who can pass on knowledge,
experience and open doors to otherwise out-of-reach opportunities.
• Focus is on career and personal development.
• Agenda is set by the mentee, with the mentor providing support and
guidance to prepare then for future roles.
• Mentoring resolves more around developing the mentee professional

Coaching
• Relationship generally has a set duration
• Generally more structured in nature and meetings are scheduled on a
regular basis.
• Short-term ( sometimes time-bounded) and focuses on specific
development areas.
• Coaching is generally not performed on the basis that the coach needs to
have direct experience of their clients formal occupational role, useless the
coaching is specific and skills-focused.
• Focus is generally on development issues at work.
• The agenda is focused on achieving specific, immediate goals.
• Coaching revolves more around specific development areas / issues.
 Development of Human Resources
Counseling is a highly skilled intervention focused on helping individual address underlying
psychological problems.

Counseling
• Broader focus and greater depth
• Goal is to help people understand the root causes of long-standing performance problems /
issues at work.
• A short-term intervention, but can last for longer time periods due to the breadth of issues to be
addressed.
• Counseling can be used to address psycho-social as well as performance issues.
• The agenda is generally agreed by the individuals and the counselor.
• Other stakeholders are rarely involved.

Coaching
• Narrower focus
• The goal is to improve an individual’s performance at work
• Tends for be a short-term intervention.
• Coaching does not seek to resolve any underlying psychological problems. It assumes a person
does not require a psycho-social intervention.
• The agenda is typically set by the individual, but in agreement / consultation with the
organization.
• Other stakeholders are involved.
 Development of Human Resources

• Coaching is part of the new performance-

led culture of employment rather than the
traditional employment model of job
security. It is a process and a solution that
suits our times. It is an effective
mechanism for enable an organization to
meet competitive pressures, plan for
succession and bring about change.
 Development of Human Resources

Benefit of Coaching in the Organization

• Improve productivity, quality, customer service and

shareholder value
• Can gain increased employee commitment and
satisfaction which can lead to improve retention.
• Demonstrate to employees that an organization is
committed to developing its staff and helping them
improve their skills.
• Support employees who’ve been promoted to cope
with new responsibilities.
• Help employees to sort out personal issues that might
otherwise affect performance at work.
• Gain a satisfactory process for self-development
 Development of Human Resources

• Benefit of Coaching for the Individuals

– Learn to solve own problems

– Improve managerial and interpersonal skills
– Have better relationship with colleagues
– Learn how to identify and act on development needs
– Have greater confidence
– Become more effective, assertive in dealing with people
– Have a positive impact on performance
– Have greater self-awareness and gain of new
perspective
– Acquire new skills and abilities
– Develop grater adaptability to change
– Improve work-life balance
– Reduce stress levels
Development of Human Resources

• Types of Coaching:

1.Executive Coaching
2.Performance Coaching
3.Skills Coaching
4.Career Coaching
5.Personal or life Coaching
6.Business Coaching
7.Team Facilitation
 Development of Human Resources
5. Employee Discipline
– All employers need to know how to discipline their
employees fairly. Mishandling disciplinary issues gives
rise to a huge number of employment tribunal claims
every year including for breach of contract, unfair
dismissal and discrimination.

• The keys to successful employee discipline are:

– Notifying employees of company policies

– Treating every employee in the same manner
– Good communication
– Putting the employee on notice of the inappropriate
conduct through a verbal or written counseling
statement
 Development of Human Resources

• Five Sins of Discipline

1. Discipline as punishment

Perhaps one of the most prevalent errors is based on

the idea that discipline is punishment. The manager that
perceives discipline as a punishment process tends to
apply negative sanctions, expecting that those negative
sanctions will have some sort of positive effect. The
alternative perspective is to consider discipline in it’s
original sense, as a opportunity for the employee to learn.
Discipline, in this approach focuses on what the employee
must learn in order to bring his/her behavior in line with
the needs and expectation of the organization.
Development of Human Resources
2. Discipline As An I-You Confrontation

Consider discipline as requiring you and the staff

member to work together to solve a problem. The
fundamental task, when possible, is to create a situation
which encourages the staff member to work with you to
identify causes of problematic behavior, and to take action
to correct those problems.

3. Too Late, Too Late

It’s probably sage to say that managers do not go

hunting for disciplinary problems. Sometimes, though
managers are too slow to respond to an emerging issue or
problem. There are a number of reasons for this.
Development of Human Resources

– Something not worth addressing

– Desire to have harmony
– Perception that discipline is a cause of
disharmony
– Simple dread
The reason why delay is problematic is that it
sends a message that undesirable behavior will be
accepted or even not noticed. Delay can have an
adverse effect on the manager later, if the problem
increases in frequency and intensity so it cannot be
ignored.
 Development of Human Resources

4. A Non-Progressive Approach

Is the issue of progressive, or lack of it. Progressive

discipline starts with the least possible use of power and
disciplinary action, and over time, will involve stronger
actions, if the situation continues.

5. Missing Root Causes

In some situation an offer of positive rewards may

have little effect on behavior, simply because they do not
address the root causes of the problem, and leave the
employee “on their own” to figure out a solution. Without
knowing the root causes underlying a performance
problem it will be difficult to work with an employee to
improve that performance.
 Development of Human Resources

• When can you discipline an employee?

An employer should follow a proper disciplinary process

if it believes that an employee may be guilty of misconduct.
As far as possible, the objective of the disciplinary
procedure should be to improve conduct, rather than simply
to punish wrongdoing. Sometimes it will be clear that an
allegation of misconduct is being made.
For example, if an employer believes an
employee has been emailing trade secrets to a competitor,
this is an allegation of misconduct and any action taken
should be in line with proper disciplinary procedures.
Development of Human Resources

If an employee is underperforming at work however,

this should normally be treated as a capability issue and
disciplinary action will rarely be appropriate. Instead, the
employee should be taken through a capability process
designed to improve performance.

Similarly, absence because of ill health is not a

disciplinary offence, unless the employer has some
evidence that the employee is malingering, and the
employer should follow an absence management process,
rather than disciplining an employee who has been absent
from work. It is therefore essential to distinguish between
capability issues which should be dealt with under a
capability process and true disciplinary matters. Only
allegations of misconduct should be dealt with by a
disciplinary process.
 Development of Human Resources

• What should you do before disciplining an

employee?

Before any disciplinary hearing is convened, the

employer should appoint an Investigator to investigate
the allegations on the employer's behalf. The employer's
disciplinary procedure may specify who this person
should be, but wherever possible it should be someone
relatively senior who will have an understanding of the
issues.

• Three forms of disciplinary action:

• You can give a written warning.

• You can suspend an employee without pay for a
designated span of time.
• You can dismiss the employee.
Thank you!