What is Human Resource Development (HRD)? I might not be specific in my answer if I have to define this term before this class. However, through this course I have learned that the term HRD refers to learning, performance, and change, which will bring about change to organizational effectiveness according to Gilley. Understanding this definition helped me to think more about the classes that I took in the last two years. After I began to relate these classes to this definition, I found out all these classes apparently defined the term HRD. The team development, consulting skill, organizational change, program development, program evaluation, and others were defining the HRD in more details. I have learned that we should focus on individual development and on the organization performance as well. The bottom line we can’t develop our organizations without developing our people.
One of the greatest in class activities for understanding the definition of HRD was a debate between two groups. The first group supported the idea that HRD is about developing the learners. This team used the military as an example of developing learners. The team stated that military invests in individuals’ thinking skills for the sake of individuals’ development, so they can be promoted. The second group sustained the idea that says HRD is about developing organizations’ performance. This group stated that learning for learning sake is not the goal of organization, and the reason organizations invest on individuals is to improve the organization. Many ideas jumped up from both groups, but we came to a conclusion that both groups were right. This activity was a great practice not only for individuals to understand the concept of HRD, but to support their own ideas and defend other ideas.
Partner facilitation that uses 6-Cs facilitation was a great exercise that helps people finds their strengths and weaknesses. It helps facilitators learn how to present their ideas clearly, include all members in discussion through asking questions and commitment to decision, and evaluate the process and the result of learning. The first presentation was about the best practices. The presenters used a medical field scenario to present two different types of practices: a successful practices and a poor practice. I have learned how to listen to others and how to treat others fairly. The second presentation was presented by April and I illustrated the Pay-for-Performance model (PFP). I have learned that many organizations used this program and it drove many of them to organizational success. Furthermore, I have learned through this activity there was a connection between individuals’ contributions and organizational success. In addition, I have learned that there were some disadvantages of using the PFP, which some individuals may neglect things that participate in organizational development and concentrate more on things that help them to be rewarded.
The professor’s experience was another aspect that helped me more to learn about HRD. He used this experience to facilitate group discussion, which was a great practice of connecting the theory to the real world. In two different groups we practiced Mentoring/Coaching Strategy. All the 8 steps from asking permission to initiating conversion to follow-up were considered important in helping the client who is facing a difficult situation. In class discussion we illustrated how clients understood that the helper was listening to his point of view. I have learned that when you listen to someone, you should acknowledge or rephrase back what he said before asking a question, so the person understands that you are following him. I believe this activity was a great one for building our consultation skills.
Building trust is one of the greatest values I have learned through this course. Trust is so important for HRD professionals if they want to get management support and implement change. Building trust through intervention will give them the ability to influence the client and convince him to support the change. Most in class activities explained the needs of consultants for the purpose of organizational development. The performance management strategy was a great example of building relationships with others. Managers should encourage and mentor before confront the employees.
By tracing the history of HRD, I have learned that McGregor, Lewin, and Taylor’s contribution to HRD was valuable. Their theories have become the basis for HRD professional for building a productive workplace. Such theories are theory X and theory Y by McGregor. The formula for system change: unfreezing, moving, and refreezing, group dynamic, and action research by Lewin. The scientific management and training method that simplify the jobs, by Taylor, were great contribution to human resource.
I have learned in depth more knowledge about the four components of HRD and how to measure the result of each component. Understanding the value of each component will help the HRD professional to view the whole system for organizational development. The four components are:
- Individual development that include developing new knowledge, skills, and behavior.
- Career development is about developing values and interest that help individuals plan for their career development.
- Performance management, which helps managers interact with employees and solve organization’s problem.
- Organizational development is about organization’s ability discovering its weakness to enhance and develop.
This class will be memorized as one the greatest classes that I took in this program. In a response from our professor about what we like about HRD, I said Organizational Change. Then he handled me a book Written by William Bridge to gain more information about the nature of change. I will highly recommend this book (Managing transitions making the most of change) to everyone who has concerns about organizational change. I recently had a discussion with my friends who want to move to another State. The husband is always afraid of moving to a place where he doesn’t know much about it. He always believes of the possibility that the change won’t work. The book helped me to control the conversation. I told him always there is a grieving process and you should put in your mind “beginnings depend on endings” and you should think more about the outcomes. If you failed here, you will succeed somewhere else, don’t get scared.
Finally, Weisbord taught that HRD is not limited to organizational development, but HRD professionals have the capability to make the world one unit. The future search strategy is a great example of brining people together despite their differences in language, color, and religion to solve their own problem and decide for their own future.