‫بسم اهلل الرمحن الرحيم‬

GSB
Human Resources Management

HR DEVELPOMENT
Dr. Abdelnasser Ghanem
Dr. Abdelnasser ghanem (aahhg@hotmail.com)
8
 Objectives & Contents

1 The concept of Development

2 Elements of Development

3 Foundations of HR development

4 Career Planning & Succession Planning

5 Talent Management

6 Psychological contracts
2
6 Individual’s Development Approaches
The concept of Development
For a century AT&T was America’s “phone company,” but it
has changed dramatically in the past few years. In 2000, its
network data traffic was negligible, but by 2020 the
company has risen again. AT&T’s strategy was to shift
toward a new digital future, where customers can get the
information, anywhere, on whatever digital device.
That’s exciting for AT&T’s customers and shareholders. But what about the 150,000
employees who were hired by a phone company years ago to do very different jobs?
This is the major objective of HR development, We’ll see what AT&T did?
HR Development aims to develop employees’ capabilities beyond those required
for their current job to be able to match future organizational needs

The HR development strategy is Organizational Strategy

linked and integrated vertically
Functional sub-strategies
with the corporate, aiming to
achieving a competitive
advantage based on people, and Production HRM Marketing Finance
horizontally integrate with other
sub-strategies of HRM Compensation Development PMS
 Elements of Development
The Process of HR development is of integrated
nature. It includes several key activities such as:
Learning: defined as ‘a relatively permanent
change in behavior that occurs as a result of
practice or experience’. Or it can be described
as: ‘the major process of human adaptation’
Training – the planned and systematic modification of behaviors through learning
events (Formal and/or informal) that enable individuals to achieve the levels of skill
and capability needed to carry out their current job effectively. (IT is one of several
actions an organization can take to promote learning)

Education – the development of the knowledge, values and understanding required

in all aspects of life (not only) the knowledge and skills related to particular area of
professional work.

Development – the growth and realization of a person’s ability and potential

through the providing of learning and educational experiences that contribute to
person’s current an future performance (Long-term)
Foundations of HR development
HR development processes emerges from corporate strategy, aiming to
achieve its objectives, it can be represented as following:

Internal External
Analysis Analysis
Organizational Strategy
S W O T
Functional Strategies

HR Strategy
Review the available HR Identify the required HR
structure structure for achieving strategy
Organizational Organizational
units, functions, units, functions,
& staff & staff

Identify Gab

Develop Strategies to fulfill the Gab

using all HRM tools (structuring, hiring,
training, Promoting, firing, and other)
The concept of Development What AT&T did?
AT&T’s strategy was to shift toward a new digital future “from cables to the cloud”,
thus AT&T started a huge retraining program, called Workforce 2020. It had three
main pillars: Skill needs identification, development, and evaluation.
First, AT&T’s managers identified the skills its employees would need for its new
digital future, along with the current skills gaps, and what it called “future role
profiles.” These individual profiles itemized the skills the company and therefore
each of its employees would need.

Second, AT&T helped employees identify and obtain the required training and
development. For example, it created an online employee career platform to help
individuals assessing one’s abilities against the jobs AT&T would need
Third, AT&T evaluated the effectiveness of its Workforce 2020 program measuring
things such as skills gaps, people actually moving into new roles, and Business
outcomes in terms of tangible organizational improvements,
 Career Planning
One of the most important tools of HR
development is to plan the organization’s career
paths. These paths control the course of successive
jobs occupied by individuals during their work life
to allow them to move ahead across the career
grades.
Organizations should develop career plans and pathways that allow continuous
career development processes for individuals including education, training,
rotation, and promotion during their careers so that they can move up across the
levels of career. this benefits both employee and organization. The career planning
process has two sides:

Organization career: Planning the paths Individual career plan: is planning the
and career steps that the organization individual’s course of actions education,
staff should go through to be able to training, learning, organizational and
achieve its core functions (Academic technical exercises that enable the
career for universities, Seamen career individual to progress in his planned (by
for Ship Companies. this includes the the organization) career path over his
successive grades in the career path. career stages.
 The importance of career planning

