Q. 2 Identify and describe each of the major HRD functions?

Human Resource Development (HRD) is an aspect of Human Resource Management that deals
primarily with workforce recruitment and development. HRD allows workers to improve their
expertise, talents and abilities in order to accomplish self-fulfillment and to better achieve
corporate objectives. HRD may be defined as coordinated learning events organised within an
organisation to maximise success and/or personal development in order to better the work, the
individual and/or the organisation..
Introduction
The effective performance of an organisation depends not just on the available resources, but its
quality and competence as required by the organisation from time to time. The difference
between two nations largely depends on the level of quality of human resources.
the difference in the level of performance of two organisations also depends on the utilisation
value of human resources. Moreover, the efficiency of production process and various areas of
management depend to a greater extent on the level of human resources development.
HRD assumes significance in view of the fast changing organisational environments and need of
the organisation to adopt new techniques in order to respond to the environmental changes.
Human Resource Development (HRD) is that part of Human Resource Management which
specifically deals with the training and development of employees. It helps the employees in
developing their knowledge, skills and abilities to achieve self-fulfillment and aid in the
accomplishment of organizational goals.
HRD can be defined as organized learning activities arranged within an organization in order to
improve performance and/or personal growth for the purpose of improving the job, the
individual, and/or the organization.
HRD includes the areas of employee training, career development, performance management,
coaching, mentoring, key employee identification, talent development and organization
development. Developing a highly productive and superior workforce is the aim of HRD
activities.

Human Recourse Development (HRD) Functions

The important functions of human resource development (HRD) are as follows:
1. Performance Appraisal
2. Employee Training
3. Executive Development
4. Career Planning and Development
5. Organizational Change and Development
6. Involvement in Social and Religious Organizations
7. Involvement in Quality Circles
8. Involvement in Worker’s Participation in Management.
1. Performance Appraisal:
Employees’ performance appraisal or merit-rating is an important function of the HRD. This is
necessary for the HRD to assess the relative efficiency of various workers as reflected in their
performance of their jobs. While job evaluation is concerned with the rating of the job to be
performed, performance appraisal or merit-rating is concerned with the rating of the workers on
their jobs. HRD has to perform this function to analyses and classify the differences amongst the
workers job standards.
2. Employee Training:
The next function of the HRD is to provide proper training to its employees or workers. Training
is the act of increasing the knowledge and skills of an employee for doing a particular job.
Training is considered to be the corner-stone of sound personnel administration. The employees
could be systematically and scientifically trained, if they are to do their jobs effectively and
efficiently.
3. Executive Development:
Another important functions of the HRD is to provide for executive development in the
organization. Executive development is the programme by which executive capacities to achieve
desired objectives are increased. Programme must be related to development of various inter-
related matters, factors and needs.
Executive capacities involve different individual abilities of present and prospective managers at
different levels of management. The desired objectives include objectives of the concern, its
executives and the persons to be managed.
4. Career Planning and Development:
The next function of HRD is career planning and development. Career planning is a systematic
process by which an individual selects his career goals and the path to these goals. From the
organisation’s point of view, career planning means helping the employees to plan their career in
terms of their capacities within the context of the organisation’s requirements.
Career planning and development involve formulation of an organizational system of career
improvement and growth opportunities for employees from the time of their appointment in the
organization to their retirement time.
5. Successful Planning and Development:
The HRD is also required to perform the function of planning and development of the business
of the organization in successful manner. For this purpose, it has to plan every aspect of its
organization and develop the same successfully.
6. Organisational Change and Development:
Another main function of the HRD is the organizational change and development. It involves
organizational diagnosis, team building, task force and other structural and process interventions
such as role development, job enrichment, job re-designing etc.
7. Involvement is Social and Religious Organisation:
The HRD manager should arrange for social and religious programmes and enable the
employees to learn from each other. Such programmes enable the employees to interact closely
with each other, open up their cognitions, share the strengths etc.
8. Involvement in Quality Circles:
Quality Circle is a self-governing group of workers with or without the supervisors who
voluntarily meet regularly in order to identify, analyse and solve problems of their work field.
This process of solving problems voluntarily enables the workers to learn decision-making and
problem-solving skills from each other.
9. Involvement in Workers’ Participation in Management:
The participation of workers in management enables the representatives of both the management
and the workers to share and exchange their ideas and view-points in the process of joint
decision-making in the organization. The joint decision-making process creates a plat-form for
mutual learning and development. Therefore the HRD managers should encourage the workers
to participate in the management of the organisation.
Q. 3 Discuss how knowledge, skill, ability, and attitude influences employee
behavior?
Human capital is a source of competitive advantage for organizations, in which education and
training play important roles in the process of increasing the quality and quantity of human
capital. Specifically, large-scale multinationals use systemized, structured methods to establish
education and training systems. By studying the employees in a major food company in China,
this paper is to investigate the influence of education and training on employees’ work attitudes
and the moderating effect of supervisors’ attitudes. It is found that education and training have a
positive influence on employees’ work attitudes. Among the training courses, the training of
managerial ability has the most significant influence, followed by self-development courses. In
addition, supervisors’ attitudes toward employees receiving managerial ability training, during
and after the training, clearly have a positive moderating effect on employees’ overall work
attitudes.
Employees’ behavior has a significantly positive influence on Organizational learning.
KM process has many frameworks but three are most studied in literature; knowledge
generation, knowledge
sharing and knowledge utilization. Knowledge sharing describes the activities that acquire
and accumulate the knowledge inside and outside of the organizations (Devenport & Prusak,
1998).Knowledge sharing involves the
distribution and transfer of knowledge from individual to individual, persons to groups or
from group to group
(Devenport&Prusak, 1998). Knowledge utilization means use of knowledge, implementation
of knowledge and application of knowledge that is shared among individuals and groups,
knowledge sharing process leading
towards the actual and real application of knowledge
(Gold et. al, 2001).

