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1 CONTENTS About the editor... The authors... Foreword... Preface... v vii ix xi Chapter 1 INTRODUCTION TO HUMAN RESOURCE DEVELOPMENT Introduction International trends in HRD Globalisation Strategic HRD and talent management Electronic, mobile and social learning Management and leadership development Performance consulting Career and performance management Proactive needs identification Training design Evaluation of training Employment equity and diversity training Learning organisation Local trends in HRD Training legislation ETD practices HR and L&D standards Integrating ETD, L&D and HRD Principles underlying the development of L&D practitioners Outcomes-based education (OBE) Company example An integrated framework for HRD Conclusion xv

2 xvi Managing Human Resource Development 1.10 Case study Self-assessment questions References Suggested reading Internet sites Acknowledgements Chapter 2 HUMAN RESOURCE DEVELOPMENT LEGISLATION Introduction Origin of the Skills Development Strategy and the NQF The strategic intent of the Skills Development Strategy Relationship to other skills and labour policy initiatives The National Qualifications Framework Act (2008) The strategy underpinning the NQF Intended transformation through the NQF Establishment and composition of the SAQA SAQA s functions in terms of the NQF Act Quality councils Professional bodies Principles of the NQF The NQF as a transformation mechanism The description of competence Expanding descriptions of competence Different kinds of competence Competence Standardising concepts and terms A standard format for describing competence Generic abilities ( critical cross-field outcomes ) Credits assigned to unit standards Standardised levels Level descriptors The relationship between standards and qualifications Rules of combination Qualifications NQF Implementation Framework Priority 1: Completion of the Transition from the SAQA Act to the NQF Act Priority 2: Development of a system of collaboration between SAQA and the QCs Priority 3: Co-ordination of the three sub-frameworks of the NQF Priority 4: Establishment of standard-setting and quality-assurance mechanisms within each of the three sub-frameworks... 41

3 Contents xvii Priority 5: Completion and operationalisation of the progression and articulation apparatus of the NQF Priority 6: Further development and improvement of the information apparatus of the NQF Role of the Quality Council for Trades and Occupations (QCTO) Vision and strategic approach of the Skills Development Act Principles underpinning the proposed new system Purposes of the Skills Development Act Core components of the Skills Development Strategy National co-ordination Functions Composition Sector Education and Training Authorities (SETAs) Criteria for establishment Functions Composition Chambers Financing SETAs and their chambers Learnership system and skills programmes Funding of skills development Skills development levies Collection of the levy National Skills Fund Grants and tax deductions available to employers and providers Sector skills plans National Skills Development Strategy Case studies: Sector and workplace skills plans and learnership implementation Transport Education and Training Authority Transnet Rail Engineering Practical implications for HRD practitioners Conclusion Self-assessment questions References Suggested reading Internet sites Acknowledgement Chapter 3 STRATEGIC HUMAN RESOURCE DEVELOPMENT Introduction The emergence of a new competitive landscape Reconceptualising and repositioning HRD as a strategic partner Strategy formulation versus implementation Strategy options and choice... 67

4 xviii Managing Human Resource Development 3.6 Implementation design criteria Alignment Implementability Coherence and governance Company example: Managing the Wesbank Way Outsourcing as a strategic HRD implementation option Planning outsourcing strategy and selecting an appropriate vendor or training partner Managing the risks and pitfalls of outsourcing Conclusion Case study: The Key Talent Programme of Syngenta Self-assessment questions References Suggested reading Internet sites Acknowledgement Chapter 4 THE LEARNING ORGANISATION Introduction Workplace learning to support a learning culture standard (SABPP) Problems with training programmes Training does not meet business needs In training, one size does not fit all Managers do not support training Employee workload A lack of measurement Incorrect time allocation The shift to the learning organisation Types of learning New learning Incremental learning Unlearning Transformational learning Types of learner Reluctant learners Leisurely learners Life-long learners Characteristics of learning organisations Flat organisational structure Open communication Teamwork Empowerment Inspired leadership Innovation and change

