Introduction to Human Resource Development

Definition of HRD
A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands.

According to prof. T V Rao

HRD is a process by which the employees of an organization are helped in a continuous and planned way to acquire capabilities required to perform various functions associated with their present or expected future roles , develop their general capabilities as individuals and discover their own potentials, develop an organizational culture in which superior subordinate relationship, teamwork and collaboration among subunits are strong and contribute to professional well being

Meaning of HRD
It is positive concept in HRM Believe in investment in human beings Aims at overall development Rooted in belief that human beings have the potential to do better

HRD IS HUMANISTIC CONCEPT

People

can do better, they can do wonders

Involve them trust them and empower them Focus on strength of people Integrate the needs and aspiration of individuals Encourage individual initiative and response by providing and fostering culture

OBJECTIVES
Develop human resource of the company continuously for better performance to meet objectives. Provide opportunity for development of different level of employees. suitable need based training programs Prepare newly inducted staff to perform their work with high level of competency and excellence. Meet social obligations of industry to contribute towards the excellence of technical and management education.

OBJECTIVES
Assist the existing and potential customers in the better use of our equipments by training the employees. Promote a culture of creativity, innovation, human development, respect and dignity. Achieve excellence in every aspect of working life. Create environment for the trainees conducive to their character building.

Evolution of HRD
Early apprenticeship programs Early vocational education programs Early factory schools Early training for unskilled/semiskilled Human relations movement Establishment of training profession Emergence of HRD

HRD Functions
Training and development (T&D) Organizational development Career development Providing skill input to apprentices and trainees Identifying training needs and imparting training Outside deputation for competency enhancement Competency mapping Organisational development activities Conducting sessions and workshops

THE NEED FOR HRD: BUSINESS AND ECONOMICS CHANGED

HRD can be a platform for organisational transformation, a mechanism for continuous organisational and individual renewal

and a vehicle for global knowledge transfer.

THE NEED FOR HRD

Implementing a new policy Implementing a strategy Effecting organisational change Changing an organisations culture Meeting changes in the external environment Solving particular problems

THE NEED FOR HRD: TECHNOLOGICAL CHANGES

Technological change creates requirements for training and development

THE NEED FOR HRD:

ORGANISATIONAL CHANGE
Organisations that work in less time will have a competitive advantage. A customer and quality focus will permeate tomorrows superior organisation. The arena for an organisations planning and action will be global. Business strategies now depend on quality and versatility of the human resource. Work structure and design will change dramatically.

THE NEED FOR HRD :SOCIAL,LEGEL & OTHER CHANGES

Social attitudes, legal requirements, industrial relations and so on generate training and development needs.

They demand new skills in the workplace

Personal level

Existential process Empathic process Coping process Building process Collaborativ e and competitive growth

Process tells us how an individual perceives his environment and how he interact How much empathy individual has for other person and establishes relationship with him Individual is required to cope up with pressures and stresses in relation to his role in organizaion How various groups form themselves as distinct entities Positive if promote group and negative if do not promote to reach goals

Interpersonal level Role level

Group level

Intergroup

organizational

issues relating to self renewal and change

At personal level : Existential process

How individual perceives his environment and how he interacts with other How he achieves his goals in life Process helps in integration of individual with organization Career planning, performance appraisal,feedback,counselling job enrichment improve this process

Interpersonal level : Empathic process

How much empathy one individual has for the other person How person reach out to the other person and establishes a Relationship with him Neglecting this process affect the interpersonal effectiveness of individuals In an organization

Communication,conflict,cooperation and competition are important areas Of study in this process

Training, communication improve this process

Role level : coping process

Individual should cope with pressures and stresses in relation to his Role in organization Individual can cope up with these pressures if he is aware of the Competencies required for performing the role Role analysis improve this process

Group level : Building process

This process tells us how various groups form themselves as distinct Entities in an organization How group contribute effectively to the goals of organization OD and team building exercise improves this process

Intergroup level: Collaborative and competitive

Competition is positive if it poses a challenges to a group in terms of standard of performance and achievement Competition is negative if it prevents or aims at escaping hard work Process is improved by creating the climate of trust, authenticity And openness clarifying norms and standards

Organisational level: Growth process

Growth process involves issues relating to organisational climate, Self renewal and change

Organizational benefits:
Improves the morale of the workforce. Leads to improve profitability and more positive attitudes towards profit orientation Improves the job knowledge and skills at all levels of the organization. Aids in organizational development Improves relationship between superior and subordinate.

Personal benefits
Helps the individual in making better decisions and effective problem solving. Aids in encouraging and achieving self-development and self-confidence. Provides information for improving leadership, knowledge, communication skills and attitudes. Helps a person handle stress, tension, frustration and conflicts. Helps a person develop speaking and listening skills. Helps eliminate fear in attempting new tasks.

Supervisors Role in HRD

Implements HRD programs and procedures On-the-job training (OJT) Coaching/mentoring/counseling Career and employee development A front-line participant in HRD

Organizational Structure of HRD Departments

Depends on company size, industry and maturity No single structure used Depends in large part on how well the HRD manager becomes an institutional part of the company i.e., a revenue contributor, not just a revenue user

HR Manager Role
Integrates HRD with organizational goals and strategies Promotes HRD as a profit enhancer Tailors HRD to corporate needs and budget Institutionalizes performance enhancement

HR Strategic Advisor Role

Consults with corporate strategic thinkers Helps to articulate goals and strategies Develops HR plans Develops strategic planning education and training programs

Challenges for HRD

Changing workforce demographics Competing in global economy Eliminating the skills gap Need for lifelong learning Need for organizational learning

Summary
HRD is too important to be left to amateurs HRD should be a revenue producer, not a revenue user HRD should be a central part of company You need to be able to talk MONEY