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Organizational Performance

Individual Performance. Program Implementation. Process. Organizational Performance. Individual Performance. Adult Education. Human Resource Development. Program Implementation. Process. Human Resource Management. Organization Development. Organizational Performance. HRD Pyramid.

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Organizational Performance

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  1. Individual Performance Program Implementation Process Organizational Performance

  2. Individual Performance Adult Education Human Resource Development Program Implementation Process Human Resource Management Organization Development Organizational Performance

  3. HRD Pyramid Strategy Tactical Level Operational Level

  4. HRD PyramidStrategy Identifying patters Developing strategy Developing strategic leaders Strategy Tactical Level Operational Level

  5. HRD PyramidTactical Strategy Learning from experience Tactical Operational Level

  6. HRD PyramidTactical Strategy Learning from experience Tactical Operational Level

  7. HRD PyramidTactical Strategy Tactical Operational Level Basic Skill and competency training Management development Operational improvement

  8. Balanced Scorecard

  9. The BCGH Growth Share Matrix Business growth Rate Relative competitive position

  10. HR needs in Strategy Formulation Differentiation Cost Leadership HR Role Focus of firm Employee role Training Staffing Compensation Performance management - creative, risk-taking - broader tasks creative risk-takers - broad career paths - recruit more from outside - external pay equity - results-oriented - efficiency - specific & repetitive - specific/short-term skills - promote internally - internal pay equity - behavior-oriented

  11. Mass vs. Flexible HRM Strategies Mass Flexible Specialization • On-the-job training • Mass recruitment • Limited job security • No job rotation • Limited skills • Off-site & OJT • Selective recruitment • High job security • High job rotation • Broad skills

  12. Porters Five Force Model

  13. Strategic Learning

  14. Circle of interactive conversations Reflection Implications for HRD Core competencies Strategic intent

  15. Corporate Universities • As a metaphor • Process is important • Areas of interest: • Corporate citizenship • Contextual framework • Core Workplace competencies

  16. Building Credibility with Senior Management • Understand the Business • Take the initiative • Develop a broad range of skills

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