Human Resources

374 THE MIDWEST QUARTERLY

A Human Resource Development Perspective

JUDY B. SMETANA

I arrived in Tashkent around midnight on April 28th, 2019 after a fairly long flight, which turned out to be quite bearable and not as exhausting as I had imagined a thirty- hour trip might be. From the flight attendants to the border control personnel and the hotel reception, my first impression was that the Uzbek people are extremely hospitable.

This impression continued when I met the Rector and Pro-Rector of the Avloni Institute for dinner, my first evening in Tashkent, Uzbekistan. They shared stories about Uzbekistan, they informed me about some customs, and they treated me to a wonderful meal that included a delicious eggplant salad followed by a mixed grill shashlick and vegetables. Dessert was a variety of tasty fresh fruits.

On Monday, the work began. As a Fulbright Specialist, I was to focus on two projects at the Avloni Institute in Tashkent. Project One was to conduct sessions on “Training the Trainer.” These sessions concentrated on adult learning theory, developing and designing training programs as well as project management. The group consisted of chosen trainers who were charged with creating training programs in their respective institutes, schools, and/or regions.

Project Two was to conduct sessions on process management as it related to management functions, leading effective teams, and team leadership. This group consisted of approximately thirty mentor school principals who would then continue the work in their respective regions.

After spending two weeks at the Avloni Institute I traveled to the outlying regions of Samarkand, Navoij, Bukhara, and Nukus to conduct similar training. Each regional training provided insight into various learning issues. However, every institute I visited had the same

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question, “what is human resource development?” Each time I would reply that human resources was the umbrella expression for what used to be Personnel, which started out as a simple department that was charged with keeping employee files up to date and safe. Today, human resources includes two specific areas. On the one hand, Human Resource Management (HRM) entails different operational functions such as hiring, orientation/onboarding, compensation, benefits, safety, employment law, and training. On the other hand, Human Resource Development (HRD) includes leadership development, organizational change and development, instructional design and development, and coaching individuals. HRD encompasses a little from adult learning theory, communication theory, adult education, and psychology. Each of these fields contributes to the development of humans in the workplace. HRD helps to make this happen.

After the translator finished relating this information the room would be filled with smiles. Here I was, half way across the world teaching trainers how to design their professional development training. The ultimate goal being to improve their educational system. We covered many topics, but the importance of writing sound learning objectives was something that really stuck. We spent hours defining, reviewing, and applying objectives. At the end of the day or session, I would again be met with smiles. The attendees truly absorbed concepts presented, were fully engaged, and were enthusiastically looking forward to learning more and implementing this in their respective institutes.

It was then it struck me. Helping individuals and organizations develop is at the heart of Human Resource

humans reach their potential is highly gratifying, whether in Pittsburg Kansas or in the far reaches of Uzbekistan.

I was fortunate to have received wonderful support from the Ministry of Public Education, the US Embassy, and the Avloni Institute. I was humbled and honored to be part of

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the Fulbright program and to serve my country as a cultural and educational ambassador. To share subject matter that I teach at Pittsburg State University’s HRD program with Uzbeks was without a doubt a once in a lifetime experience.

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