Training Interventions and Performance Improvement
Human Resource Management (HRM) can be viewed as an interface for manpower and strategic planning. Human Resource Development (HRD) is associated with needs assessment and training (Miller, 2007). If an organization has a performance problem HRD should conduct a thorough needs assessment of the performance issue. Assuming that goals and measurements for the performance issue have been identified, HRD should propose solutions. Shannon Klie believes that those who design and implement training should understand how they will impact the organizational goals before proposing a training solution. She reports that an American Society and Training Development study indicated that training professionals are putting more time into strategic functions such as organizational change, managing organizational knowledge, and career planning (2005). HRD should make efforts to determine what the Return-on-Investment (ROI) for training proposals actually will be. HRD should also ensure sufficient data gathering has been conducted to insolate performance issues so that proposed training will not merely be a veneer that covers other performance issues. Lack of training is often not the only cause of a performance problem, but there may be multiple additional causes.
By looking at the organization as a whole (a systems view) rather than at its various parts HRD can get a more accurate picture of the customer, the product, and the flow of work. When searching for causes for performance problems, Robinson and Robinson typically examine the performer first and believe that “training alone will not be the solution” (1995, p. 15). They believe performance problems will be systematic rather than one-dimensional, and feel that solutions to performance issues lie in the combination of strategy and training. Rummler and Brache also believe that taking a systems view of the organization is the first step for “designing and managing organizations that respond effectively” (1995, p. 9), but will typically examine processes first for root causes of performance issues.
References
Klie, S. (2005). Training isn’t always the answer. Canadian HR Reporter. Retrieved
September 3, 2007,
from
https://blackboard.louisville.edu/webapps/portal/frameset.jsp?tab=courses&url=/bin/ common/course.pl?course_id=_236235_1
Miller, K. H. (2007). Be heard.
Retrieved October 7, 2007 from
Blackboard Class Web site: https://blackboard.louisville.edu/webapps/portal/
frameset.jsp?tab=courses&url=/bin/common/course.pl?course_id=_236235_1
Robinson, D. G. & Robinson, J. C. (1995). Performance consulting: Moving beyond training.
Rummler, G. A. & Brache, A. P. (1995). Improving performance: How to manage the
white space on the organizational chart.