5 Contents xix Shared vision of quality Systems approach Job satisfaction and commitment People-orientated and talent focus External focus Technology-driven Learning opportunities Action and results focus Customer-orientated Barriers to organisational learning Learning organisation implementation plan Assess learning culture Analyse results Communicate and disseminate results Present results to top management Create a knowledge management system Develop learning strategies Market and communicate learning Implementation Evaluation Company examples Conclusion Case study Self-assessment questions References Suggested reading Internet sites Acknowledgements Chapter 5 PERFORMANCE CONSULTING Introduction The contextualisation of performance consulting The need to partner with management The link with business needs The link with Human Resource Development (HRD) The link with Organisation Development (OD) The link with the NQF critical outcomes Emerging roles and competencies within the HRD framework Performance consultant framework The researcher role The professional role The change facilitator role The communicator role Additional competencies for performance consultants

6 xx Managing Human Resource Development 5.6 Performance consulting approach and process The performance consulting approach Facilitation and the performance improvement consultant Networking and communication and the performance improvement consultant International standards for performance consultants Focus on outcomes Take a systemic view Add value Work in partnership with clients and other specialists Determine need or opportunity Determine cause Design solutions, including implementation and evaluation Ensure solutions conformity and feasibility Implement solutions Evaluate results and impact Introducing a performance improvement strategy Assessment of performance consultant competencies Conclusion Case study Self-assessment questions References Suggested reading Internet sites Acknowledgements Chapter 6 LEARNING NEEDS ANALYSIS Introduction Terminology definition Rationale for learning needs analysis National standard on learning needs analysis (SABPP) The stakeholders in learning needs analysis The learning needs analysis phases Collect information on an ongoing basis to identify potential issues or problems If an issue or performance problem is identified, consult with management If training-related, identify relevant criteria Select a data-collection method and procedures appropriate to the problem being analysed Written surveys or questionnaires Diagnostic instruments Interviews

7 Contents xxi Focus groups Training committees Observation Examining work samples Critical incident analysis Assessment centres Performance appraisals Exit interviews Comparing the needs analysis methods Collect data and analyse results; compare information with relevant criteria to determine gaps; draw conclusions Report results and recommendations to client Other types of analyses Organisation or situation analysis Target population analysis Task analysis Skills and competency analysis Attitude analysis Skills audits What is a skills audit? The skills audit process Skills audit application Company example Key learning points Conclusion Case studies Self-assessment questions Appendix 6.1 Training-needs analysis questionnaire for first line supervisors Appendix 6.2 Management style diagnostic instrument References Suggested reading Internet sites Acknowledgements Chapter 7 DESIGNING HUMAN RESOURCE DEVELOPMENT INTERVENTIONS Introduction National Learning Design Standard (SABPP) Selection of HRD interventions Implementation of interventions HRD interventions Conferences On-the-job training

8 xxii Managing Human Resource Development Industrial theatre sessions Applications and usage of industrial theatre sessions Company examples Ambush training Action learning Adventure learning Team-building Learning programmes Introduction Planning of learning programmes Programme strategy Curriculum development in terms of the QCTO Checklist Learning aids Games and simulations Design thinking Conclusion Case study Self-assessment questions References Suggested reading Internet sites Chapter 8 PLANNING AND ORGANISING TRAINING Introduction Compiling a training plan Alignment with NQF and QC requirements Consultation with stakeholders Planning the method of training and development Managing ETD staff Budgets Marketing and selling training Selling to management Motivating learners Steps in marketing Training aids Planning the venue Selecting the right venue Venue checklist Doing homework about the chosen venue Administration Pre-course administration Post-course administration Planning for training evaluation

9 Contents xxiii 8.3 A project management approach Handling a successful project Key principles for training project management success Conclusion Case study Learning points Self-assessment questions References Suggested reading Internet sites Chapter 9 MANAGEMENT AND LEADERSHIP DEVELOPMENT Introduction Changing role of management International best practices Learning opportunities for management development Management concerns Managerial learning Leadership development standard for South Africa (SABPP) Managing resources Transfer partnerships South African Qualifications Authority (SAQA) requirements Performance management A process approach to management development Why some management development programmes fail A process for individual management development When does the need for individual development arise? Conclusion Company example: Telkom Case studies Self-assessment questions References Suggested reading Internet sites Acknowledgement Chapter 10 MENTORING AND COACHING Introduction Benefits of mentoring and coaching Pitfalls of mentoring and coaching Types of mentoring and coaching interventions

