Overview of what constitutes HUMAN RESOURCE DEVELOPMENT (HRD)

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2. Call
888.453.0014
PRESENTS
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3. Call
888.453.0014
PRESENTS
HUMAN RESOURCE
DEVELOPMENT
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VIRGINIA BEACH, VIRGINIA

4. Call
888.453.0014
PRESENTS
HUMAN RESOURCE
DEVELOPMENT
In the 21st Century
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VIRGINIA BEACH, VIRGINIA

5. Call
888.453.0014
Why is this an important topic today?
HUMAN RESOURCE
DEVELOPMENT
In the 21st Century
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VIRGINIA BEACH, VIRGINIA

6. Call
888.453.0014
Why is this an important topic today?
BECAUSE
Today almost 75% of all workers need re-
training in the course of a year.
www.regent.edu
www.regent.edu
BEACH,
VIRGINIA BEACH, VIRGINIA

7. Call
888.453.0014
Why is this an important topic today?
BECAUSE
Today almost 75% of all workers need re-
training in the course of a year.
The typical worker now changes jobs 5-6
times during his career.
www.regent.edu
www.regent.edu
BEACH,
VIRGINIA BEACH, VIRGINIA

8. Call
888.453.0014
Why is this an important topic today?
BECAUSE
Today almost 75% of all workers need re-
training in the course of a year.
The typical worker now changes jobs 5-6
times during his career.
An estimated $134 billion was spent on
employee learning and development in 2008.
[American Society for Training and Development]
www.regent.edu
www.regent.edu
BEACH,
VIRGINIA BEACH, VIRGINIA

9. Call
888.453.0014
Why is this an important topic today?
BECAUSE
Today almost 75% of all workers need re-
training in the course of a year.
The typical worker now changes jobs 5-6
times during his career.
An estimated $134 billion was spent on
employee learning and development in 2008.
[American Society for Training and Development]
HRD today can spell the difference between
success and failure; survival and extinction.
www.regent.edu
www.regent.edu
BEACH,
VIRGINIA BEACH, VIRGINIA

10. Agenda
This presentation
provides an overview of
HRD with reference to
current scholarship on
the subject.

11. Agenda
What exactly is HRD?

12. Agenda
1 What exactly is HRD?
What constitutes the field of HRD?

13. Agenda
1 What exactly is HRD?
2 What constitutes the field of HRD?
What do HRD practitioners do?

14. Agenda
1 What exactly is HRD?
2 What constitutes the field of HRD?
3 What do HRD practitioners do?
What are the competencies required to be
a successful HRD practitioner?

15. Agenda
1 What exactly is HRD?
2 What constitutes the field of HRD?
3 What do HRD practitioners do?
4 What are the competencies required to be
a successful HRD practitioner?
From the 21st century perspective

16. What is HRD?
What exactly is Human
Resource Development?
What is this “resource”?
How do we “develop”
it?

17. What is HRD?
What exactly is Human
Resource Development?
What is this “resource”?
How do we “develop”
it?

18. What is HRD?
What exactly is Human
Resource Development?
What is this “resource”?
How do we “develop”
it?

19. What is HRD?
When did organizations first
recognize humans as a “resource”?

20. What is HRD?
When did organizations first
recognize humans as a “resource”?
Peter Drucker
The father of Management
Science

21. What is HRD?
When did organizations first
recognize humans as a “resource”?
Peter Drucker
The father of Management
Science referred to the “human
component” of General
Motors as a “resource”

22. What is HRD?
When did organizations first
recognize humans as a “resource”?
Peter Drucker
The father of Management
Science referred to the “human
component” of General
Motors as a “resource”
1946

23. What is HRD?
When did organizations first
recognize humans as a “resource”?
Peter Drucker
The father of Management
Science referred to the “human
component” of General
Motors as a “resource”
1946
Leonard Nadler
Professor Emeritus

24. What is HRD?
When did organizations first
recognize humans as a “resource”?
Peter Drucker
The father of Management
Science referred to the “human
component” of General
Motors as a “resource”
1946
Leonard Nadler
Professor Emeritus
first coined the term
“Human Resource
Development”

25. What is HRD?
When did organizations first
recognize humans as a “resource”?
Peter Drucker
The father of Management
Science referred to the “human
component” of General
Motors as a “resource”
1946
Leonard Nadler
Professor Emeritus
first coined the term
“Human Resource
Development”
1970

26. What is HRD?
What is “Human Resource”

27. What is HRD?
What is “Human Resource”
William R. Tracey

28. What is HRD?
What is “Human Resource”
William R. Tracey
defines
“human resource”

29. What is HRD?
What is “Human Resource”
William R. Tracey
defines
“human resource”
as
“The people that staff and
operate an organization."

30. What is HRD?
What is “Human Resource”
William R. Tracey
defines
“human resource”
as
“The people that staff and
operate an organization."
The repository of knowledge, skill,
intelligence and decision-making power.

31. What is HRD?
What is H.R. “Development”

32. What is HRD?
What is H.R. “Development”
Jerry Gilley &
Steven Eggland
1989

33. What is HRD?
What is H.R. “Development”
Jerry Gilley &
define
Steven Eggland
H.R. “development”
1989

34. What is HRD?
What is H.R. “Development”
Jerry Gilley &
define
Steven Eggland
H.R. “development”
as
“Advancement of knowledge,
skills and competencies for
the purpose of improving
performance within an 1989
organization"

35. What is HRD?
What is H.R. “Development”
Jerry Gilley &
define
Steven Eggland
H.R. “development”
as
“Advancement of knowledge,
skills and competencies for
the purpose of improving
performance within an 1989
organization"

36. What is HRD?
What is H.R. “Development”
Jerry Gilley &
define
Steven Eggland
H.R. “development”
as
“Advancement of knowledge,
skills and competencies for
the purpose of improving
performance within an 1989
organization"

37. What is HRD?
What is H.R. “Development”
Jerry Gilley &
define
Steven Eggland
H.R. “development”
as
“Advancement of knowledge,
skills and competencies for
the purpose of improving
performance within an 1989
organization"

38. What is HRD?
What is H.R. “Development”
Jerry Gilley &
define
Steven Eggland
H.R. “development”
as
“Advancement of knowledge,
skills and competencies for
the purpose of improving
performance within an 1989
organization."

39. What is HRD?
Definition of “HRD” from
Jerry Gilley &
Steven Eggland

40. What is HRD?
Definition of “HRD”
“Organized learning
activities arranged within
an organization in order to
improve performance
and/or personal growth for
the purpose of improving
the job, the individual, Jerry Gilley &
Steven Eggland
and/or the organization."

