Lesson 25 on HRD

 While may consider the issues of Employee relations what comes to their mind is the Industry Relation of the early 20th century. Professionals of HRD and HRD are required now to see the perspective of HRD in the 21st century.

1. Employee Relations

• Employer has the right to control work performance, integrate employees in the organisation’s structure and management system, and create an environment of mutual trust, confidence and supply of enough and reasonable work.
• Employees have their own needs and expectations from the employer and colleagues in the workplace.
• The laws of the land usually govern these relationships

Strategic Planning Training Staff of Ethio-Chicken Company, Ethiopia

The Difference between the OLD and NEW CAREER DEVELOPMENT MODELS

 THE OLD MODEL

1. You have an office
2. Success is found on the career ladder
3. The power of position is used to get a job done
4. Influence as a manager
5. Job gives entitlements
6. Loyalty to the company matters
7. You enjoy salaries and benefits
8. You have job security
9. You get identity from the job and position
10. You pay attention to bosses and managers
11. We have employees

NEW MODEL
1. You have a virtual space
2. Success is found in valued skills
3. Influence is used to get a job done
4. Influence as a leader
5. Marketability gives entitlements
6. Loyalty to work and yourself matters
7. You enjoy contracts and fees
8. You have personal freedom and control
9. You get identity from contribution to work, family and community
10. You pay attention to clients and customers
11. We have vendors, entrepreneurs, team members
12. You will have second career- Self employment

The Emerging Issues in HRD in Ethiopia

The emerging Issues in Ethiopian concerning Human Resources Development are influencing every sector and every discipline. This is seen tin their effort to search for solutions of less motivated, underperforming and change resistant staff in both public and Private Organizations. 

If we consider Human Resource Development is only Training development we are missing the largest part of the intervention.

Lets look at
1. Talent Development
2. Training and Development
3. Organization Development
4. Performance Development
5. Leadership Development

Lessons on Human Resources Development

 

Lesson 18.  

Some useful indicators for training needs analysis include the following:

•        Legislation or policy changes

•        Lack of basic skills

•        Poor performance

•        New technology

•        Customer requests

•        New products/services

•        Higher performance standards

•        New jobs

•        Career progression requirements

Lesson 19. 

Three levels of training needs analysis

•        Organisational level needs

•        Task analysis needs (job analysis)

•        Person analysis needs

Lesson 20. 

Training should answer the following questions:

•        What skill gaps are there in the organisation?

•        Which problems can be solved by training?

•        What are the appropriate non-training solutions?

•        What will happen if no training is provided?

•        What would be the best way to provide the training?

Training needs analysis also requires excellent listening and analytical skills. It is an art, not a science to balance all the competing needs and interests.

Training Needs Analysis and Assessment

 Lesson 17

HRD

Differentiating Important Issues

1. Training Needs

Any shortfall between the knowledge, skills and attitudes of the employee vis-à-vis what is required by the job

1.1 Training Needs Assessment

A survey of employees needs for training inputs in the given period of time

1.2 Training Needs Analysis

A systematic process by which training needs are investigated and consolidated to provide the basis for the training programme.