Knowledge helps organization to develop and maintain a competitive ability in an

unstable changing environment.KM considered as managed knowledge within an organization
(Prieto, 2000; Vera &Crossan, 2003). Knowledge is seen as a strategic asset. Asset of an
organization that are knowledge based and OL capabilities helps organization to improve
innovative activities (Jantunen, 2005). Aim behind KM is getting people to act in a team work
environments, people work to use the high quality knowledge to increase innovation and make
correct
decisions efficiently (June, 2005).

1. Better Communication

2. Conflict Resolution

3. Work-life balance

4. Time-Management

5. Self-improvement

6. Stress Management

7. Patience

Communication

Communication is a very broad topic that can cover different situations and participants. Of
course, it’s vital with shared workplaces and responsibilities, like when your employees
collaborate on projects. 
The goal of properly functioning as a single unit instead of several individuals with different
work patterns is a necessity. In addition, employees must adapt to the culture set by their
employer. 

Technology can be used to facilitate good communication between team members and
management. Some software platforms have built-in features that allow employees to work
together more easily. By using these kinds of platforms, employers can monitor project progress
and ensure that communication standards are followed
Conflict Resolution

At points of imbalance and friction, your employees have to be able to confront the tension
between themselves and resolve whatever disagreement arises. This can be seen as an offshoot of
communication, though it is a distinct skill that can be hard to develop due to hesitation and the
intimate nature of the workplace. 

The worst habit to breed is ignoring these conflicts to the point that they grow and spread like
wildfires, damaging relationships and the productivity of both individuals and the team. 

One way to accomplish this is through the use of a continuous feedback system. Try sending out
pulse surveys on a regular basis throughout the lifetime of a project to gauge employee mood.
Track these results over time to see if things are going smoothly or if changes need to be made.
This is a great way to receive feedback and opinions on things that can be done to improve the
culture or workplace environment.
Organization and Able to Balance Work and Life

Although employers would like for their employees to devote as much time as they could to their
work, pressuring them to work as much as possible is an old tale of disaster. Mental fatigue and
physical frailty follow strenuous work schedules, and no worker will be nearly as capable or
stable in that condition. Instead, you’d do better to cultivate an environment of balance, a self-
awareness of one’s limits and health in order to work most effectively. 

To create a balanced work environment, encourage employees not to take work home with them!
You can try restricting work-related emails and calls to certain hours as much as possible. 
Something you can try is implementing a flexible work schedule. At our company ProSky, there
are no 8-5 office hours. Instead, employees are given due dates and the freedom to manage their
schedules. As long as they complete tasks and hit their deadlines, they can choose how they want
to spend their time. For example, they might work less one day and go to their kid’s soccer game
because they finished a task early, or they might have to put in a few extra hours over a weekend
to complete a complex task
Time Management

An often underrated attribute of employees, time management doesn’t refer to an employee’s

ability to make a deadline, but the organization and execution of their work to complete tasks on
time. While this depends more on the skills and habits of the worker, you can help develop your
people’s time management skills during their performance. 

You can also repeatedly give time management tips, such as focusing on the most difficult task
first thing in the workday, in means such as announcements, emails, and notes. These regular
check-ins are a great way to help employees develop time-management techniques to improve
their performance over time. 
Self-improvement

Life in the workplace should not enforce the status quo or stagnation: there should be a constant
need or desire for improvement. Complacency leads to a perception of repetition, which is the
staple of a job perceived as unchallenging or as a grind. Your staff should be improving to avoid
both the frustration of inexperience and contentment with their work. 

On the upper end, you can give your workers the tools and mindset to aim for improvement by
observing their behavior, work habits, and production. From there, provide feedback and
criticisms that they can use to benefit their next assignments, such as sloppiness, tardiness, lack
of focus or participation. 