41. What is HRD?
Definition of “HRD”
“Organized learning
activities arranged within
an organization in order to
improve performance
and/or personal growth for
the purpose of improving
the job, the individual, Jerry Gilley &
Steven Eggland
and/or the organization."

42. What is HRD?
Definition of “HRD”
“Organized learning
activities arranged within
an organization in order to
improve performance
and/or personal growth for
the purpose of improving
the job, the individual, Jerry Gilley &
Steven Eggland
and/or the organization."

43. What is HRD?
Definition of “HRD”
“Organized learning
activities arranged within
an organization in order to
improve performance
and/or personal growth for
the purpose of improving
the job, the individual, Jerry Gilley &
Steven Eggland
and/or the organization."

44. What is HRD?
Definition of “HRD”
“Organized learning
activities arranged within
an organization in order to
improve performance
and/or personal growth for
the purpose of improving
the job, the individual, Jerry Gilley &
Steven Eggland
and/or the organization."

45. What is HRD?
Definition of “HRD”
“Organized learning
activities arranged within
an organization in order to
improve performance
and/or personal growth for
the purpose of improving
the job, the individual, Jerry Gilley &
Steven Eggland
and/or the organization."

46. What is HRD?
Definition of “HRD”
“Organized learning
activities arranged within
an organization in order to
improve performance
and/or personal growth for
the purpose of improving
the job, the individual, Jerry Gilley &
Steven Eggland
and/or the organization."

47. What is HRD?
Definition of “HRD”
“Organized learning
activities arranged within
an organization in order to
improve performance
and/or personal growth for
the purpose of improving
the job, the individual, Jerry Gilley &
Steven Eggland
and/or the organization."

48. What is HRD?
HRD Vision Statement

49. What is HRD?
HRD Vision Statement
Let’s look at a couple of
HRD Vision Statements
from the real world…

50. What is HRD?
HRD Vision Statement
To create, encourage, and maintain an
environment that supports, develops
and maintains the well-being of the
workforce.
Penn State

51. What is HRD?
HRD Vision Statement
HRD is dedicated to meeting the
organization mission area HR needs in a
manner that is customer driven and cost
effective; values the diversity of our
employees and works collectively to make
USDA the employer of choice in the human
resources community; and, continually
seeks and uses innovative approaches that
are models for the Government as a whole.
United States Dept of Agriculture

52. What is HRD?
HRD Mission Statement

53. What is HRD?
HRD Mission Statement
So what is the “Mission”
of HRD?

54. What is HRD?
HRD Mission Statement
Short answer: To operationalize the HRD
Vision Statement.

55. What is HRD?
HRD Mission Statement
Short answer: To operationalize the HRD
Vision Statement.
Another answer: To accomplish the
“purpose of HRD”

56. What is HRD?
HRD Mission Statement
Short answer: To operationalize the HRD
Vision Statement.
Another answer: To accomplish the
“purpose of HRD”, which is, to bring about
changes that cause the organizational and
performance improvements

57. What is HRD?
HRD Mission Statement
Short answer: To operationalize the HRD
Vision Statement.
Another answer: To accomplish the
“purpose of HRD”, which is, to bring about
changes that cause the organizational and
performance improvements necessary to
enhance the organization.

58. What is HRD?
HRD Mission Statement
Short answer: To operationalize the HRD
Vision Statement.
Another answer: To accomplish the
“purpose of HRD”, which is, to bring about
changes that cause the organizational and
performance improvements necessary to
enhance the organization.
Long answer: To properly address all the
components of HRD

59. What is HRD?
HRD Mission Statement
Short answer: To operationalize the HRD
Vision Statement.
Another answer: To accomplish the
“purpose of HRD”, which is, to bring about
changes that cause the organizational and
performance improvements necessary to
enhance the organization.
Long answer: To properly address all the
components of HRD – which we shall see
in the next section.

60. What constitutes HRD?
Here we dig deeper
beyond the scholarly
definitions into the
demystified world of
practical HRD.

61. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS

62. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
Individual development

63. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
1 Individual development
Career development

64. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
1 Individual development
2 Career development
Performance management

65. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
1 Individual development
2 Career development
3 Performance management
Organizational development

66. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
1 Individual development
2 Career development
3 Performance management
4 Organizational development
From the 21st century perspective

67. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
These components could
be examined in terms of
(a) their FOCUS, and (b)
what RESULTS they
achieve (whether short
term or long term).

68. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
F O C U S
These components could
be examined in terms of
(a) their FOCUS, and (b)
what RESULTS they
achieve (whether short
term or long term).
F O C U S

69. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
F O C U S
Individual Organization
These components could
be examined in terms of
(a) their FOCUS, and (b)
what RESULTS they
achieve (whether short
term or long term).
Individual Organization
F O C U S

70. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
F O C U S
Individual Organization
R E S U L T S
R E S U L T S
These components could
R E S U L T S
be examined in terms of
(a) their FOCUS, and (b)
what RESULTS they
achieve (whether short
term or long term).
Individual Organization
F O C U S

71. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
F O C U S
Individual Organization
Short-term
Short
Short-term
term
R E S U L T S
R E S U L T S
These components could
R E S U L T S
be examined in terms of
(a) their FOCUS, and (b)
what RESULTS they
Long-term
Long-term
achieve (whether short
term or long term).
Individual Organization
F O C U S

72. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
F O C U S
Individual Organization
Short-term
Short
Short-term
term
R E S U L T S
R E S U L T S
These components could
R E S U L T S
be examined in terms of
(a) their FOCUS, and (b)
what RESULTS they
Long-term
Long-term
achieve (whether short
term or long term).
Individual Organization
F O C U S

73. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
F O C U S
Individual Organization
Short-term
Short
Short-term
term
R E S U L T S
R E S U L T S
R E S U L T S
HRD Roles
and Practices
Long-term
Long-term
Individual Organization
F O C U S

74. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
F O C U S
Individual Organization
Individual
Short-term
Short
Short-term
term
Development
R E S U L T S
R E S U L T S
R E S U L T S
HRD Roles
and Practices
Long-term
Long-term
Individual Organization
F O C U S

75. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
F O C U S
Individual Organization
Individual
Short-term
Short
Short-term
term
Development
R E S U L T S
R E S U L T S
R E S U L T S
HRD Roles
and Practices
Long-term
Long-term
Career
Development
Individual Organization
F O C U S

76. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
F O C U S
Individual Organization
Individual Performance
Short-term
Short
Short-term
term
Development Management
R E S U L T S
R E S U L T S
R E S U L T S
HRD Roles
and Practices
Long-term
Long-term
Career
Development
Individual Organization
F O C U S

77. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
F O C U S
Individual Organization
Individual Performance
Short-term
Short
Short-term
term
Development Management
R E S U L T S
R E S U L T S
R E S U L T S
HRD Roles
and Practices
Long-term
Long-term
Career Organization
Development Development
Individual Organization
F O C U S

78. What constitutes HRD?
FOUR FUNDAMENTAL COMPONENTS
F O C U S
Individual Organization
Individual Performance
Short-term
Short
Short-term
term
Development Management
R E S U L T S
R E S U L T S
Let’s examine each of
R E S U L T S
these in some detail…
HRD Roles
and Practices
Long-term
Long-term
Career Organization
Development Development
Individual Organization
F O C U S

79. What constitutes HRD?
Individual Development

80. What constitutes HRD?
Individual Development
Personal development

81. What constitutes HRD?
Individual Development
Personal development
Acquisition of new knowledge

82. What constitutes HRD?
Individual Development
Personal development
Acquisition of new knowledge
New skills

83. What constitutes HRD?
Individual Development
Personal development
Acquisition of new knowledge
New skills
Improved behavior

84. What constitutes HRD?
Individual Development
Personal development
Acquisition of new knowledge
New skills
Improved behavior
FOCUS

85. What constitutes HRD?
Individual Development
Personal development
Acquisition of new knowledge
New skills
Improved behavior
FOCUS
Individual

86. What constitutes HRD?
Individual Development
Personal development
Acquisition of new knowledge
New skills
Improved behavior
FOCUS RESULT
Individual

87. What constitutes HRD?
Individual Development
Personal development
Acquisition of new knowledge
New skills
Improved behavior
FOCUS RESULT
Individual Short-term

88. What constitutes HRD?
Individual Development
Personal development
Acquisition of new knowledge
New skills
Improved behavior
FOCUS RESULT
Individual Short-term

89. What constitutes HRD?
Career Development

90. What constitutes HRD?
Career Development
Professional development

91. What constitutes HRD?
Career Development
Professional development
Analyze and identify individual interests,
values, and competencies required for
future jobs

92. What constitutes HRD?
Career Development
Professional development
Analyze and identify individual interests,
values, and competencies required for
future jobs
Individual activities: Career planning,
career awareness, etc.

93. What constitutes HRD?
Career Development
Professional development
Analyze and identify individual interests,
values, and competencies required for
future jobs
Individual activities: Career planning,
career awareness, etc.
Organizational activities: mentoring,
counseling, workshops, seminars, etc.

94. What constitutes HRD?
Career Development
Professional development
Analyze and identify individual interests,
values, and competencies required for
future jobs
Individual activities: Career planning,
career awareness, etc.
Organizational activities: mentoring,
counseling, workshops, seminars, etc.
FOCUS

95. What constitutes HRD?
Career Development
Professional development
Analyze and identify individual interests,
values, and competencies required for
future jobs
Individual activities: Career planning,
career awareness, etc.
Organizational activities: mentoring,
counseling, workshops, seminars, etc.
FOCUS
Individual

96. What constitutes HRD?
Career Development
Professional development
Analyze and identify individual interests,
values, and competencies required for
future jobs
Individual activities: Career planning,
career awareness, etc.
Organizational activities: mentoring,
counseling, workshops, seminars, etc.
FOCUS RESULT
Individual

97. What constitutes HRD?
Career Development
Professional development
Analyze and identify individual interests,
values, and competencies required for
future jobs
Individual activities: Career planning,
career awareness, etc.
Organizational activities: mentoring,
counseling, workshops, seminars, etc.
FOCUS RESULT
Individual Long-term

98. What constitutes HRD?
Career Development
Professional development
Analyze and identify individual interests,
values, and competencies required for
future jobs
Individual activities: Career planning,
career awareness, etc.
Organizational activities: mentoring,
counseling, workshops, seminars, etc.
FOCUS RESULT
Individual Long-term

99. What constitutes HRD?
Performance Management

100. What constitutes HRD?
Performance Management
Systematic approach to improving
organization performance

101. What constitutes HRD?
Performance Management
Systematic approach to improving
organization performance
Match the right individual with the right
knowledge, tools, environment and job

102. What constitutes HRD?
Performance Management
Systematic approach to improving
organization performance
Match the right individual with the right
knowledge, tools, environment and job
Relies on performance, causal and root-
cause analysis to measure performance

103. What constitutes HRD?
Performance Management
Systematic approach to improving
organization performance
Match the right individual with the right
knowledge, tools, environment and job
Relies on performance, causal and root-
cause analysis to measure performance
Analyses motivation system, work
environment, appraisal systems, etc.

104. What constitutes HRD?
Performance Management
Systematic approach to improving
organization performance
Match the right individual with the right
knowledge, tools, environment and job
Relies on performance, causal and root-
cause analysis to measure performance
Analyses motivation system, work
environment, appraisal systems, etc.
FOCUS

105. What constitutes HRD?
Performance Management
Systematic approach to improving
organization performance
Match the right individual with the right
knowledge, tools, environment and job
Relies on performance, causal and root-
cause analysis to measure performance
Analyses motivation system, work
environment, appraisal systems, etc.
FOCUS
Organization

106. What constitutes HRD?
Performance Management
Systematic approach to improving
organization performance
Match the right individual with the right
knowledge, tools, environment and job
Relies on performance, causal and root-
cause analysis to measure performance
Analyses motivation system, work
environment, appraisal systems, etc.
FOCUS RESULT
Organization Short-term

107. What constitutes HRD?
Performance Management
Systematic approach to improving
organization performance
Match the right individual with the right
knowledge, tools, environment and job
Relies on performance, causal and root-
cause analysis to measure performance
Analyses motivation system, work
environment, appraisal systems, etc.
FOCUS RESULT
Organization Short-term

108. What constitutes HRD?
Performance Management
Systematic approach to improving
organization performance
Match the right individual with the right
knowledge, tools, environment and job
Relies on performance, causal and root-
cause analysis to measure performance
Analyses motivation system, work
environment, appraisal systems, etc.
FOCUS RESULT
Organization Short-term

109. What constitutes HRD?
Organization Development

110. What constitutes HRD?
Organization Development
Directed at constructing new and creative
organizational solutions to problems

