 HR Development Action Guide
ABOUT THE GUIDE Purpose and Use A disciplined approach to action planning is very important to assure development needs are addressed thoroughly and effectively. A major obstacle in development planning is the translation of development needs into practical action. It is often easier to define specific priorities for development than to identify exactly what actions will build the needed capabilities. This Guide has been prepared to help human resource managers and professionals select specific developmental activities that will address needs identified through the use of the HR Leadership Profile Questionnaire. The Guide contains specific suggestions for on-the-job activities, some currently available external education and training programs and workshops, and readings and self-study that may help improve each listed capability. These examples of programs, workshops and readings should be supplemented with offerings and references relevant to country and local operations. The objective of these development activities is to assist the HR leader in acquiring and enhancing:
On-the-Job Activities While offering specific suggestions for developing each capability, the material in the Guide is intended to spur the user's thinking about personal development This is particularly true of on-the-job activities. Suggested activities are given for each capability, but based on individual need and the opportunities available within the organization, the HR Leader is in the best position to select from a wide array of possible actions. Examples follow: Problem Fix-It - Analyze a significant business problem, develop possible solutions, evaluate the solutions, and recommend a course of action. As part of this process, define the resources needed to address the problem and implement the solution. Difficult Subordinates - Ask to manage a group of subordinates who are extraordinary: especially bright, technically advanced and extremely intelligent; or, problem performers, those with high potential but low actual performance or attitude problems. Larger Scope - Assume a position that requires managing an increased amount of resources (people, dollars, accounts, etc.) and more responsibility--whether a promotion or not. Line/Staff Switch - Switch from a staff job to a line management position or vice versa. Switch units. Start from Scratch - Create a plan of action and start up a new function, product, service or unit. Such start-from-scratch efforts usually entail planning, design and/or development, creation of recommendations, and implementation. Task Force/Project Team - Join a group involved in investigating option, analyzing potential approaches, and/or making recommendations on particular courses of action. Such a group can be formed to address issues within or across departments and units. The Manager/Coach - Select a manager or mentor who has a reputation for excellence in the area in which development is needed. Coaching deserves special mention. Defined as candid, future-oriented discussions of career interests, capabilities, progress and plans, coaching represents a valuable source of perspective, support and guidance. Coaching is a two-way proposition, with expectations on both sides:
Determining the need for a coach and finding a coach in whom one can place are an individual's responsibilities. While many managers seek to fulfill the role of coach as part of their managerial duties, the individual should take the initiative to establish a coaching relationship with someone with whom he or she is completely comfortable. Education and Training To meet individual needs, the ideas presented in the Guide should be tailored and supplemented as necessary with internal education and functional training. There are rich sources of in-depth functional training through the Society of Human Resource Management (SHRM) and its affiliates as well as other associations which concentrate more specifically on such areas as compensation, benefits, employee relations, etc. Because information about functional training in all its forms (seminars, self-study modules, videos, CD ROMS) is readily accessible, no attempt has been made to include this information in the Guide beyond offerings seen to be especially relevant to strategy and leadership. Additionally, People Management Resources (503-579-2727) publishes a series, "Best Practices Resources Guide," for all major HR functional areas. The prices shown for training programs are "member prices" when the organization gives discounts to members. Since prices, course titles and availability are subject to change, the telephone number of the organization is given for convenience in getting the latest information. In addition, the following frequently cited sources have Web Sites that may be consulted for the latest information on their education offerings and books: Relationships with university faculties and membership in professional business and human resource associations should not be overlooked as excellent development opportunities. Besides serving as sources of information, members of these groups provide important networking and mentoring opportunities. Reading The readings referenced in the Guide have been confined to books which are seen to offer deeper, longer-term perspectives on issues. This is not meant to underplay the value of articles found in business and human resource magazines. Business sources such as the Harvard Business Review, Fortune, Forbes and The Economist offer real-time understanding of events and trends; and human resource journals such as SHRM's HRMagazine, the Human Resource Planning Society's Human Resource Planning, and Lakewood Publication's Workforce are very useful in identifying current issues and best practices. Three major Internet sources for information about books are: Amazon Bookstore Implementing Development Action Plans Whatever actions are taken should be clearly defined in a
formal, written development plan with a time schedule, the resources required, and the
measurements to be used to judge how and when each action has been successfully completed.
Development as a partner with
management in achieving business change is a business priority, and one demonstration of
commitment is to make the development plan an integral part of a formal performance plan. Priorities Implementing development actions requires constant focus on
priorities. It is easy to get caught up in day-to-day activities and divert attention from
conscious improvement of required capabilities. Reference to the following questions
related to the three P's of planning, positioning and performing may be useful as a
framework for maintaining your focus on development: Planning --- What is my strategic focus? --- What is my role? --- How do I utilize my time? Measurement, Monitoring and Adjustment Development planning is a dynamic process. After spelling
out measurements and schedules in the development plan, it is important to conduct regular
progress reviews, either personally or in discussion with managers, coaches and team
members. Conducting the assessment and developing the action plan by oneself is certainly
doable. The support gained by going through the process with others, however, has some
advantages. First, help is available in analyzing and interpreting assessment data from
the Human Resource Leadership Profile Questionnaire, and identifying development needs.
Second, ideas for improvement come from sharing actions plan with others who may have
similar development needs. Third, and perhaps most importantly, commitment to improvement
is reinforced by knowing others are embarked on the same journey. As actions are completed, new priorities for development
should be selected. Likewise, changes in role and position call for adjustments to the
development plan. of your plan. Major changes may require a complete reassessment of
required capabilities and a new development plan., whereas minor changes may mean
re-prioritizing development needs and adding new actions to an existing development plan.
In either case it is important to keep actions plan fresh and directed at current business
needs. Development Planning Support A one-day workshop is
available through The Walker Group to help HR Leaders through the assessment and action
planning process. Starting with an understanding of how roles and capabilities are aligned
with the Company's business and human resource strategies, the workshop helps individuals
analyze assessment data, identify gaps between the individual's perceptions of
capabilities and those of client managers, and assist in establishing development
priorities and creating a measurable action plan. Additionally, for participants in the
one-week Human Resource Business School, the Human Resource Leadership Profile
Questionnaire is administered as part of the School and the resulting leadership
capabilities assessment is used to establish measurable personal development action plans.
Conclusion
The capabilities required of HR Leaders are numerous and at a high level. The
changing competitive environment means many challenges will be faced in fulfilling the
role of partner with management in achieving business change. The need to develop all the
necessary capabilities to meet these challenges has never been greater and development
planning and implementation should be seen as a key business priority. This Guide is
intended to assist in understanding the importance of development and implementing the
process of effective development. Hopefully, it meets that objective. Note: The core capabilities, Business
Knowledge and Human Resource Functional Knowledge, are not directly addressed by the Guide
since other sources of information and learning are readily available through management
and HR associations. The strategic leadership elements of these core capabilities,
however, are addressed under HR Leadership Capabilities. If you have read a book or
attended a seminar that you would recommend be added to the Guide, please contact
The HR Strategic Issues Council, or call Bill Stopper as
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