HUMAN RESOURCE DEVELOPMENT SERVICES
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ORGANIZATIONAL POLICY REGARDING THE PROVISION OF TRAINING AND DEVELOPMENT SERVICES  
  The method for providing training and development services (including organizational development services) within an organization typically falls along a centralized-decentralized continuum. A decentralized approach occurs when each manager fully addresses his/her own training and development needs using a budget allocated to them for that purpose. In this situation there is either no centralized HRD department or a department of limited size that is expected to advise and support the decisions of managers throughout the organization. In this situation, the HRD department does not have any authority to require managers to deliver services in a particular way. A centralized approach occurs when the HRD department is responsible for all (or most) training and development services and is given a budget to do so. Local managers have no separate budgets for purchasing services and can only secure services by making requests to the centralized HRD department. In most organizations, the arrangement for providing services falls someone in between the decentralized and centralized approach. The challenges and benefits of having a HRD department with a signficant degree of involvement and influence over the provision of services is as follows:  
 
Challenges
Benefits
 
  • Managers may feel frustrated with the additional time and administration requirements arising out of inclusion of the HRD department
  • A manager's perspective on what the needed service is may differ from the assessment outcome performed by the HRD department
  • Managers may feel a loss of control (authority) over the training and development resources necessary to meet their responsibilities when the HRD department becomes involved
  • Managers may be less able to hire the consultants they prefer

The following benefits arise out of the HRD department being able to review and influence the services provided:

  • Keep a record of all training activity and a library of resources in a single centralized location so that all members of the organization are aware of what is taking place and what is avaliable
  • Provide a centralized library of training media which can effectively control the distribution of such resources through out the organization
  • Ensure that training and development services are really needed - prevent the unnecessary use of training and development services to address performance problems that are predominantly caused by non-training related causes
  • Ensure quality, efficiency and consistency of the services delivered (both content and process)
  • Ensure proper evaluation of the services provided
  • Identify highly successful services (best practices) and make them avaliable to others who would benefit from them
  • Ensure the best service at the best price (HRD department has experience and expertise with the process of securing services from external vendors and has the ability to negotiate volume discounts)
  • All business process design content that is done to support training and development can be stored in a single centralized location - this improves the ability of senior manage to access and review all key business processes effectively and efficiently - helps to ensure that all job, task and business process specific training is based upon approved processes - helps to support initiatives like continuous process improvement
  • Keep a record of training and development activities and those who participated in them (required for maintaining an effective human resource management information management system)
  • Limitation of liability - ensure that training and development services are delivered in accordance with existing laws and manage the risk of high risk services e.g. training and interventions that target emotional development
  • Provide support and education for managers who have a limited understanding of how to successfully deliver training and development services
  • Prevent unncessary duplication and purchasing of services that are already available elsewhere in the organization
  • Ensure that HRD services are prioritized and distributed in a way that supports the goals of the organization
  • Limit the potential for unethical behavior occuring in the process of contracting with external vendors for services
  THE APPROACH USED BY THIS ORGANIZATION FOR PROVIDING TRAINING AND DEVELOPMENT SERVICES  

 

This organization has decided to use a blended approach for delivering training and development services that attempts to capture the benefits of both a centralized and decentralized approach. Each manager will be given a limited budget for purchasing and delivering training and development services that do not require involvement from the HRD department. A centralized HRD department will be established and provided with a budget for supporting and providing the training and development services that a centralized approach is best equiped to do so.  

 

A blended approach involves some combination of the following 3 levels of involvement by the HRD department:

No involvement from the HRD department

  • Managers use resources available in their particular area without involvement of the HRD department e.g. use high performing employees within the department to mentor their co-workers
  • Managers ask other managers to provide support without involving the HRD department e.g. the manager of the initial adjudication department asks the manager from the pension adjudication department to sent a high performing employee to give a presentation on the initial adjudication information required to adjudicate pension claims effectively
  • Managers purchase services from external vendors without involvement from the HRD department e.g. hire an external consultant to deliver training on writing claims rejection letters

Indirect Involvement of the HRD department

  • Managers enroll employees in currently scheduled services (delivery of the services is the responsibility of the centralized HRD department)
  • Managers request re-activation of existing and available services (delivery of the services is the responsibility of the centralized HRD department)
  • Managers secure training and development media from the library of resources managed by the HRD department
  • Secure services from internal providers (other than the HRD department) and external providers with the requirement that the HRD department be informed

Direct involvement of the HRD department

  • Managers make requests for services to the HRD department who assists with the needs assessment, design, delivery and evaluation of the needed services
  • Managers secure services from other managers and external vendors with the involvement and approval from the HRD department
 
HUMAN RESOURCE DEVELOPMENT POLICIES FOR THE ORGANIZATION
  • Every manager will be provided with a limited training and development budget that he/she can use to fund services that are not provided by the HRD department (the HRD department will be given a budget for the provision of regular training and development services and a budget for emergency and other non-regular services)
  • Expenditures on a particular service that exceed certain limits (click here for identifying spending limits for your department) must be approved by the HRD department. Approval is obtaining by completing the following form. Approval will be given in an e-mail reply and copied to the manager of the person making the request. The e-mail may contain a request to complete the more comprehensive request for services process before receiving approval
  • All training and development services that are provided by a manager without direct involvement of the HRD department, when similar services are potentially available via the HRD department, needs to be approved using the following from. You can review the available services by visiting the HRD services web page. Approval will be given in a direct e-mail reply and copied to the manager of the person making the request. The e-mail may contain a request to complete the more comprehensive request for services process before receiving approval
  • All training and development services that are considered significantly and psychologically challenging (significantly beyond the typcial challenges presented by organizational training and development) and are not being delivered in co-operation with the HRD department, need approval from the HRD department. Please complete the following form training risks assessment form. A response will be given in a direct e-mail reply and copied to the manager of the person making the request.
  • All training and development media (e.g. books, training manuals, audio tapes, CD, on-line resources etc) purchased and retained outside of the HRD library, that could be useful to other employees, needs to be catalogued by the HRD library. If you purchase such media need
  • All training and development services that are directly funded, organized and delivered by particular managers without direct involvement of the HRD department must be evaluated. Please proceed to the training and development evaluation web site for assistance on how to evaluate an HRD intervention prior to conducting the intervention
  • All training and development activities that are directly funded, organized and delivered by particular managers without involvement of the HRD department must be reported to the HRD department upon completion of the training program. Please proceed to the HRD activity reporting web site once you have completed the intervention