International Journal of HRD Practice Policy and Research
Volume, 3 Number 2, 2018
Welcome to Issue 2 of 2018. The topics in this issue range from the impact of leadership development to the relationship between ethics and HRD. In between we have the first of a two-part article exploring the relationship between HRD and Capacity Building. I look forward to part 2 which will apply this first phase of the authors’ research to the country of Bahrain. The article on the research and evaluation toolkit offers something a little different. It outlines a resource, applicable to mentoring programmes in all sectors and organisational context but importantly is itself research based. It is particularly pleasing to be able to include the interview with Fostine Odhiambo, former Group HR, Training & Development Director with the Turks Group, based in East Africa. This ensures HRD in Africa is firmly on the agenda for the Journal and its future coverage. I am indebted to my EAB colleague, Paul Turner, for introducing me to Fostine and setting up the interview possibility. And, we continue to explore what HRD might look like in the future. In the article from Tricia Harrison and colleagues the focus is the surprises that might await HRD. Fascinating stuff.
‘I would recommend it to anyone!’ Transferring Leadership Development and Evaluating for Impact at Skipton Building Society | Francesca Hall, Skipton Building Society, Beverley Petrossian, Skipton Building Society, Tim Spackman, Skipton Building Society
The paper considers the evaluation of leadership programmes in Skipton Building Society. Recognizing the difficulties associated with achieving a measurable return on investment, the programmes were designed to ensure that evaluation served a variety of purposes including how learning could be transferred to the workplace. An impact assessment, completed five months after the end of the programmes, shows strong impact; the programmes have shifted the culture in support of development. There was a high recommendation for others to undertake the programmes and many examples of ongoing transfer. Critical factors assisting transfer are identified.
Key Words: leadership development, evaluation, transfer of learning
Sustainability, Performance and Development: Towards an Understanding of the Intersections between Human Resource Development (HRD) and Capacity Building | La’aleh Alaali, Arab Open University, Bahrain Christopher J. Rees, Global Development Institute, University of Manchester, UK
The paper reports on a study to consider the relationship between ‘Human Resource Development’ and ‘Capacity Building’. Despite the prominent use of these terms in HRD and international development literature, there are few studies which have directly sought to compare and contrast their meaning. The study is comprised of two phases. This paper reports Phase 1 in which HRD definitions and descriptions are examined alongside definitions and descriptions of capacity building. Findings draw attention to potential intersections that exist between capacity building and HRD in areas such as performance and development and provide support to the thesis that HRD can be considered as a development process which has a role to play in broader capacity building initiatives. Given these findings, the study highlights the potential for research on capacity building to inform HRD theory and practice and also for HRD research to inform capacity building theory and practice. Phase 2 of the study contextualises the findings of Phase 1 with reference to HRD and capacity building in a non-Western international context and is reported in a future issue of this Journal.
Key Words: capacity building, human resource development, sustainability, performance
Monitoring and Evaluating Business Mentoring: Towards a Research and Evaluation Toolkit to Measure Impact | Julie Haddock-Millar, Middlesex University Business School, Chandana Sanyal, Middlesex University Business School, Neil Kaye, Middlesex University Business School, Leandro Sepulveda, Middlesex University Business School, Robyn Owen, Middlesex University Business School, Stephen Syrett, Middlesex University Business School
This paper presents a Research and Evaluation Toolkit (RET) which has applicability to mentoring programmes in all sectors and organizational contexts. The RET offers a practical guide for human resource development practitioners engaged in evaluation of learning and development programmes and more specifically, mentoring.
The RET was a key outcome of a global 2.5-year impact evaluation project with Youth Business International and Middlesex University Business School, evaluating the impact of volunteer business mentoring on under-served young entrepreneurs and their business ventures. This paper brings to the forefront the importance of integrating a measurement and evaluation strategy from the initial mentoring programme design phase and ongoing management.
Despite the growing number of survey reports and studies that highlight the importance of this aspect of mentoring programme design and management, measurement and evaluation continues to be one of the most challenging areas. As such, this paper contributes to our understanding concerning the role and effectiveness of ongoing monitoring and evaluation in relation to demonstrating the impact of human resource development interventions and provides a practical approach for practitioners to develop and enhance their evaluation strategy and methods.
