HRD

 Young academic discipline but an old well-established field of practice.

 The idea of human beings purpose fully developing, in anticipation of being able to
improve conditions, seems almost part of human nature.

 HRD theory and practice are deeply rooted in this developing and advancing
perspective.

 HRD is to bring the best in man.

 HRD is the process of increasing the capacities of human resources through

development.

WHAT IS HRD ?

 HRD is based on the two assumption :

(a)HRD makes sense only when is contributes towards business improvement and
business excellence.

(b)HRD also strongly believe that good people and good culture make good
organizations.

HRD MEANS

 HRD means building:

(a) Competency in people

(b) Commitment in people

(c) Culture in the organization

DEFINITION OF HRD

 HRD is a process for developing and unleashing human expertise through orgnisation
development and personnel training and development for the purpose of improving
performance.

 HRD is any process or activity that, either initially or over the long term, has the
potential to develop work-based knowledge, expertise, productivity, and satisfaction,
whether for personal or group/team gain, or for the benefit of an organisation,
community, nation, or ultimately , the whole of humanity.

 HRD can be defined as the branch of HRM function that endeavors to build
competencies, commitment and a learning culture in organizations with the purpose of
bringing in competitive advantages to achieve business excellence in all its operations.

HRD PHILOSOPHY

 According to P.C. Tripathy, perhaps the most fundamental part of an HRD is HRD
philosophy.
  It represents those basic beliefs, ideals, principles and views which are held by the
management with respect to the development and growth of its employees.

 A well-established HRD philosophy plays two important function .

 First “Style of management”

 Second “it makes organisational goals more explicit”

Following beliefs are essential for the success of any HRD programme:

 Human beings are the most important assets in the organisation.

 Human beings can be developed to an unlimited extent.

 Employees feel committed to their work and the organisation, if the organisation
develops a feeling of “belonging” in them

 Employees are likely to have a feeling of “belonging” in them if the organisation

adequately cares for the satisfaction of their basic and higher-order needs.

 Employees commitment to their work increases when they get opportunity to discover
and use their full potential.

 It is every manager’s responsibility to ensure the development and utilization of the

capabilities of his subordinates, to create a healthy and motivating work climate, and to
set examples for subordinates to follow.

 The higher the level of a manager the more attention he should pay to the HRD
function in order to ensure its effectiveness.

Need of HRD

 People need competencies to perform their tasks. Quality performance of task requires
higher degree of skill thus without continuous development of competencies in people,
an organisation is not likely to achieve goals.

 So competent and motivated people are essential for growth, survival and excellence
of the organisation. HRD develops a proper climate for achieving organisation.

 HRD system motivate the individual’s to develop and utilise their capabilities.

 HRD is needed for improving systems and services, renewal and most effectiveness.

 For becoming more dynamic and for playing leadership roles.

Goals of HRD

 To maximise the utilisation of human resources for the achievement of individual goals;
HRD involves integration of both individual and organisation needs.

 To provide opportunity for development of human resources for full expression of their
talent and potentials.

 To develop constructive mind and overall personality of the employees.

 To develop the sense of team work and inter-team collaboration.

  To develop organisational health, culture and effectiveness.

 To generate information about HR’s.

 HRD is concern of all managers in the organisation.

HRD Culture

 The culture of any organisation has a deep impact on its success. It is the top
management and other influential people in the organisation who create culture
through their roles and styles of functioning.

 The organisational culture plays a significant role in making organisation get the best
out of themselves. Good HRD climate for the benefit of organisation

 TATA & Birlas are known for their culture. They have a capability to sustain themselves
against many difficulties and challenges due to their culture. HUL, CG, Tata Steel,
Maruti etc. are known for there string culture.

 The culture also acts as OXYGEN in the case of emergency.

Characteristics of HRD culture

 It should be learning culture.

 It should facilitate the identification and development of new competencies of people.

 It should facilitate bringing out the hidden potential and new talents of people.

 It should have a self-sustaining motivational quality.

 It should encourage people to take initiative and experiment

 It should bring joy and satisfaction in work

 It should enhance creativity and problem solving skills

 It should create team spirit and morale.

HRD Climate

 A healthy oganisation climate is required for utilising, enhancing employee

competencies and develop motivation and satisfaction.

 HRD climate can be developed if top management has:

(a) strong belief in the capabilities of people

(b) HRD policies show high concern for employees

(c) HRD staff has supportive role and line managers are committed.