▪ Develop perceptions and plans that motivate individuals for a better and
successful career future.
▪ Attract and retain talented human resources and create human capital
for the organization.
▪ Ensure that individuals have the necessary qualifications and skills when
needed.
▪ Planning the hierarchical structure of the organization's teams and
preparing individuals for senior positions.
▪ Contribute to the stability of the Organization and avoid sudden changes
and the control of emergent situations.
 Career Stages

The career path is considered as gradual stages.

Five stages can be identified for individuals in their
professional years, regardless of the occupation.
These stages are exploration, establishment,
achievement, maintenance, and pre-retirement.
1- Exploration: Individuals take many important career decisions before entering
the labor market. It is assumed that parents and teachers early in our lives identify
the alternatives available to us and guide us in appropriate career.
)‫(المقياس العربى للميول المهنية‬
An important factor influencing this stage is the parents' profession, the financial
circumstances, the mental and physical abilities and levels of ambition.
The exploration period for most of us ends in the mid-20s when we graduate and
enter to work. From an organizational point of view, this phase is not important
since it occurs before work.
However, this period remains important because of the length of time we spend
formulating these expectations about professional life, these expectations guide
each of us to determine the trends and beginnings of a career.
 Career Stages

2- (Establishment): Where the individual starts to search for

the appropriate job, he has many tracks but he is not
experienced in any of them, relaying on his strengths and
skills to choose the most appropriate paths in accordance
with his characteristics. This stage is characterized by
concern risk, tray and error.

3- (Achievement): begins after the individual has settled in a specific job and after
acquiring a sufficient experience in the new field, This stage is characterized by
either career stability and progression (if the switch from the start phase was
successful), else the individual may shift into another profession or field)

Many employees in this stage reach their peak levels of productivity and maintain a
skill set suitable for their role. He/she has both the appropriate experience,
motivation and power required for achievement and innovation. By remaining
dedicated individual continue to grow, and be able to receive greater responsibility,
rewards and recognition.
 Career Stages

4- Maintenance: The employee has accomplished many

achievements in the achievement stage, and has almost
achieved all career desires, become less effort and
motivation and will seek to focus on the aspect of respect.

Individual here may have fewer opportunities for advancement, but can enjoy
tasks like mentoring and guiding younger employees. Individuals in this stage
are likely not have any job changes, relying on reputation and good standing in
their current positions.
 Career Stages
5- Pre-retirement: where the employee has
achieved his professional goals, he becomes less
effort and has more experience, thus he utilize
these expertise in the appropriate tasks, which
are often consultancy.
The organization should give great attention to the process of replacement and
succession, to adopt the new managers and the team of the former leader.

The individual should also seek to prepare for the post-retirement period, plan
what the life will look like after retirement, and may spend less time working and
more time doing activities outside of work. The aim is to develop interests outside
the work, such as gardening, or fishing. Join a club or involve in public work.

Individual can begin Prepare for retirement financially by speaking with the HR
department and a financial advisor to detail the retirement goals.
Succession Planning
Succession Planning is an central role of HR development.
It is a process of identifying a longer-term plan for
prearranged replacement of key positions.
This need results from promotions, transfers, retirements,
deaths, and other. It is often focused on top managers.
Succession Planning is an essential component of the broader HR planning process.
It involves a systematic approach for identifying, developing, and retaining capable
and skilled employees required for key positions, it involves five steps:

positions that 2. Identify

are critical to Based on 4. prepare
Capabilities Development Key positions
the strategic appraisals and
needed Plans are filled
objectives & data, determine
To establish Develop quickly;
cause who is capable
selection learning, New employees
problems if and has the
criteria, focus training, events in key positions
left vacant. ability to fill
employee to transfer
perform
1. Identify positions
development needed skills &
effectively
Key Positions 3. Identify
efforts, and set knowledge to
potential potential 5. Evaluate
performance
Employees successor Effectiveness
expectations
Succession Planning

One important outcome of the succession planning process is the development of

preliminary replacement charts. These charts both show the backup “players” for
each position and identify positions without a current qualified backup.