Key words: research and evaluation, business mentoring, impact, toolkit
The Influence of HRD Practices on Employees’ Organizational Justice Perceptions | Deepu Kurian, Director of Business Operations, University of Houston
An effective system of organizational justice forms the foundation for an organizational culture which promotes inclusion and diversity, and therefore an important topic for human resources development (HRD). Organizational justice is an issue for HRD practice, because certain perceptions of organizational justice or fairness can be related to training and development opportunities, organizational change/development practices and career planning/development. HRD decisions may impact the employees on both personal and professional level and hence such decisions may have an impact on the employees’ perceptions of fairness. Thus, the purpose of this study was to examine the influence of HRD practices on the employees’ perceptions of justice at interactive, procedural and outcomes level. The results show that all dimensions of organizational justice influence the employees’ fairness perception, however it is important to note that procedural and interactional levels dominated the employee’s perceptions.
Key words: organizational justice, human resource development practices, work relationships.
What will be the Surprises for HRD in 2028? A Futures Scenario | Tricia Harrison, Liverpool John Moores University, Lynn Nichol, Worcester University, Mark Gatto, Northumbria University, Mak Chee Wai, Western Digital, Andrew Cox, Portsmouth University, Jeff Gold, York and Leeds Business Schools
The paper reports findings from a futures workshop to consider surprises — unexpected or astonishing events or facts — that may await HRD. Participants were asked to identify an HRD issue for the future and then pose questions that placed surprise up front and that could indicate a vulnerability for HRD. Two scenarios are developed for the year 2028 and events leading to this year. In the first, S1, human behaviour within organizations is defined by machines and machines prescribe why, what and where work is needed, who does it, when, and how work is done. Thus programmes of learning are pre-determined by machines. In the second, S2, aritificial intelligence proves to be incapable of adapting to the extreme events of solar activity affecting satellites and internet communications globally. HRD rebuilds trust in the collective human ability to work together collaboratively to restore a team ethic and rebuild. The scenarios are discussed and a recommendation is made for HRD research to consider the direction and value of their work and how progress in academic life might be reconstituted to allow more attention to be given to key areas of machine learning and artificial intelligence.
Key words: HRD Futures, Machines, Artificial Intelligence, Work, Global Citizens
HRD in Africa: Challenges and Dilemmas | Fostine Opiyo Odhiambo, formerly Group HR, Training & Development Director for the Turkys Group, Zanzibar, in interview with Rick Holden, Editor, IJHRDPP&R
HRD Forum — Viewpoint
Fostine is an HR professional with over 11 years’ experience. Professionally qualified with a BCOM (HRM) from KCA University — Kenya, a Higher National Diploma in HRM from The Kenya Polytechnic University College and a Diploma in PM from the Railway Training Institute (RTI) Kenya. He began his HR career in 2007. He worked with Moorgate Ltd — a company operating restaurants and casinos in Kenya and Congo where, in due course, Fostine became Regional HR Manager. After five years with Moorgate Ltd. he moved to the Turkys Group of Companies based in Zanzibar with several branches in Tanzania and Comoros. It is an organization with over 3,000 employees, operating in a wide range of sectors — hotels, oil and gas, healthcare, cement production, beverage production and bottling, real estate, marine transport and telecommunications. At Turkys, Fostine became Group HR, Training & Development Director. Whilst a major role with the Turkys Group of companies was to establish an HR function, where this was often totally absent, human resource development has been at the heart of Fostine’s professional practice. “People are number 1 number 2 and number 3.” Currently Fostine is leading Frei Associates, East Africa Ltd., a company championing for Employee-Employer Branding within East Africa.
Planting the Seeds of Organization Justice: a Force for Change | Steven Chase, Director of People, Thames Valley Police
HRD Forum —Viewpoint
My recent article for this Journal — In Search of Individual and Organizational Fairness in Policing (2018) — introduced some thoughts about the importance of organizational justice, particularly in relation to totemic organizational policies and procedures such as misconduct and performance management. I attempted to ground my thoughts in the direction of practical application in the workplace. To assist, I built on one of Matthew Syed’s (2015) core arguments about the crucial cultural shift from blame to learning. In Syed’s work, he contrasted the domains of medicine and aviation. My attention was focused on my own experiences and observations in UK policing.
HRD Forum — Book Review
There are many books about cross cultural management, from academic analyses to practitioner guides. Why, then, in this crowded field, do I recommend Jasmin Mahadevan’s Cross Cultural Management, an addition to the excellent “Very Short, Fairly Interesting, Reasonably Cheap” series, as essential and timely reading? There are a number of reasons. The international nature of business and commerce continues to expand, and to be relevant to an increasing number of us. Cross cultural working now includes, alongside scenarios such as managerial expatriation or cross border negotiations, more complex and possibly ambiguous situations. For example, international project collaboration with culturally diverse, often geographically dispersed, teams. Cultural diversity continues to matter, and continues to be implicated in both positive and negative outcomes. Cross cultural training is an industry (of which this reviewer is part, and which is the subject of thoughtful and somewhat sobering analysis in this book).