111. What constitutes HRD?
Organization Development
Directed at constructing new and creative
organizational solutions to problems
Enhances congruence among culture,
structure, processes, mission & procedure

112. What constitutes HRD?
Organization Development
Directed at constructing new and creative
organizational solutions to problems
Enhances congruence among culture,
structure, processes, mission & procedure
Promotes closer working relation among
practices, strategies and leadership

113. What constitutes HRD?
Organization Development
Directed at constructing new and creative
organizational solutions to problems
Enhances congruence among culture,
structure, processes, mission & procedure
Promotes closer working relation among
practices, strategies and leadership
Enables organization to regenerate itself
as it confronts new challenges

114. What constitutes HRD?
Organization Development
Directed at constructing new and creative
organizational solutions to problems
Enhances congruence among culture,
structure, processes, mission & procedure
Promotes closer working relation among
practices, strategies and leadership
Enables organization to regenerate itself
as it confronts new challenges
FOCUS

115. What constitutes HRD?
Organization Development
Directed at constructing new and creative
organizational solutions to problems
Enhances congruence among culture,
structure, processes, mission & procedure
Promotes closer working relation among
practices, strategies and leadership
Enables organization to regenerate itself
as it confronts new challenges
FOCUS
Organization

116. What constitutes HRD?
Organization Development
Directed at constructing new and creative
organizational solutions to problems
Enhances congruence among culture,
structure, processes, mission & procedure
Promotes closer working relation among
practices, strategies and leadership
Enables organization to regenerate itself
as it confronts new challenges
FOCUS RESULT
Organization

117. What constitutes HRD?
Organization Development
Directed at constructing new and creative
organizational solutions to problems
Enhances congruence among culture,
structure, processes, mission & procedure
Promotes closer working relation among
practices, strategies and leadership
Enables organization to regenerate itself
as it confronts new challenges
FOCUS RESULT
Organization Long-term

118. What constitutes HRD?
Organization Development
Directed at constructing new and creative
organizational solutions to problems
Enhances congruence among culture,
structure, processes, mission & procedure
Promotes closer working relation among
practices, strategies and leadership
Enables organization to regenerate itself
as it confronts new challenges
FOCUS RESULT
Organization Long-term

119. What do HRD Practitioners do?
Let us now examine
exactly what HRD
practitioners actually do
to achieve the goals
defined so far.

120. What do HRD Practitioners do?
Patricia McLagan
“Great Ideas Revisited”
1996

121. What do HRD Practitioners do?
9 Important Roles IDENTIFIED Patricia McLagan
“Great Ideas Revisited”
1996

122. What do HRD Practitioners do?
9 Important Roles IDENTIFIED Patricia McLagan
1. HR Strategic Director
2. HR Systems Designer and
Developer Prepares strategy
3. Organization Change Consultant
surrounding issues and
4. Organization Design Consultant
trends concerning an
5. Learning Program Specialist
organization's external
6. Instructor / Facilitator
7. Individual Developmentinternal people. Ideas Revisited”
and & Career
“Great
Consultant 1996
8. Performance Consultant
9. Researcher

123. What do HRD Practitioners do?
9 Important Roles IDENTIFIED Patricia McLagan
1. HR Strategic Director
2. HR Systems Designer and
Developer
3. Organization Change Consultant
4. Organization Design Consultant
Designs and prepares
5. Learning Program Specialist
6. Instructor / FacilitatorHR systems for
implementation.
7. Individual Development & Career “Great Ideas Revisited”
Consultant 1996
8. Performance Consultant
9. Researcher

124. What do HRD Practitioners do?
9 Important Roles IDENTIFIED Patricia McLagan
1. HR Strategic Director
2. HR Systems Designer and
Developer
3. Organization Change Consultant
4. Organization Design Consultant the
Facilitates
5. Learning Program Specialist
development and
6. Instructor / Facilitator
implementation of
7. Individual Development & Career “Great Ideas Revisited”
Consultant strategies for 1996
8. Performance Consultant transforming
9. Researcher organizations.

125. What do HRD Practitioners do?
Identifies the work
9 Important Roles IDENTIFIED Patricia McLagan
required to fulfill
1. HR Strategic Director organizational
2. HR Systems Designer and strategies.
Developer
3. Organization Change Consultant
4. Organization Design Consultant
5. Learning Program Specialist
6. Instructor / Facilitator
7. Individual Development & Career “Great Ideas Revisited”
Consultant 1996
8. Performance Consultant
9. Researcher

126. What do HRD Practitioners do?
Identifies needs to
9 Important Roles design and develop McLagan
IDENTIFIED Patricia
structured learning
1. HR Strategic Director
2. HR Systems Designer and and materials
programs
Developer in a variety of media
3. Organization Change Consultant
formats.
4. Organization Design Consultant
5. Learning Program Specialist
6. Instructor / Facilitator
7. Individual Development & Career “Great Ideas Revisited”
Consultant 1996
8. Performance Consultant
9. Researcher

127. What do HRD Practitioners do?
9 Important Roles IDENTIFIED Patricia McLagan
Presents information;
1. HR Strategic Director
leads structural learning
2. HR Systems Designer and and group
experiences
Developer
discussions; facilitates
3. Organization Change Consultant
group processes.
4. Organization Design Consultant
5. Learning Program Specialist
6. Instructor / Facilitator
7. Individual Development & Career “Great Ideas Revisited”
Consultant 1996
8. Performance Consultant
9. Researcher

128. What do HRD Practitioners do?
9 Important Roles IDENTIFIED Patricia McLagan
Helps people assess
1. HR Strategic Director
their competencies,
2. HR Systems Designer and
Developer values and goals so they
can identify, plan, and
3. Organization Change Consultant
implement
4. Organization Design Consultant
5. Learning Program Specialistactions.
development
6. Instructor / Facilitator
7. Individual Development & Career “Great Ideas Revisited”
Consultant 1996
8. Performance Consultant
9. Researcher

129. What do HRD Practitioners do?
9 Important Roles IDENTIFIED Patricia McLagan
1. HR Strategic Director
2. HR Systems Designer and
Assists groups or
Developer individuals to add value
3. Organization Change Consultant
in the workplace;
4. Organization Design Consultant
coaching and consulting
5. Learning Program Specialist
6. Instructor / Facilitator both analysis
to perform
and systems-design.
7. Individual Development & Career “Great Ideas Revisited”
Consultant 1996
8. Performance Consultant
9. Researcher