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‫ أحمد‬.1 ‫ خالد‬.2
‫ إبراهيم‬.2
‫ حسن‬.1
‫ منى‬.2
 Talent Management
Talent management is defined as the organized,
strategic process of getting the right talent onboard
and helping them grow to their optimal capabilities
keeping organizational objectives in mind.
Hence, it is a strategic system and ongoing
culture in which all functions of HRM are According to requirements of
focused on the required talent . It can involve strategy, identifying talent gaps and
the following: vacant positions, Analyze the
Workforce
current HR structure / Analyze the
Planning
required structure (numbers and
types) / Identify the gap to be
addressed, Identify the needed HR
Talent
Total Integrated Acquisition
and also the critical positions
Rewards
Talent
Workforce
Management
Strategy Following skills resources /
System
w/ reporting capability Attracting talented people/
sourcing for and onboarding,
orientation / Career development
Succession Employee opportunities
Management Development
performance management systems
/ developing needed skills /
Career management for both
individual and organizational levels
 Talent Management

Who are eligible for the

rewards? Based on what?
What skills and values are Workforce
rewarded? Planning
What are the rewards that
Total
promote the achievement of the Rewards Integrated Talent
Talent Acquisition
goals of both the organization Workforce
and the employees Management
Strategy
System
w/ reporting capability
Achieving internal and external
equity
Succession Employee
Current / potential performance of Management Development
individuals / Career path
counseling / Identification of skilled
individuals / Identification of
potential substitutes / training
with a future-focus,/ retaining and
motivating them on long-term
 Psychological contracts
Psychological contracts are a set of ‘promises’ or ‘expectations’ that are exchanged
between the parties in a relationship. These parties include employers, managers,
employees and their colleagues. Unlike formal contracts, they are often hidden,
tend to be invisible, assumed, unspoken, and informal.

psychological contracts have a great impact on aspects such as psychological well

being, satisfaction and loyalty, so this area has become one of the most emergent
areas in the domain of organisational research.
The definitions of psychological contract are focused on the expectations the
employees have of the organisation, and those the managers have of their
employees
psychological contract is 'an unwritten agreement that exists between the
employee and employer that contains a set of mutual expectations'
Mutual obligations involve the incentives promised by an organisation in
exchange for contributions promised by the employee
 Psychological contracts

expectations

Employees expectations : Employers expectations:

- Competitive compensation system - Continuous skill improvement
- Career development opportunities - Reasonable time with organization
- balancing work and family life - Extra effort when needed

Characteristics
psychological contract is not like the formal contract which is drawn up once, it is
revised and reformed several times along the employment life
The psychological contract is violated when employees believe that their
employers have not fulfilled their obligations
The psychological contract violation is linked to poor psychological well-being
which is expressed in ways such as intention to leave, complaints, and less loyalty
Psychological contract violations appear to be more common among highly-skilled
new entrants into the workforce due to their expectations being higher than what
they find in the actual organisational environment
 Psychological contracts

Maintenance
The maintenance of this psychic contract requires a
joint efforts of both the organization and the employee:

Organizations should take into account the needs and motivations of the staff,
their expectations, requirements, and encouraging work environment necessary
to maintain high levels of performance.

At the same time, direct managers should guide employees' expectations to

reasonable levels that are consistent with the organization's conditions and
surrounding factors. Therefore, expectations do not go so far beyond the reality
that leads to the termination of the psychological contract.
On the part of the employee, it requires consideration of the internal and
external factors of the organization so that he don’t inflate the expectations,
which helps to adapt and maintain job satisfaction
 Individual’s Development Approaches
Two major categories related to where job site
development and off site development
1 - Job-Site Methods: A number of job-site development methods are widely used:
Coaching : the observation and feedback given to employees by immediate
supervisors. It is a continual process of learning by doing.
Job Rotation some organizations follow elaborate charts and schedules, planning a
rotation program for each employee’s development.
“Assistant-to” : is to allocate a person in a position immediately under a person in
another position (manager or supervisor).

