About Charlie Breeding Expertise I can answer most questions related to Management Consulting. Prior employers include FranklinCovey, Spherion Human Capital Consulting, and Dale Carnegie Training. I've been on my own now for eight years.
Experience For over 21 years, I've conducted needs assessments, designed and delivered custom solutions to corporations, non-for-profits and universities.
Organizations ASTD, ISPI, ASQ, SHRM, and more...
Publications too many to list here; see www.breedingtrust.com or www.thepepcoach.com/home.htm for a snapshot and full listing
Education/Credentials BS in Engineering from West Point, the US Military Academy
Awards and Honors Trainer of the Year in '99, ASTD (American Society for Training & Development)
Expert: Charlie Breeding Date: 5/5/2008 Subject: HRD
Question describe HRD audit and discuss its significance in an organizational setup. describe the methodology of HRD audit being practiced in your organization or anyorganization you are familier with
Answer Jaanu,
Is this a homework assignment for MBA class? Do you really have interest in HRD?
ASTD (American Society for Training & Development) reported a few years ago as a benchmark for what % of payroll to be invested in HRD (Human Resources Development): the number? Three percent of payroll.
Those companies that spent 3% or more of payroll into HRD outperformed their peers in a significant manner (>50% as measured in Shareholder Value & Return on Equity. That # says something ...
Too many organizations today treat or think of "training" or HRD as COST TO MANAGE, not a Strategy to Leverage. When the economy gets tight, HRD is one of the first areas cut .... to their detriment.
Steven MR Covey's book, The Speed of Trust is an interesting read. To answer your question directly, HRD audits consist of items such as:
- competencies & gap analysis (as-is to should-be)
- options to close those gaps
- either written survey, interviews or expertly facilitated group meetings are the 3 best ways to pull data, aggregate it to top 3-4 needs, and resources focused on those specific areas.
- recall that HRD is a process, not an event. Lots of orgs have a challenge "sustaining" a good intended effort in one that lasts beyond 30-60 days... and that's not long enough to "maintain the gain," and people slip back to old ways. There's no much "flavor of the month" and "CEO-read-latest-guru-article" mindset.
- for example, in TQM (Total Quality Mgt.), experts told you that you shouldn't expect results for 2-3 YEARS, meaning it takes long-term commitment. HRD, on the other hand, is a sustained, planned development strategy that takes three main things into consideration in planning:
- Resources: $, time, and people (mgrs who will encourage people to take off work, and fill their positions or roles, when attending traiing PLUS reinforce-coach the behaviors back at work (praise the slightest improvement, lavish in your praise).
- Decision process: governance, roles, responsibilities, common measures of success
- Systems-approach: looks at BPM (business process mgt) and process improvement, systems which interface with both customers and employees (see Knowtions.com), and Six Sigma-types of project teams & metrics.
I hope this begins to answer your question. In the future, everyone please give me context for your general questions, such as I'm a 10-employee or 1000-employee company in this vertical market with these competitive constraints. I dislike academic questions, and more academic answers, so context always helps me to give you what you're truly asking for... thanks, Jaanu.
Charlie
www.thepepcoach.com or
www.breedingsuccess.com
