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Summary HRD2602 Summarised Study Notes
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- University Of South Africa (Unisa)
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HRD2602NOTES
,HRD2602 – TRAINING AND DEVELOPMENT PRACTICES
Workbook 01: The management functions and the place and role of
the HRD function
1. Difference between ETD (education, training and development) and HRD (HR development):
ETD forms part of the broader strategy of HRD and provides short- and medium-term interventions to
ensure that long-term goals of HRD are achieved. HRD is broader than the ETD process which entails
the phases of needs analysis, ETD design and delivery, and the evaluation of ETD. HRD manages the
entire system and the environment in which ETD takes place. HRD emphasises on the ongoing
management of the learning environment and supporting the transfer and follow up strategies
needed to make ETD work.
2. What are the functions of HRD and what is the role of HRD: (It is very important to understand
the concepts)?
See The role of T&D and key functions below (Page 3)
3. What is the management functions?
Management is a process followed by managers aim to accomplish an organisation’s goals and
objectives. To achieve goals, managers must plan, organise, lead or guide and control must be
exercised.
4. Which of the following is the four important element of management process
Planning, Leading, Organising and Control
Prescribed book:
Chapter 1
Notes: A practitioner can be a teacher, trainer etc
1.5 The place & the role of the T&D function in the structure of the org
HRD (Human resource development) purpose: To bring change necessary to enhance the organisation
(Org) through org and performance improvements. “The HRD function is to make a difference in the
way org’s and employees operate”. Present and future jobs can be performed better by enriching
employee’s knowledge, skills attitudes and values.
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,HRD2602 – TRAINING AND DEVELOPMENT PRACTICES
The role of the (T&D) function in an org
Training and Development (T&D) is usually regarded as a subsystem bases on the following
assumptions:
• The T&D function – Processing system that determines the training needs, applies training
technology and expertise, and transforms untrained employees to trained employees who
subsequently contributes to achieving the org’s objectives.
• Primary input into a T&D system – Refers to training needs of untrained employees and is
transformed into an output (trained employees) by means of training processes such as
analysis, design, development and training evaluation.
• A subsystem of an org – The T&D function is exposed to similar influences as other systems
within the org. Influences such as politics, economy and legislation.
The T&D function should be viewed us part of the HR function but it should function separately (as a
separate training and development department). T&D takes places at various levels within the org and
provides a support level to the organisation. Critical factor: Training practitioners should continually
monitor T&D against the org’s objectives
Key functions and activities that should be present in the T&D (HRD) departments:
• Management of HRD function: (Managing org learning/performance management systems,
planning, organising, staffing, controlling and coordinating)
• T&D needs analysis
• Design and development of curricula and programmes
• Development and obtaining training resources
• Delivery of EDT (education, development and training)
• Evaluation of T&D and the total HRD effort
• Quality assurance of T&D initiatives
• Career development
• Org development
Additional duties of the T&D departments:
• Marketing T&D courses & student registration systems
• Supply of T&D material for on-the-job training
• Supply and management of T&D facilities and equipment
• Organisation of achievement conferences
• Representation of the Org on professional bodies
1.11 The role of the (ETD) T&D practitioner
Is of the utmost importance. Main function: Ensure that employees perform to the best of their
abilities & the practitioner’s efforts should be directed at all aspects of the employee performance.
The ETD practitioner should be aware of the overall org’s business plan and various department’s
objectives. Top management should be involved in T&D especially in the development of these
programmes.
Roles of the T&D (ETD) practitioner:
• Manager:
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, HRD2602 – TRAINING AND DEVELOPMENT PRACTICES
The professional must provide the org with guidelines and leadership regarding T&D activities.
In the process, planning, organising, leadership and control are applied to achieve org
objectives. Decisions regarding T&D to be presented, resources utilised, scheduling, T&D
methods and target groups are some of the important aspects.
• Consultant:
T&D practitioner acts as a consultant when assisting with employees’ performance problems.
In this role the practitioner must act:
o In response to actual problems affecting performance
o Revealing and reacting to emotions of employees when emotions can be identified as
a potential problem
o Suggesting appropriate and effective solutions to problems
o Providing specialists with appropriate skills to solve problems
In addition to the above they should also attempt to solve perf problems by means of
individual interviews and assistance. The practitioner should be able to identify typical
problems in the org and create suitable learning experiences to address these unique
problems.
• Facilitator:
The role of the facilitator requires that the learning content be activated and convey it to the
target group and to facilitate its transfer. Facilitation is directed at questioning and listening
skills as well as providing students with feedback and positive reinforcement during the
learning process. Essential role: managing group discussions and group processes so that
individuals can learn from them and regard them as a positive experience.
• Evaluator:
The impact of T&D on the success of the org must be measured. Instruments that indicate
facets of perf improvement must be designed and applied. A minimum requirement is the
measurement of the HRD’s perf against strategic objectives and operations plans per annum.
• Marketer:
Role of promoting training programmes to top management and target groups is very
important. The value of T&D for personal dev and org success must have the client as an
emphasis.
• Strategic facilitator:
The role of developing a HRD strategy (long term plans) is to achieve the T&D mission of the
org which is essential to the org’s success. To align HRD activities with the broad business plan
and HRM initiatives.
1.7 A managerial approach to T&D:
The training manager’s responsibility is to manage the T&D functions that the set objectives are
achieved. All managers should accept personal responsibility for T&F of their employees. The T&D
practitioner must manage the T&D department with consideration for the vision, mission, strategies
and overall objectives of the org.
• Planning:
Involves activities of management that determines the mission and goals of an org (Planning
determines the direction an org must follow to accomplish its goals). HRD planning can also
include personnel goals, personnel policies and programmes are formulated and preparing
the HRD budget. Most important responsibility is to develop a strategic HRD plan for the org.
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