2 - Off-Site Methods: Give individuals opportunities to get away from the job
and learn.
Classroom Courses and Degrees : Some organizations send employees to
externally seminars or courses.
Sabbaticals and Leaves method: It is paid time off to develop oneself. These
have been popular for many years in academic environments but it has also
been adopted in other areas as well.
Individual Development Approaches

Development methods can be categorized based on the aspect to be

developed, thus technical aspects of development can be varied

Some of the aspects that can be developed

• Development of decision-making skills
• Developing personal skills (e.g. Communication and leadership)
• Development of functional and technical skills
• Development of organizational skills
 Individual Development Approaches

1- Development of decision-making skills

1- Brainstorming is a group creativity technique by which
efforts are made to find a conclusion for a specific problem
by gathering a list of ideas contributed by its members.
Some general rules of brainstorming:
Go for quantity: This rule aiming to facilitate problem solving through the maxim
quantity regardless of quality. The greater the number of ideas generate the bigger
the chance of producing an effective solution.
Withhold criticism: criticism of ideas should be put 'on hold'. Instead, participants
should focus on extending or adding to ideas, reserving criticism for a later 'critical
stage' of the process.
Welcome crazy ideas: To get a good long list of suggestions, wild ideas are
encouraged. These new ways of thinking might give you better solutions.
Combine and improve ideas: As suggested by the slogan "1+1=3". It is believed to
stimulate the building of ideas by a process of association
 Individual Development Approaches
1- Development of decision-making skills
2- in-basket exercise is used for both development,
selection, and promotion purposes.
During the exercise the employee receives a number of mails, telephone calls,
documents and memos. They then have a limited period of time to set priorities,
organize their working schedule accordingly.
The employee has to look at the problems and simultaneously deal with those
problems. As the employee solves these problem, he/she transfers them to the
"out-basket".
In basket exercises are often part of Assessment centers that are used for
promotion and selection.
3- Case Study: In this exercise, the candidate is asked to take a decision on a
specific issue of work. Where he is provided with a large amount of information
about the situation that can be contradictory. The individual will analyze the
information provided and based on his analytical skills, knowledge and experience,
he has to make the recommendation or decision and usually presents it in the
form of a brief report or presentation.
 Individual Development Approaches
2- Development of Communication skills

Role Play Method: is used for both

development, and selection as well
In this exercise the individual plays a certain role in an administrative position
(Manager, sales man, ..) and individual's behavior is recorded in doing the role,
assessing his performance, and then training him/her on the ideal behavior.
In these exercises, the individual meets a person representing a role (customer -
supplier- competitor ...) to collect information or to form a judgment or to make a
decision, either through a personal interview or a discussion.

Generally, the individual is given (15 - 30) minutes to prepare for the meeting. The
individual here should carefully consider how to utilize the time in meeting and
planning to achieve the best results.
Although the evaluation is conducted mainly on how the meeting is run and the
process of the meeting itself, it also considers how to prepare for the meeting.
 Individual Development Approaches
3- Development of Functional & technical skills

Job Rotation: Job rotation is a technique used by organization to rotate their

employees' assigned jobs. Employers practice this technique for a number of
reasons. It was designed to promote flexibility of employees and to keep
employees interested into staying with the company/organization which employs
them. There is also research that shows how job rotations help relieve the stress of
employees who work in a stressful jobs

Why is job rotation beneficial?

Rotation benefits the organization as employees can perform more than one job ,
it is also good practice for safety concerns in some sensitive positions. For
employees, they will be able to perform better in the workplace, paid higher, and
it is a common perception to see that rotated employees tend to have "higher
perceived skills and are more likely to be promoted.