HUMAN RESOURCE

DEVELOPMENT

Lecture 5

Presenter:
ISMATULLAH BUTT
PhD (S)
Contact # 0345-5190572
Email: [email protected]
 Human Resource
2
Development
Lecture Plan:
 Career Development in downsized

organizations
 Provision of Learning support for non-

employees
 Implementation of HRD & peripheral

activities in Pakistan
 What is a Career?
3

A career
 is a pattern of work-related experiences that span
the course of a person’s life
 reflects any work, paid or unpaid
 is a broad definition and helpful in today’s work
environment where employees and organizations
have diverse needs
 organizational career planning develops career
ladders, tracks careers, and provides opportunities
for development
 Why Career
4
Development?
Career development adds value to the
company as It:
1. ensures needed talent will be available
2. improves the organization's ability to attract
and retain talented employees
3. ensures that minorities and women get
opportunities for growth and development
4. reduces employee frustration
5. enhances cultural diversity
6. promotes organizational goodwill
 Role of Coaching &
5
Mentoring
 effective coaches give guidance through
direction, advice, criticism, and suggestion in
an attempt to aid the employee’s growth
 mentors are typically senior-level employees
who:
 support younger employees by vouching for
them
 answer for them in the “highest circles”
 introduce them to others
 advise and guide them through the
corporate system
 Mentoring Functions
GOOD
GOOD MENTORS…
MENTORS…
• •Listen
Listenand
andunderstand
understand
• •Challenge
Challenge andstimulate
and stimulatelearning
learning
• •Coach
Coach
• •Build
Buildself-confidence
self-confidence
• •Provide
Providewise
wisecounsel
counsel
• •Teach by example
Teach by example
• •Act
Actasasrole
rolemodel
model
• •Share experiences
Share experiences
• •Offer encouragement
GOOD
GOOD MENTEES…
MENTEES…
Offer encouragement
• •Listen
Listen
• •Act
Actononadvice.
advice.
• •Show
Show commitmentto
commitment tolearn.
learn.
• •Check ego at the door.
Check ego at the door.
• •Ask
Askfor
forfeedback.
SUCCESSFUL
SUCCESSFUL • •Are
feedback.
open-minded
Are open-minded
• •Are
Arewilling
willingto
tochange
MENTORING
MENTORING • •Are proactive.
Are proactive.
change

6
 Career Development Matching Individual and Organizational Needs

Organization’s
Organization’sNeeds
Needs

Operational
Operational
Strategic • •Employee
Employeeturnover
turnover
Strategic • Absenteeism
• •Current competencies• •Talent
Currentcompetencies Absenteeism
• •Future Talentpool
competencies • •Outsourcing
Futurecompetencies pool
• •Market
Marketchanges
changes • Outsourcing
• •Mergers, • •Productivity
Mergers,etc.
etc. Productivity
• •Joint
Jointventures
ventures
• •Innovation Professional
Innovation
• •Growth
Growth Career Management Professional
• •Career
Careerstage
stage
• •Downsizing • •Education
Downsizing
• •Restructuring Education&&training
training
Restructuring • •Promotion aspirations
Personal Promotion aspirations
• •Performance
Performance
• Age/tenure
• •Potential
Potential
• Family concerns
• •Current
Currentcareer
careerpath
path
• Spouse
employment
• Mobility
• Outside interests

Individual’s
Individual’sNeeds
Needs
7
 Identifying Job
Opportunities
8

Job Competencies

Job Progressions Activities

& Career Paths Activities
of
of Job
Job
Career Opportunity
Opportunity
Advancement
Possibilities Inventorying
Inventorying

Dual Career Paths

 Traditional Career
9
Stages
Exploration Estblshment Mid career Late Career Decline

High
Will performance
Job increase or decline?
Performance

Low

Transition Getting first

The elder Preparing for
from school job and
statesperson retirement
to work being
accepted

5 10 15 20 25 30 35 40 45 50 55 60 65 70 75
Age
 Career Development as a
Strategic Theme
10

 Need of knowledge workers for maintaining

competitive advantage

 Flatter organizational structures

 Attitudinal changes of highly skilled workers

towards employers

 Need to tap the potential of the whole work-force

 Career Anchors
11

Individuals’ career choices are guided, constrained, stabilized

and Integrated
by a set of ‘Career Anchors’. These anchors function as self
perceived talents,
abilities, motives, needs, attitudes and values. (Schein,1978)
These career anchors are:
 Technical functional competence
 Managerial competence (analytical,
interpersonal and emotional)
 Security and stability
 Creativity
 Autonomy and Independence
 Preparing for Corporate
Challenges
12

 Create a sense of urgency or quasi-crisis

 Develop a competitive focus at every level
through widespread use of competitive
intelligence
 Provide employees with the skills they
need to work efficiently
 Give the organization time to digest one
challenge before launching another
 Core Competencies and Strategic
Capabilities
13

 Prahalad and Hamel (1990) argue that strategic

success depends upon development of core
competencies which are the organization
resources that are distinctive and sustainable
competitive advantage.
 Barney (1991) Criteria of a core competency are:

1. Value creation for the customer

2. Rarity compared to the competitor
3. Non-immitability
4. Non-substitutability
 Strategic Types
14

Following four types can enable us to understand

patterns in action that indicate a strategic
preference:

1. Defenders

2. Prospectors

3. Analyzers
 Strategic Types
15

Defenders:
 They seek stability
 They attempt to seal off a position of the market
 They adopt a niche strategy
 They aim for production of goods or services as
efficiently as possible
 They adopt strict organizational control to
ensure efficiency
 Strategic Types
16

Prospectors:
 They find or exploit new product and market opportunities
 Their domain is usually broad and in a continuous state of
development
 They are constantly scanning the environment for opportunities
 They adopt flexible technological and administrative systems
 They adopt organic structures with top management expertise in
marketing and R & D.
Analyzers:
 They seek to incorporate the benefits of defenders and
prospectors
 They seek or exploit new opportunities while maintaining their
core business.
 Life Planning
17

 Career is defined as advancement through

life.
 Tame identifies following major concepts

in life planning:
1. Values
2. Life goals
3. Mission or purpose
4. Objectives
5. Strategy
 Why Life Planning
18

Macnulty (1985) conducted research in British and divided

British
population into three major categories namely:
1. Sustenance-driven population: Motivated by need for
security or survival, fearful and cautious, resistant to
change.
2. Outer-directed people: Motivated by the search for
esteem and status, they are competitive and concerned
about the impression they make on others.
3. Inner-directed people: They hold criteria of success and
standard of behavior within themselves. They are far less
concerned with the opinions of others and are self-
motivated.
 Career Resiliency
19

Waterman et al (1994) argued that we are seeing the demise

of
the lifetime employment covenant and described an emergent
new relationship in which the employer and the employee
share
responsibility for maintaining or even enhancing competitive
strategies.
 Departmental and functional barriers broken-down to

promote coherent horizontal strategy.

 People work together in interdepartmental teams to focus

on customer for good of entire organization.

 No duplication or internal competition as rewards of

effective implementation are shared by all.

 The Systematic Strategy
Analysis Process
20

1. Strategic context setting

2. Assessment and investigation
3. Reflection leading to understanding
4. Formulation
5. Implementation and monitoring
 The Systematic Strategy
Analysis Process
21

1. Strategic context setting:

Clarity/restate organization’s
 Vision

 Mission

 Core values

2. Assessment and investigation:

 External environmental appraisal

 Internal audit of key result areas

 Evaluation of expectations of key stakeholders

 The Systematic Strategy
Analysis Process
22

3. Reflection leading to understanding:

 Gap identification

 Establishment of targets and critical success factors

 Evaluation of alternative courses of action

4. Formulation:
 Long-range strategic plan

 Establishment of supporting business plans

5. Implementation and monitoring:

 Action plan v. activity

 Environmental scanning
 Jobs for now or Jobs for
23
Life
 Hirsch and Jackson (1996) developed a helpful career
development model continuum as under.
 Approaches adopted included personal development

plan, career workshops, development and leading

resource centers. They differed from previous ones in
the following:
1. they were designed to inform and support the
individual rather than contribute specifically to
organizational succession planning.
2. they were seen to apply to the whole work force
rather than being restricted to selected groups.
3. They were often designed and implemented at
business unit rather than centrally.
 Implementation
24
Surprises
1.The HR function was heavily criticized for constant
tinkering with the processes.
2. Small fragmented HR functions located in the business
units did not sustain their support.
3. Many of the interventions helped individuals to think
about their careers, but few processes were set up for
facilitating lateral job moves.
4. Line managers did not have the time, the information or
the skills to offer career advice or to facilitate career
moves.
5. A number of processes such as performance-related pay
concentrate on short-term business objectives and
accordingly people do not take individual career
development seriously.
 Other Measures
25

 Career Plateauing: Shrinking opportunities for

promotion due to downsizing and de-layering of
large organization can be handled by keeping job
duties and responsibilities in a constant state of
flux and hence more challenging and interesting.

 Mid-career rustout: The term has been coined

to refer to what happens when people’s lives
deteriorate through the disuse of their potential
and they feel they have plateaued. Employees
feel passive and unwilling to grow and change.
 Thinking Careers in relation to
26
Projects
 A career is a series of gigs driven by project
management.
 In a project-driven organization, power flows from
expertise, not from position
 Most roles in an organization can be performed by
outsiders as effectively as by the insiders.
 Careers are made in markets, not hierarchies. (workers
can conceive themselves as self-employed sub-
contractors operating in a competitive markets for work).
 The fundamental career choice is made not between one
company and another, but between specializing and
generalizing.
 Value Chain Analysis
 THE VALUE IS THE TOTAL AMOUNT (i.e. TOTAL
REVENUE) THAT BUYERS ARE WILLING TO PAY
FOR A FIRM’S PRODUCTS.

 THE DIFFERENCE BETWEEN THE TOTAL VALUE (OR

REVENUE) AND THE TOTAL COST OF PERFORMING
ALL OF THE FIRM’S ACTIVITIES PROVIDES THE
MARGIN .

 THE VALUE CHAIN IS A TOOL DEVELOPED BY DR.