10 xxiv Managing Human Resource Development 10.5 Role of HRD The coaching and mentoring standard (SABPP) The mentoring and coaching implementation process Introducing the intervention Training of steering committee Identifying mentors/coaches and mentees/coachees Capacity-building for all role-players Matching of mentors/coaches and mentees/coachees Relationship goal-setting Implementation Evaluation Improvement Guidelines for effective mentoring and coaching Company examples Study Sample and Data Collection and Analysis Method Methodology and Approach Findings Conclusion Case study Key learning points Self-assessment questions References Suggested reading Internet sites Acknowledgements Chapter 11 ELECTRONIC, MOBILE AND SOCIAL LEARNING Introduction Terminology definition Benefits of e-learning Course administration Financial management Management reports Resource management Cost savings Learner needs Effective learning Evaluation Disadvantages of e-learning Different types of e-learning methodologies E-learning implementation Training-needs analysis E-learning platform and design Implementation of e-learning delivery

11 Contents xxv Evaluation E-learning improvements Electronic performance support systems (EPSS) Company example: ABSA Conclusion Case study Key learning points Self-assessment questions References Suggested reading Internet sites Acknowledgements Chapter 12 EMPLOYEE ORIENTATION Introduction Objectives of a formal orientation process National standard on on-boarding (SABPP) Phases of planning orientation Interview phase Pre-employment The first day The first month and beyond Monitoring of process Exit interviews Elements of successful orientation programmes Give new employees what they need Allow enough time for orientation Provide a bonding experience Make orientation universal Immediate implementation Announcing the appointment Simplicity Emotional element Management involvement Human resource involvement Pitfalls in orientation programmes The ABSA case study Background Orientation within ABSA Further details pertaining to phases one to four Pre-employment activities Functional and role orientation Monitoring, evaluation and refinement

12 xxvi Managing Human Resource Development Checklist Accountability for orientation Conclusion Case study Self-assessment questions References Suggested reading Internet sites Chapter 13 EMPLOYMENT EQUITY AND DIVERSITY TRAINING Introduction Broad-Based Black Economic Empowerment Act Employment Equity Act Implications of employment equity and diversity for HRD Employment equity training Diversity training Pitfalls of diversity training Lack of management commitment Improper needs identification Political orientation Reactive approach Unbalanced content Facilitators profile Participant profile Project approach Inadequate transfer of learning Superficial evaluation Lack of change management Consultant liabilities Guidelines for effective diversity training Obtain visible management support Diversity-needs identification Integrate into business strategy Balanced and objective approach Diverse facilitators Diverse participants Change management Consultant co-ordination Compile action plans Provide support structures Monitoring and evaluation Diversity training process Diversity-needs assessment Diversity training design Facilitation

13 Contents xxvii Support and reinforcement Programme evaluation Company example Conclusion Case study Self-assessment questions References Suggested reading Internet sites Chapter 14 LEARNING & DEVELOPMENT STANDARDS Introduction Benefits of HR Standards L&D within the National HR Standards Model The L&D Application Standard Company example L&D standard implementation plan Conclusion Case study Key learning points Self-assessment questions References Suggested reading Internet sites Acknowledgement Chapter 15 MULTISKILLING Introduction Concept and nature of multiskilling Factors that support multiskilling Factors that support multiskilling from the organisation s perspective Factors that support multiskilling from the learner s perspective Value of multiskilling Generic skills of a multiskilling programme Strategies to promote multiskilling Job design Job rotation Job enlargement Job enrichment