130. What do HRD Practitioners do?
9 Important Roles IDENTIFIED Patricia McLagan
1. HR Strategic Director
2. HR Systems Designer and
Developer
Assesses HRD practices
3. Organization Change Consultant
and programs and their
4. Organization Design Consultant
impact empirically;
5. Learning Program Specialist
communicates results;
6. Instructor / Facilitator
7. Individual Development and
accelerates change & Career “Great Ideas Revisited”
Consultantdevelopment. 1996
8. Performance Consultant
9. Researcher

131. What do HRD Practitioners do?
9 Important Roles IDENTIFIED Patricia McLagan
1. HR Strategic Director
2. HR Systems Designer and
Developer
3. Organization Change Consultant
4. Organization Design Consultant
5. Learning Program Specialist
6. Instructor / Facilitator
7. Individual Development & Career “Great Ideas Revisited”
Consultant 1996
8. Performance Consultant
9. Researcher

132. What do HRD Practitioners do?
Jerry Gilley &
Steven Eggland
1989

133. What do HRD Practitioners do?
5 Broad Categories IDENTIFIED Jerry Gilley &
Steven Eggland
1989

134. What do HRD Practitioners do?
5 Broad Categories IDENTIFIED Jerry Gilley &
Steven Eggland
1. Leaders and Managers
2. Learning Agents
Key position.
3. Instructional Designers
4. Performance Engineers
5. (1) Management of(Performance
HRD Consultants
and Change Agents)
organizational learning
and performance.
1989

135. What do HRD Practitioners do?
5 Broad Categories IDENTIFIED Jerry Gilley &
Steven Eggland
1. Leaders and Managers
2. Learning Agents
Key position.
3. Instructional Designers
(2) Operational
4. Performance Engineers
management for
5. (1) Management of(Performance
HRD Consultants
and Change Agents)
planning, organizing,
organizational learning
staffing, controlling, etc.
and performance.
1989

136. What do HRD Practitioners do?
5 Broad Categories IDENTIFIED Jerry Gilley &
Steven Eggland
1. Leaders and Managers
2. Learning Agents
Key position.
3. Instructional Designers
(3) Strategist
(2) Operational
4. Performance Engineers
5. (1) Management long-
responsible forfor
management of
HRD Consultants (Performance
term planning and
and Change Agents)
planning, organizing,
organizational learning
integrating HRD into the
staffing, controlling, etc.
and performance.
organization.
1989

137. What do HRD Practitioners do?
5 Broad Categories IDENTIFIED Jerry Gilley &
Steven Eggland
1. Leaders and Managers
2. Learning Agents
Key position.
3. Instructional Designers
(3) Strategist
(2) Operational
4. Performance Engineers
5. (1) Management long-
responsible forfor
management of
HRD Consultants (Performance
(4) Developing strategic
term planning and
and Change Agents)
planning, organizing,
organizational learning
business partnerships
integrating HRD into the
staffing, controlling, etc.
within the organization.
and performance.
organization.
1989

138. What do HRD Practitioners do?
5 Broad Categories IDENTIFIED Jerry Gilley &
Steven Eggland
1. Leaders and Managers
2. Learning Agents
Key position.
3. Instructional Designers
(3) Strategist
(2) Operational
4. Performance Engineers
5. (1) Management long-
responsible forspecialist
(5) Marketing for
management of
HRD Consultants (Performance
(4) Developing strategic
term planning and
and Change Agents)
planning, organizing,
responsible for
organizational learning
business partnerships
integrating HRD into the
staffing, controlling,within
and performance. etc.
promoting HRD
within the organization.
organization.
the organization. 1989

139. What do HRD Practitioners do?
5 Broad Categories IDENTIFIED Jerry Gilley &
Steven Eggland
1. Leaders and Managers
2. Learning Agents
Key position.
3. Instructional Designers
(3) Strategist
(2) Operational
4. Performance Engineers
5. (1) Management long-
responsible forspecialist
(5) Marketing for
management of
HRD Consultants (Performance
(4) Developing strategic
term planning and
and Change Agents)
planning, organizing,
responsible for
organizational learning
business partnerships
(6) Providing strategic
integrating HRD into the
staffing, controlling,within
and performance. etc.
promoting HRD
within the organization.
leadership.
organization.
the organization. 1989

140. What do HRD Practitioners do?
5 Broad Categories IDENTIFIED Jerry Gilley &
Steven Eggland
1. Leaders and Managers
2. Learning Agents
3. Instructional Designers
4. Performance Engineers
Instructors responsible
5. HRD Consultants (Performance
for presenting
and Change Agents)
information for learning
programs and training
activities. 1989

141. What do HRD Practitioners do?
5 Broad Categories IDENTIFIED Jerry Gilley &
Steven Eggland
1. Leaders and Managers
2. Learning Agents
3. Instructional Designers
4. Performance Engineers
5. HRD Consultants (Performance
and Change Agents) and
Design, develop
evaluate learning
activities. 1989

142. What do Conduct performance,
HRD Practitioners do?
causal and root-cause
5 Broad Categories to determine
analysis IDENTIFIED Jerry Gilley &
Steven Eggland
current and desired
1. Leaders and Managers
performance.
2. Learning Agents
3. Instructional Designers
4. Performance Engineers
5. HRD Consultants (Performance
and Change Agents)
1989

143. What do HRD Practitioners do?
Complex and difficult
5 Broad Categories
role; facilitatesIDENTIFIED
problem Jerry Gilley &
Steven Eggland
solving to bring about
1. Leaders and Managers
2. Learning Agents change.
3. Instructional Designers
4. Performance Engineers
5. HRD Consultants (Performance
and Change Agents)
1989

144. What do HRD Practitioners do?
5 Broad Categories IDENTIFIED Jerry Gilley &
Steven Eggland
1. Leaders and Managers
2. Learning Agents
3. Instructional Designers
4. Performance Engineers
5. HRD Consultants (Performance
and Change Agents)
1989

145. What do HRD Practitioners do?
5 Broad Categories IDENTIFIED Jerry Gilley &
Steven Eggland
1. Leaders and Managers
2. Learning Agents
3. Instructional Designers
4. Performance Engineers
5. HRD Consultants (Performance
and Change Agents)
Question: What kind of
competencies do these roles 1989
demand?