MICHAEL PORTER(HARVARD BUSINESS SCHOOL).
What is the value chain?
 Porter’s definition includes all activities to
design, produce, market, deliver, and
support the product/service.
 The value chain is concentrating on the
activities starting with raw materials till the
conversion into final goods or services.
 Two categories:
 Primary Activities (operations, distribution,
sales)
 Support Activities (R&D, Human Resources)
TYPES OF VALUE
CHAIN:
 Value Chain is categorized into types
based on the type of organizations.

 Manufacturing based.
 Servicebased.
 Both manufacturing and service based.
What is value chain
analysis?
 Used to identify sources of competitive
advantage
 Specifically:
 Opportunities to secure cost advantages
 Opportunities to create product/service
differentiation
 Includes the value-creating activities of all
industry participants
 Value Chain Model
(FISH BONE DIAGRAM)

SUPPORT Firm Infrastructure (General Management)

Cu
ACTIVITIES

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Human Resource Management

r
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Technology Development

lue
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Procurement

Inbound Ops. Outbound Sales & Service and

Logistics Logistics Marketing Support

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PRIMARY ACTIVITIES
TYPES OF FIRM
ACTIVITIES
 Primary activities:  Support Activities:
Those that are involved in Those that merely support
the creation, sale and the primary activities
transfer of products  Human resources
(including after-sales (general and admin.)
service)  Tech. development
 Inbound logistics
 Procurement
 Operations

 Outbound logistics

 Sales and marketing

 Service and support

 Value Chain Model
from Michael E. Porter’s Competitive
Advantage

Firm Infrastructure (General Management)

Cu
st
SUPPORT

meo
Human Resource Management
ACTIVITIES

r
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Technology Development

lue
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Procurement

Inbound Operation Outbound Sales & Service and

Logistics s Logistics Marketing Support

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PRIMARY ACTIVITIES
 PRIMARY ACTIVITIES

1.INBOUND LOGISTICS
- CONCERNED WITH RECEIVING, STORING, DISTRIBUTING
INPUTS (e.g. HANDLING OF RAW MATERIALS, WAREHOUSING,
INVENTORY CONTROL)

2. OPERATIONS
- COMPRISE THE TRANSFORMATION OF THE INPUTS INTO THE
FINAL PRODUCT FORM (E.G. PRODUCTION, ASSEMBLY, AND
PACKAGING)

3. OUTBOUND LOGISTICS
-INVOLVE THE COLLECTING, STORING, AND DISTRIBUTING THE
PRODUCT TO THE BUYERS (E.G. PROCESSING OF ORDERS,
WAREHOUSING OF FINISHED GOODS, AND DELIVERY)
 PRIMARY ACTIVITIES
4. MARKETING AND SALES
-Identification of customer needs and generation of sales.
(e.g. ADVERTISING, PROMOTION, DISTRIBUTION)

5. SERVICE
-INVOLVES HOW TO MAINTAIN THE VALUE OF THE
PRODUCT
AFTER IT IS PURCHASED.(e.g. INSTALLATION, REPAIR,
MAINTENANCE, AND TRAINING)
 Value Chain Model
from Michael E. Porter’s Competitive
Advantage

SUPPORT
Firm Infrastructure (General Management)

Cu
ACTIVITIES

st
meo
Human Resource Management

r
Va
M
Technology Development

lue
ar
gi
n
Procurement

Inbound Ops. Outbound Sales & Service and

Logistics Logistics Marketing Support

lue
gin

Va
ar
M

m er
to
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PRIMARY ACTIVITIES
 SUPPORT ACTIVITIES
1.FIRM INFRASTRUCTURE
The activities such as Organization structure, control
system, company culture are categorized under firm
infrastructure.
2.HUMAN RESOURCE MANAGEMENT
Involved in recruiting, hiring, training, development and
compensation.
3.TECHNOLOGY DEVELOPMENT
These activities are intended to improve the product and the
process, can occur in many parts of the firm.
4.PROCUREMENT
Concerned with the tasks of purchasing inputs such as raw
materials, equipment, and even labor.
 Learning Support for Non-
38
employees
1. Classify external groups by their general interests or
concerns.
2. analyze existing relationships between the organization
and the various groups whose learning needs are to be
met.
3. Pinpoint what these relationships should be in the future.
4. Pinpoint discrepancies for both the present and the future
between desired and actual learning relationships.
5. Separate HRD from non-HRD solutions.
6. Identify changes in relationships and design HRD
activities to meet desired changes.
7. Select instructional content and delivery methods.
 Learning Support for Non-
39
Employees
8. Follow up over time.
9. establish what percentage, if any, of the current resources
invested in HRD activities is devoted to non-employee
learning, and determine whether this %age is appropriate for
the future needs.
10. Develop a negotiating strategy for bidding for additional
resources should this prove necessary.
11.Building on point 2 and 3 above, establish links with HRD
departments of organizations with which one has a significant
business relationship in order to consider the option of pooling
resources and integrating learning systems.
12. The in-house T&D managers should establish their
organization’s current attitude to outsourcing, since there may
be several areaswhich could be future targets for outsourcing.