New Zealand HRD practitioner competencies: application of the ASTD competency model

1. New Zealand HRD practitioner competencies: application of the ASTD competency model 人力資源發展研討 (1)，3/7 Model vs. practice

2. APA style • 遵守你的指導教授要求的格式寫reference. • 遵守要投稿的期刊規定 • APA style, AMJ style • Gray, L. (1999). New Zealand HRD practitioner competencies: application of the ASTD competency model. International Journal of Human Resource Management, 10(6), 1046-1059.(SSCI)

3. Introduction • Problems in New Zealand’s HRD professionals: • the competence of HRD practitioners has been a concern. • Establish standard • Shortage of professional

4. Introduction • Established certification programs by 2 institutions • IPMNZ- Institute of Personnel Management New Zealand • NZATD- New Zealand Association for Training and Development • No national recognition • For example- the IPD (Institue of Personnel and Development) in UK established standards and qulailty check.

5. Definition • After reviewing 337 citations, the competence was defined as: • Page and Wilson（1994） • “the skills, abilities, and personal characteristics required by an effective or good manager”. • 將職能定義為「一個好的經理人所要求的技能、能力及個人特質。」

6. Definition • Boyatizs（1982） • An underlying characteristic of a person which results in effective and/or superior performance in a job. • 認為「職能是指一個人所具備的潛在特質，而這些潛在特質是導致及影響個人在工作上能有傑出表現的原因。」 • An underlying characteristic • Include a motive, trait, skill, an aspect of one’s self image or social role, or a body of knowledge. • 動機、特性、自我概念、知識及技能。

7. Definition • 延續Boyatizs, Spencer及Spencer（1993）defined competence as : “underlying characteristic of an individual that is causally related to criterion referenced effective and/or superior performance ina job or situation”. • 強調 competence 與 performance 要相關，如此才使是practical implications for HRM. • Eg. Motive: strong desire for money, not necessary related to job success.

8. Definition • Seligman’s example of selecting for key personal competencies (1991) • Superior insurance sales vs. poor sales • Personal characteristic of optimism. • 易將挫折合理化 • 傳統選才基於專業保險知識 • Metropolitan Life (美商大都會人壽) 有 50% turnover. • 改用 competence 選才，turnover降到 20% • (min. require for industry-knowledge)

9. Definition • Moy (1991) examined 10 HRD competency studies (1976-1989) • 8 studies focused on what HRD actually do; McLagan (1983, 1989) prescribe current and future practice. • Boam and Sparrow’s (1992) review managerial competency • 以上研究都較著重interpersonal/personal competencies, 呼應了Spencer & Spencer的理論。

10. AIM 目的 • To examine the relevance of the model to New Zealand HRD practice • To see exactly what types of competencies employers were seeking from HRD practitioners. • Model used: ASTD 1987 model. • 記得補充 ASTD 發展回顧 • 選用求職廣告中雇主刊登之職能來檢驗文獻中之發現。

11. Method Data collection: • HRM job advertisements from 3 newspapers (Wednesday and Saturday in 1996). • Source: secondary data: microfilms from library • Coding: 用Moy (1991) and McLagan (1989) 發展之HRD categories • 587 HRM job advertisements • (Moy (1991) and McLagan (1989) 的文獻為本文作者主要之 theoretical frameworks)

12. Results • 200 HRD jobs (34%) from 587 HRM jobs. • Indicated 在NZ, HRD佔不少比例 • 1113 comp. (平均每個工作needs 6 comp.) 分屬於5個職能群 (see Table 8) • Technical, business, interpersonal, intellectual and personal

13. Results-technical skills • Table 2可看出HRD 求才廣告仍主訴technical competency (36%) • technical competency中最常需要的comp.為 • SME • Needs analysis • Presentation skills

14. Results-Interpersonal skills • 對Interpersonal skills 之需求佔第二 (26%) • 其中training adminisrators所需Interpersonal skills 比 HRD manager 高 • Team-player (17%)未出現在McLagan的文獻中，但出現在MOY的文獻中。 • Relationship building (19%) • (檢視自己的Data有無interesting, controversial之結果報告並解釋之)

15. Results-personal competencies • McLagan’s (1989) model omits personal competencies. • Similar to Redman and Mathews (1997)’s study

16. Results-business skills • Business competencies have management, economics, and administration base. • 5 out of 9 comp. in McLagan’s were identified. • Project management

17. Results-Intellectual skills • The least demanded in job ad. • The job ad is not seen as an appropriate place to request such competencies.

18. Conclusions and implications • ASTD model should be the important tool for HRD practitioners to develop themselves, but it failed to provide one important comp.=>personal • Employer job ad must be viewed with some caution => no thorough analysis • Job ad with personal com. Is more effective than traditional ad. • Selecting for personal com. is much simpler than trying to develop them.

19. Conclusions and implications • The ASTD model neglects personal competencies that employers and the literature suggest are crucial to success as a practitioner • The prevalence of technical skills in job advertisements is logical given their ability to discriminate quickly between possible applicants • There is a need to investigate whether competencies in general, and personal competencies in particular, are related to any thorough competency analysis of the job in question. • Given the significance of personal competencies, employers need to be aware that selecting for personal competencies is more important than trying to develop them in practitioners. 結論是否從發現中衍生出?

20. Comments • 用很簡單的方法探討有意涵的問題研究，結果對學術界實務界皆有意義，值得學習。 • 為何選擇 ASTD 1987 Model? • 美國model 在NZ代表性(外部效度)? • Data collection來源太單一 • See Table 1: 沒有entry level position (eg.: assistant) • 宜增加哪些資料收集管道? • Method未解釋清楚 • 何謂 HRM job • 多少人做coding? 如何避免coder bias?

21. Selection for Knowledge-based competences or Personal competences What are the pros or cons?