146. What do HRD Practitioners do?
5 Broad Categories IDENTIFIED Jerry Gilley &
Steven Eggland
1. Leaders and Managers
2. Learning Agents
3. Instructional Designers
4. Performance Engineers
5. HRD Consultants (Performance
and Change Agents)
Question: What kind of
competencies do these roles 1989
demand?
That is the subject of the next section…

147. What Competencies required?
… to be a successful HRD practitioner.
Now that have seen
what the HRD
practitioners “do”, let us
see what “skills” are
required to fulfill these
roles.

148. What Competencies required?
Role Leaders and Managers

149. What Competencies required?
Leaders and Managers
1. Strong interpersonal skills Jerry Gilley &
2. Assertion skills Steven Eggland
3. Conflict-resolution skills
4. Collaborative problem-solving
skills
5. Mentoring skills
6. Establishing appropriate
performance goals
7. Performance evaluation skills
1989

150. What Competencies required?
Leaders and Managers
1. Strong interpersonal skills Jerry Gilley &
2. Assertion skills Steven Eggland
3. Conflict-resolution skills
4. Collaborative problem-solving
skills
5. Mentoring skills
6. Establishing appropriate
performance goals
7. Performance evaluation skills
1989

151. What Competencies required?
Leaders and Managers
1. Strong interpersonal skills Jerry Gilley &
2. Assertion skills Steven Eggland
3. Conflict-resolution skills
4. Collaborative problem-solving
skills
5. Mentoring skills
6. Establishing appropriate
performance goals
7. Performance evaluation skills
1989

152. What Competencies required?
Leaders and Managers
1. Strong interpersonal skills Jerry Gilley &
2. Assertion skills Steven Eggland
3. Conflict-resolution skills
4. Collaborative problem-solving
skills
5. Mentoring skills
6. Establishing appropriate
performance goals
7. Performance evaluation skills
1989

153. What Competencies required?
Leaders and Managers
1. Strong interpersonal skills Jerry Gilley &
2. Assertion skills Steven Eggland
3. Conflict-resolution skills
4. Collaborative problem-solving
skills
5. Mentoring skills
6. Establishing appropriate
performance goals
7. Performance evaluation skills
1989

154. What Competencies required?
Leaders and Managers
1. Strong interpersonal skills Jerry Gilley &
2. Assertion skills Steven Eggland
3. Conflict-resolution skills
4. Collaborative problem-solving
skills
5. Mentoring skills
6. Establishing appropriate
performance goals
7. Performance evaluation skills
1989

155. What Competencies required?
Leaders and Managers
1. Strong interpersonal skills Jerry Gilley &
2. Assertion skills Steven Eggland
3. Conflict-resolution skills
4. Collaborative problem-solving
skills
5. Mentoring skills
6. Establishing appropriate
performance goals
7. Performance evaluation skills
1989

156. What Competencies required?
Leaders and Managers
1. Strong interpersonal skills Jerry Gilley &
2. Assertion skills Steven Eggland
3. Conflict-resolution skills
4. Collaborative problem-solving
skills
5. Mentoring skills
6. Establishing appropriate
performance goals
7. Performance evaluation skills
1989

157. What Competencies required?
Role Learning Agents

158. What Competencies required?
Learning Agents
1. Good analysis and evaluation Jerry Gilley &
skills Steven Eggland
2. Excellent group facilitation skills:
Should relate well to others
3. High intelligence
4. Teaching skills; wants to teach
5. Seeks self-actualization, rather
than security and money
6. Powerful written communication
and presentation skills
7. Program design skills 1989
8. Experience in subject-matter

159. What Competencies required?
Learning Agents
1. Good analysis and evaluation Jerry Gilley &
skills Steven Eggland
2. Excellent group facilitation skills:
Should relate well to others
3. High intelligence
4. Teaching skills; wants to teach
5. Seeks self-actualization, rather
than security and money
6. Powerful written communication
and presentation skills
7. Program design skills 1989
8. Experience in subject-matter

160. What Competencies required?
Learning Agents
1. Good analysis and evaluation Jerry Gilley &
skills Steven Eggland
2. Excellent group facilitation skills:
Should relate well to others
3. High intelligence
4. Teaching skills; wants to teach
5. Seeks self-actualization, rather
than security and money
6. Powerful written communication
and presentation skills
7. Program design skills 1989
8. Experience in subject-matter

161. What Competencies required?
Learning Agents
1. Good analysis and evaluation Jerry Gilley &
skills Steven Eggland
2. Excellent group facilitation skills:
Should relate well to others
3. High intelligence
4. Teaching skills; wants to teach
5. Seeks self-actualization, rather
than security and money
6. Powerful written communication
and presentation skills
7. Program design skills 1989
8. Experience in subject-matter

162. What Competencies required?
Learning Agents
1. Good analysis and evaluation Jerry Gilley &
skills Steven Eggland
2. Excellent group facilitation skills:
Should relate well to others
3. High intelligence
4. Teaching skills; wants to teach
5. Seeks self-actualization, rather
than security and money
6. Powerful written communication
and presentation skills
7. Program design skills 1989
8. Experience in subject-matter

163. What Competencies required?
Learning Agents
1. Good analysis and evaluation Jerry Gilley &
skills Steven Eggland
2. Excellent group facilitation skills:
Should relate well to others
3. High intelligence
4. Teaching skills; wants to teach
5. Seeks self-actualization, rather
than security and money
6. Powerful written communication
and presentation skills
7. Program design skills 1989
8. Experience in subject-matter

164. What Competencies required?
Learning Agents
1. Good analysis and evaluation Jerry Gilley &
skills Steven Eggland
2. Excellent group facilitation skills:
Should relate well to others
3. High intelligence
4. Teaching skills; wants to teach
5. Seeks self-actualization, rather
than security and money
6. Powerful written communication
and presentation skills
7. Program design skills 1989
8. Experience in subject-matter

165. What Competencies required?
Learning Agents
1. Good analysis and evaluation Jerry Gilley &
skills Steven Eggland
2. Excellent group facilitation skills:
Should relate well to others
3. High intelligence
4. Teaching skills; wants to teach
5. Seeks self-actualization, rather
than security and money
6. Powerful written communication
and presentation skills
7. Program design skills 1989
8. Experience in subject-matter

166. What Competencies required?
Learning Agents
1. Good analysis and evaluation Jerry Gilley &
skills Steven Eggland
2. Excellent group facilitation skills:
Should relate well to others
3. High intelligence
4. Teaching skills; wants to teach
5. Seeks self-actualization, rather
than security and money
6. Powerful written communication
and presentation skills
7. Program design skills 1989
8. Experience in subject-matter