14 xxviii Managing Human Resource Development Alternative work arrangements Career development Practical implementation of multiskilling Strategy Consulted process Skills audit Implementation Monitoring the process Factors to consider during implementation Limitations of multiskilling Developing a competency model Consider the organisational context Link the model to organisational goals and objectives Use job-analysis methods to develop competencies Consider what is to be achieved through multiskilling Define the anatomy of a competency Include generic and job-specific competencies Example of a competency model Developing a structured learning programme Documentation of a multiskilling programme Maintaining skill levels Conclusion Case study Self-assessment questions References Internet sites Chapter 16 CAREER MANAGEMENT AND PERFORMANCE Introduction Career development in a changing world of work The meaning of work and the new psychological contract Defining the new career Talent management: the strategic context for career development The new meaning of career development Responsibilities in career development Career stages Linking career stages to development interventions Organisation entry Career choice Organisational socialisation Development or mastery Performance management and 360-degree feedback Mentoring and coaching Succession planning

15 Contents xxix Career-planning workshops Interventions dealing with plateauing and stress Organisation exit Dealing with flexible work practices Designing and aligning a comprehensive career development system Company examples Conclusion Case study Learning points Self-assessment questions References Suggested reading Internet sites Chapter 17 HUMAN RESOURCE DEVELOPMENT QUALITY MANAGEMENT Introduction Principles of quality management Implementation strategy Phase one: management meeting Phase two: management training Phase three: strategic planning Phase four: form quality council Phase five: culture assessment Phase six: communications strategy Phase seven: organisation-wide training Phase eight: form quality teams Phase nine: training of teams Phase ten: problem identification and improvement techniques Phase eleven: change management Phase twelve: audit and reviews Aligning HRD with quality management Customer focus Problem-solving and quality techniques Process improvement Benchmarking Quality management system Quality assurance in terms of the QCTO Functions of an assessment quality partner Criteria for the approval of an assessment quality partner The QCTO s obligations in respect of assessment quality partners Practical guidelines for HRD practitioners Company example Conclusion Case study Key learning points

16 xxx Managing Human Resource Development Self-assessment questions References Suggested reading Internet sites Chapter 18 ASSESSMENT AND EVALUATION Introduction Terminology definition Definitions Formative and summative evaluation and assessment Why is evaluation necessary? Rationale for the evaluation of training in organisations Why people do not evaluate Consequences of not evaluating or assessing Why people should evaluate Focus on inputs Focus on outputs Focus on managing what is measured Focus on strategy Applications Results-based HRD What is results-based HRD? Activity-based HRD The role of evaluation in South Africa Evaluation and the individual Key role-players in evaluation Models of evaluation Kirkpatrick Warr, Bird and Rackham Phillips s five-level ROI framework South African ROI model Learning evaluation standard model (SABPP) Methods of evaluation Questionnaires Reactionnaires Interviews Critical incident review Written and computer-based tests Practical tests Focus groups Action planning Behavioural analysis Cost-benefit analysis and ROI Competence-based assessment according to QCTO requirements

17 Contents xxxi Methods of assessment Oral assessments Case studies Examinations and written tests Portfolios Role plays Simulations Conclusion Self-assessment questions Case study References Suggested reading Internet sites Acknowledgements Chapter 19 INTERNATIONAL HUMAN RESOURCE DEVELOPMENT Introduction Globalisation and HRD International HRD practices Global competencies Regional and country diversity Asia Middle East South America United States Problems experienced by expatriate employees Guidelines for international HRD International HRD strategy Review globalisation strategy Develop HRD strategy Expatriate training Repatriate training HRD global alignment Company example: IBM Conclusion Case study Self-assessment questions References Suggested reading Internet sites Chapter 20 CONTINUING PROFESSIONAL DEVELOPMENT Introduction Historic development of CPD

18 xxxii Managing Human Resource Development 20.3 What is CPD? What is CPD not? Why CPD? Comparability with other countries AHRI (Australia) CIPD (UK) What counts as CPD? Who does CPD affect? The variety of approaches to CPD Formal courses Workshops and seminars Conferences Tutorials Independent study and reading Presentations and publishing Mentoring and coaching Learning options for CPD Structured Semi-structured Unstructured Core competencies of the thinking performer Personal development plans Complete the necessary CPD work Building an organisational CPD strategy Practical guidelines for CPD CPD example: SA Board for People Practices (SABPP) Case study: Help! I m stuck in the mud! Key learning points Conclusion Self-assessment questions References Suggested reading Internet sites Acknowledgement Assignment, portfolio and examination questions Glossary HRD Internet index Index