(d) Good HRD- sub-systems for increasing effectiveness

HRD Climate
 HRD climate can be grouped into three categories

 (1) General climate

 (2) OCTAPACE culture

 (3) HRD mechanisms / system

HRD SYSTEM

 Individual and Team oriented

 Career system

 Work system

 Development system

 Organisation oriented

 Self-renewal system

 Culture system

Career system

 Manpower planning

 Recruitment

 Career planning

 Succession planning

 Retention

Work system

 Role analysis

 Role efficacy

 Performance plan

 Performance feedback and guidance

 Performance appraisal

 Promotion

 Job rotation

 Reward

Development system

 Induction

 Training
 Job enrichment

 Self-learning mechanism

 Potential appraisal

 Succession development

 Counselling

 Mentor system

Self-renewal system

 Survey

 Action research

 Organizational Development interventions

 Organizational Retreats

Culture system

 Vision, Mission and Goal

 Values

 Communication

 Get-togethers and celebrations

 Task forces

 Small Groups

Line managers and HRD

All managers are HR managers and HRD is the responsibility of line managers. Line
managers perform and execute HRD tasks.

 Role analysis, HRP, Selection, Placement, Induction.

 Performance Appraisal, Training, Management development, Career Planning and

Development, OD.

 Compensation (Job evaluation, Wage and salary administration, Incentives, Bonus,

Fringe Benefits)

 Social and Cultural Programmes, Workers’ Participation in Management, Quality Circles,

Teamwork , Communication Policies, Grievance Mechanism.

Task Analysis

 Task analysis to find ways of delineating tasks, performance appraisal and employee
motivation i.e. using task analysis for HRD.

 Traditional approach
  British model :-analysis in terms of specific activities

 American model :- emphasis on the competencies needed

for the job.

 Task analysis can be defined as the process of identifying the task of a particular job in
a particular organisational context by analyzing activities, establishing performance
criteria, determining required competencies, and analyzing any discrepancies
uncovered by this process.

Task Analysis

 Select the job to be analyzed

 Develop preliminary list of tasks to be performed

 Validate or confirm the preliminary task.

 Identify the KSA’s necessary to successfully perform each task

Process of Task Analysis

 Develop an overall job description

 Identify the task

 Describe what should be done in the task

 Describe what is actually done in the task

 Describe the KSA needed to perform the job

 Identify the areas that can benefit from training

 Prioritize areas that can benefit from training

HRD professionals must recognize that task analysis focuses on the job, rather
than on the individual doing the job.

HRD PROCESSES

 Individual

 Role

 Teams

 Organization

Individual

 Efficacy

 Effectiveness

 Styles

 Leadership
 Role

 Competencies for job performance

 Commitment

 Motivation

 Frustration,

 Stress

Teams

 Communication

 Feedback

 Conflict resolution

 Collaboration

Organization

 Organizational Climate

 Communication

 Organizational Change

 Organizational Development

Motivational aspect of HRD

 Motivation means the desire to work or put in work effort.

 It is commitment to the job, work and the organisation. Without motivation employees
are not likely to give their best.

 Having technical, managerial and human competencies is not enough for effective
performance on the job.

 Motivation is influenced by various factors such as one’s own needs, personality and
habit patterns, supervisor’s style and behaviour, personnel policies, organisational
culture and environment, career opportunities and reward mechanisms.

 HRD aims at developing the motivation of employees to maximum possible extent so

that they can become dynamic contributors to organisational goals.

The importance of COUNSELLING in HRD

 “An activity addressing a problem, opportunity, or perspective in a relationship through

a process of interaction”

 HRD involves and requires human interaction of a caring, supportive, useful nature–
that is counselling.
 At the core of developmental training, mentoring or coaching activities, assessment
and feedback efforts, employee assistance, and career planning programs, each of us
needs some interaction that can be characterized as counseling.

 Performance appraisal, career pathing/succession planning, incentive compensation,

and organization improvement/development processes and methods require some form
of counseling as a catalyst for implementation and often as an essential programmatic
component.

 In the efforts to evolve, or return to a condition in which each manager and leader
views HRD as part of their role, counseling becomes an essential aspect of their
interactions.

 We attempt to train managers and leaders to make eye contact with others, listen to
them, develop attitudes and skills to help the other person feel empowered, provide
and solicit accurate and timely feedback, stimulate and provoke conversation about
new ideas, innovations, improvements, and development.

 From the formal training programs or performance appraisal systems to the informal
chats, HRD depends on counseling.

 Informal(versus formal), episodic or opportunistic( versus planned), and

personal(versus bureaucratic and systematized) counseling interactions are more
effective.