Human Resource Development, Case Study Analysis

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Managing Learning and Knowledge Capital

Human Resource Development:

Chapter 4

HRD Needs Investigation:
An overview

Copyright © 2010 Tilde University Press

The importance of HRDNI

  • Only systematic way of deciding
  • Whether a HRD solution is required
  • The most appropriate HRD solution
  • Links HRD to the organisation’s strategic plan
  • Identifies whether staff have sufficient skills and knowledge
  • Minimises waste of resources, such as staff time
  • Maximises potential benefits of the learning interventions

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HRDNI defined

  • Identifies the gap – expected vs actual
  • Four categories
  • Performance deficiency
  • Diagnostic audit
  • Democratic preference
  • Pro-active analysis
  • May have multiple meanings
  • One-off investigation
  • Ongoing surveillance
  • Scanning of future problems and challenges
  • Must do a General Needs Analysis first
  • If a HRD issue, then do a HRDNI

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The HRDNI identifies

  • The content and learning objectives
  • The population
  • The resources needed
  • The context and organisational politics

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Two levels of HRDNI

  • Surveillance level
  • Continually survey the internal and external environment
  • Organisational strategic plan
  • HRD strategic plan
  • The internal environment
  • Quality control system and safety reports
  • Financial control system
  • Staff turnover and sick leave
  • Performance appraisal system
  • Managerial observation

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Two levels of HRDNI (cont)

  • The investigation level – when surveillance stage indicates a possible issue
  • Data gathering
  • Interviewing and focus groups (see Chapter 6)
  • Organisational records, observation, assessment centres
  • Data analysis
  • Quantitative and qualitative techniques
  • Learning objectives – terminal behaviour, Standards, Conditions
  • Competencies
  • Learning outcomes
  • Other components – e.g., target population
  • Pivotal nature of learning objectives

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Investigation plan

  • Operational base
  • Authority base
  • Key role players
  • Initiator
  • Decider
  • Loose connections
  • Other sources of information
  • Investigation methods
  • Time frames
  • Allow time to analysis and writing report

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Selecting a HRDNI method

  • The strategic orientation
  • Advantages and disadvantages – see Table 4.2
  • Initial impressions not always accurate
  • Organisational politics
  • Espoused theory vs theory-in-action
  • Organisational defence mechanisms
  • The above 3 cannto be dismissed – but cannot be ignored either

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The HRDNI report

  • Reason for conducting
  • Describe the investigator
  • Describe processes used
  • Define the learner population
  • Define learning outcomes and learning objectives
  • Justify the design learning experiences needed
  • Note information that can be used in the learning experience
  • Plan the evaluation

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The need for the HRDNI

  • Often not done, because:
  • Can be difficult and time consuming
  • Action is valued over research
  • More attractive options (e.g., fads)
  • Lack of senior management support
  • Cannot hide from the strategic imperatives
  • Important underlying precepts of HRDNI
  • Is a dynamic and continuous process
  • The investigation stage must satisfy a demand
  • Invest to insure subsequent action is more efficient & effective
  • Decreases the risk of inappropriate action

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