167. What Competencies required?
Role Instructional Designers

168. What Competencies required?
Instructional Designers
1. Ability to conduct needs Jerry Gilley &
assessment Steven Eggland
2. Assess learners and trainees
3. Analysis of job, task and content
4. Develop performance
measurements
5. Specify instructional strategies
6. Design instructional material
7. Evaluate instruction/training
8. Design management system
9. Excellent planning skills 1989
10.Excellent communication skills

169. What Competencies required?
Instructional Designers
1. Ability to conduct needs Jerry Gilley &
assessment Steven Eggland
2. Assess learners and trainees
3. Analysis of job, task and content
4. Develop performance
measurements
5. Specify instructional strategies
6. Design instructional material
7. Evaluate instruction/training
8. Design management system
9. Excellent planning skills 1989
10.Excellent communication skills

170. What Competencies required?
Instructional Designers
1. Ability to conduct needs Jerry Gilley &
assessment Steven Eggland
2. Assess learners and trainees
3. Analysis of job, task and content
4. Develop performance
measurements
5. Specify instructional strategies
6. Design instructional material
7. Evaluate instruction/training
8. Design management system
9. Excellent planning skills 1989
10.Excellent communication skills

171. What Competencies required?
Instructional Designers
1. Ability to conduct needs Jerry Gilley &
assessment Steven Eggland
2. Assess learners and trainees
3. Analysis of job, task and content
4. Develop performance
measurements
5. Specify instructional strategies
6. Design instructional material
7. Evaluate instruction/training
8. Design management system
9. Excellent planning skills 1989
10.Excellent communication skills

172. What Competencies required?
Instructional Designers
1. Ability to conduct needs Jerry Gilley &
assessment Steven Eggland
2. Assess learners and trainees
3. Analysis of job, task and content
4. Develop performance
measurements
5. Specify instructional strategies
6. Design instructional material
7. Evaluate instruction/training
8. Design management system
9. Excellent planning skills 1989
10.Excellent communication skills

173. What Competencies required?
Instructional Designers
1. Ability to conduct needs Jerry Gilley &
assessment Steven Eggland
2. Assess learners and trainees
3. Analysis of job, task and content
4. Develop performance
measurements
5. Specify instructional strategies
6. Design instructional material
7. Evaluate instruction/training
8. Design management system
9. Excellent planning skills 1989
10.Excellent communication skills

174. What Competencies required?
Instructional Designers
1. Ability to conduct needs Jerry Gilley &
assessment Steven Eggland
2. Assess learners and trainees
3. Analysis of job, task and content
4. Develop performance
measurements
5. Specify instructional strategies
6. Design instructional material
7. Evaluate instruction/training
8. Design management system
9. Excellent planning skills 1989
10.Excellent communication skills

175. What Competencies required?
Instructional Designers
1. Ability to conduct needs Jerry Gilley &
assessment Steven Eggland
2. Assess learners and trainees
3. Analysis of job, task and content
4. Develop performance
measurements
5. Specify instructional strategies
6. Design instructional material
7. Evaluate instruction/training
8. Design management system
9. Excellent planning skills 1989
10.Excellent communication skills

176. What Competencies required?
Instructional Designers
1. Ability to conduct needs Jerry Gilley &
assessment Steven Eggland
2. Assess learners and trainees
3. Analysis of job, task and content
4. Develop performance
measurements
5. Specify instructional strategies
6. Design instructional material
7. Evaluate instruction/training
8. Design management system
9. Excellent planning skills 1989
10.Excellent communication skills

177. What Competencies required?
Instructional Designers
1. Ability to conduct needs Jerry Gilley &
assessment Steven Eggland
2. Assess learners and trainees
3. Analysis of job, task and content
4. Develop performance
measurements
5. Specify instructional strategies
6. Design instructional material
7. Evaluate instruction/training
8. Design management system
9. Excellent planning skills 1989
10.Excellent communication skills

178. What Competencies required?
Instructional Designers
1. Ability to conduct needs Jerry Gilley &
assessment Steven Eggland
2. Assess learners and trainees
3. Analysis of job, task and content
4. Develop performance
measurements
5. Specify instructional strategies
6. Design instructional material
7. Evaluate instruction/training
8. Design management system
9. Excellent planning skills 1989
10.Excellent communication skills

179. What Competencies required?
Role Performance Engineers

180. What Competencies required?
Performance Engineers
1. Results driven Jerry Gilley &
2. Investigative Steven Eggland
3. Know how to set and maintain
standards
4. Cooperative / collaborative
5. Flexible while maintaining key
principles
6. Willing and able to add value
1989

181. What Competencies required?
Performance Engineers
1. Results driven Jerry Gilley &
2. Investigative Steven Eggland
3. Know how to set and maintain
standards
4. Cooperative / collaborative
5. Flexible while maintaining key
principles
6. Willing and able to add value
1989

182. What Competencies required?
Performance Engineers
1. Results driven Jerry Gilley &
2. Investigative Steven Eggland
3. Know how to set and maintain
standards
4. Cooperative / collaborative
5. Flexible while maintaining key
principles
6. Willing and able to add value
1989

183. What Competencies required?
Performance Engineers
1. Results driven Jerry Gilley &
2. Investigative Steven Eggland
3. Know how to set and maintain
standards
4. Cooperative / collaborative
5. Flexible while maintaining key
principles
6. Willing and able to add value
1989

184. What Competencies required?
Performance Engineers
1. Results driven Jerry Gilley &
2. Investigative Steven Eggland
3. Know how to set and maintain
standards
4. Cooperative / collaborative
5. Flexible while maintaining key
principles
6. Willing and able to add value
1989

185. What Competencies required?
Performance Engineers
1. Results driven Jerry Gilley &
2. Investigative Steven Eggland
3. Know how to set and maintain
standards
4. Cooperative / collaborative
5. Flexible while maintaining key
principles
6. Willing and able to add value
1989

186. What Competencies required?
Performance Engineers
1. Results driven Jerry Gilley &
2. Investigative Steven Eggland
3. Know how to set and maintain
standards
4. Cooperative / collaborative
5. Flexible while maintaining key
principles
6. Willing and able to add value
1989

187. What Competencies required?
Role HRD Consultants

188. What Competencies required?
HRD Consultants
1. Interpersonal skills Jerry Gilley &
2. Conceptual skills Steven Eggland
3. Technical skills
4. Integrative skills
5. Analytical skills
6. Political awareness skills
7. Conflict resolution skills
8. Objectivity
9. Organizational awareness
10.Specialized knowledge
1989

189. What Competencies required?
HRD Consultants
1. Interpersonal skills Jerry Gilley &
2. Conceptual skills Steven Eggland
3. Technical skills
4. Integrative skills
5. Analytical skills
6. Political awareness skills
7. Conflict resolution skills
8. Objectivity
9. Organizational awareness
10.Specialized knowledge
1989

190. What Competencies required?
HRD Consultants
1. Interpersonal skills Jerry Gilley &
2. Conceptual skills Steven Eggland
3. Technical skills
4. Integrative skills
5. Analytical skills
6. Political awareness skills
7. Conflict resolution skills
8. Objectivity
9. Organizational awareness
10.Specialized knowledge
1989

191. What Competencies required?
HRD Consultants
1. Interpersonal skills Jerry Gilley &
2. Conceptual skills Steven Eggland
3. Technical skills
4. Integrative skills
5. Analytical skills
6. Political awareness skills
7. Conflict resolution skills
8. Objectivity
9. Organizational awareness
10.Specialized knowledge
1989

192. What Competencies required?
HRD Consultants
1. Interpersonal skills Jerry Gilley &
2. Conceptual skills Steven Eggland
3. Technical skills
4. Integrative skills
5. Analytical skills
6. Political awareness skills
7. Conflict resolution skills
8. Objectivity
9. Organizational awareness
10.Specialized knowledge
1989

193. What Competencies required?
HRD Consultants
1. Interpersonal skills Jerry Gilley &
2. Conceptual skills Steven Eggland
3. Technical skills
4. Integrative skills
5. Analytical skills
6. Political awareness skills
7. Conflict resolution skills
8. Objectivity
9. Organizational awareness
10.Specialized knowledge
1989

194. What Competencies required?
HRD Consultants
1. Interpersonal skills Jerry Gilley &
2. Conceptual skills Steven Eggland
3. Technical skills
4. Integrative skills
5. Analytical skills
6. Political awareness skills
7. Conflict resolution skills
8. Objectivity
9. Organizational awareness
10.Specialized knowledge
1989

195. What Competencies required?
HRD Consultants
1. Interpersonal skills Jerry Gilley &
2. Conceptual skills Steven Eggland
3. Technical skills
4. Integrative skills
5. Analytical skills
6. Political awareness skills
7. Conflict resolution skills
8. Objectivity
9. Organizational awareness
10.Specialized knowledge
1989

196. What Competencies required?
HRD Consultants
1. Interpersonal skills Jerry Gilley &
2. Conceptual skills Steven Eggland
3. Technical skills
4. Integrative skills
5. Analytical skills
6. Political awareness skills
7. Conflict resolution skills
8. Objectivity
9. Organizational awareness
10.Specialized knowledge
1989

197. What Competencies required?
HRD Consultants
1. Interpersonal skills Jerry Gilley &
2. Conceptual skills Steven Eggland
3. Technical skills
4. Integrative skills
5. Analytical skills
6. Political awareness skills
7. Conflict resolution skills
8. Objectivity
9. Organizational awareness
10.Specialized knowledge
1989

198. What Competencies required?
HRD Consultants
1. Interpersonal skills Jerry Gilley &
2. Conceptual skills Steven Eggland
3. Technical skills
4. Integrative skills
5. Analytical skills
6. Political awareness skills
7. Conflict resolution skills
8. Objectivity
9. Organizational awareness
10.Specialized knowledge
1989

199. HRD in the 21 st century
Let us end by briefly
examining the latest
trend that may be
turning HRD on its head!

200. HRD in the 21 st century

201. HRD in the 21 st century
The traditional “employee”

202. HRD in the 21 st century
… is an endangered
species – particularly in
The traditional “employee”
the white collar world.

203. HRD in the 21 st century
… is an endangered
species – particularly in
The traditional “employee”
the white collar world.

204. HRD in the 21 st century
Replaced by…
The traditional “employee”

205. HRD in the 21 st century
The Contract Professional
Replaced by…

206. HRD in the 21 st century
The Contract Professional
Replaced by…
The CEO of ME, Inc.

207. HRD in the 21 st century
The Contract Professional
… who works for
corporations, whether
as “employee” or
“contractor” – based on
a project-based …
The CEO of ME, Inc.

208. HRD in the 21 st century
The Contract Professional
… who works for
corporations, whether
as “employee” or
“contractor” – based on
a project-based …
The CEO of ME, Inc.

209. HRD in the 21 st century
The Contract Professional
… who works for
corporations, whether
as “employee” or
“contractor” – based on
a project-based …
The CEO of ME, Inc.

210. HRD in the 21 st century
The Contract Professional
… who works for
corporations, whether
as “employee” or
“contractor” – based on
a project-based …
The CEO of ME, Inc.

211. HRD in the 21 st century
The Contract Professional …which clearly identifies
the roles, responsibilities,
goals, deliverables,
duration, success criteria,
compensation, bonus, and
extendibility of the
contract based on mutual
satisfaction.
The CEO of ME, Inc.

212. HRD in the 21 st century
The Contract Professional Thus, the 21st century
“employee” will move
from contract to
contract, as long as both
parties are mutually
satisfied.
The CEO of ME, Inc.

213. HRD in the 21 st century
The Contract Professional Thus, the 21st century
“employee” will move
from contract to
contract, as long as both
parties are mutually
satisfied.
The CEO of ME, Inc.

214. HRD in the 21 st century
The Contract Professional Thus, the 21st century
“employee” will move
from contract to
contract, as long as both
parties are mutually
satisfied.
The CEO of ME, Inc.

215. HRD in the 21 st century
The Contract Professional And that is the way the
dice may roll in the near
future… thereby making
HRD perhaps the most
important “resource” in
the organization.
The CEO of ME, Inc.

216. HRD in the 21 st century
The Contract Professional And that is the way the
dice may roll in the near
future… thereby making
HRD perhaps the most
important “resource” in
the organization.
The CEO of ME, Inc.

217. HRD in the 21 st century
And that is the way the
dice may roll in the near
future… thereby making
HRD perhaps the most
important “resource” in
the organization.
I leave you with
that thought!

218. ‘Solution Providers’ to Businesses
www.regent.edu
STRATEGY | TACTICS | OPERATIONS
PRESENTED BY
Probal DasGupta
Student
Email: Ph.D. in Organizational Leadership Mobile:
probdas@regent.edu with Specialization in HRD +1-516-903-4279
LHRD 702 – Minor Project 1: HRD Orientation [Fall 2011]