An essential part of promoting improvement is to relay to your workers that failure should not be
obsessed over, but instead should be considered a bump in the road towards a better result and a
better them.
Stress Management/Resilience

While balancing the various forces and activities in your daily life is a valuable life skill. It is a
subtly different matter learning to fight through the heavier stress from your job or other life
factors, whether it be from piling workload or unexpected tragedies

The American Psychological Association has detailed several resilience strategies for those

undergoing intense trauma or stress, but you as an employer can play a hand in helping
employees deal with workplace stress. Help develop resilience in your employees by
encouraging the previous skills related to balance.

In addition, your reminders for breaks can be supplemented by discussions about topics unrelated
to work. From friendly chatter to meaningful talks about life, being involved and involving
others builds substantial relationships in the workplace and strengthens everyone towards further
adversity.

Patience

Perhaps one of the less conventional skills on this list in its passivity. However, with the faster-
paced culture reinforced by technology, it is easy to forget amongst the new generation that
achieving a satisfying position with full purpose takes time, as this interview with Simon Sinek
reveals. 

While entry-level jobs can be inadequate to many job seekers, reaching the heights where they
can use their full potential requires years of growth, experience on the job, and intimacy with
their field. 

Being transparent about the opportunities available to them through training, completing
projects, developing skills, and reaching milestones will be an important motivator to keep
employees engaged with your company. 
Q. 4 Identify several sources outside one's own organization where HRD
programs could be obtained. Compare various types of training materials and
describe how they are prepared?
Aiming new and existing employees can be a company’s biggest challenge, especially in a
rapidly changing business environment. When I was chief human resources officer at Mirage and
Wynn resorts in Las Vegas, training and developing our teams could not have been more
important. But that’s not the case at many companies, where the struggle to convince leadership
to invest in training and development is ongoing.

Here are seven key steps you should consider to both build out and update an effective training
and development program.

1. Benchmark against the competition

Before agreeing to support a new initiative, company leaders always want to know what the
competition is doing and whether you’re doing more or less. This certainly holds true for training
and development; that’s why it helps to network with professional colleagues and through
organizations like the Society for Human Resource Management to find out what others are
doing.

Start by reviewing social media sites to see what customers are saying about you and your
competition; that will reveal information about customer satisfaction and preferences that may
also support your request for a new training and development.

And then there are all the online surveys you regularly receive from vendors. Fill them out to get
the report at the end of the process. This is the kind of information you will need to support your
request for a new training and development initiative.

While working on the plan for the Mirage, we asked other startups what they did, what they
would do or not do again, and what they would do differently if given the chance. Most of the
companies we contacted were outside our market, so they were willing to share information with
us.
We visited more than 250 other companies that had launched new businesses, and the No. 1
thing we heard from them was how important it is to train new employees. They reminded us
that companies, like people, don’t get a second chance to make a good first impression.

We made important connections through that benchmarking research, and many of those
connections have continued to exchange information with us—to our mutual benefit.

2. Survey your employees

The best source of information about organizational performance and needs are your current
employees. They know a lot about what’s going on and what, if anything, should be changed.
They’ll appreciate your interest and provide valuable feedback about what could be better or
eliminated. We held focus groups to see what current employees wanted and needed:

 They wanted to know what was expected of them, why it was needed, and how to do it.
 They wanted to be trained by someone who knew what they were talking about. We
selected supervisors or outstanding employees, and then trained them to be trainers so
that they’d know what and how to train, and how to make the training interesting,
relevant and fun.

3. Align training with management’s operating goals

Management always has operating goals: better performance, productivity, quality, or customer
satisfaction, to name a few. Once you know the goals, you can design targeted programs.
Additionally, look for others in your company who have needs that could be satisfied by training:
Legal usually supports compliance training, marketing and sales might support training that
promotes quality and consistency, and most departments will support supervisory skills training
that promotes employee satisfaction.Design onboarding procedures and new-hire training that
ensures employees will be knowledgeable, and focused on standards and customer satisfaction.

Partner with regulatory agencies like the Occupational Safety and Health Administration (health
and safety), the Department of Labor (wage and hour compliance) and the Department of Justice
(harassment and discrimination training) for compliance training.
Get help designing your materials. Consider contracting with teachers from your local public
schools and community colleges. They are trained in instructional design and can work with your
company’s subject matter experts to create useful and professional instructional materials.

Get supervisors training on how to improve their communication and coaching skills, and on
how best to train a multi-generational workforce.4. Run it like a business

Every new business starts with a strategic plan. Make sure you draft a plan for your training
effort that includes all the classic elements:

 Clearly state your purpose and proposed deliverables. Show that you understand the
depth and breadth of what you’re proposing.
 Include a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis that will
help identify the appropriate training.
 Construct a realistic budget. Include all expenses, and be conservative (better to under-
promise and over-deliver).
 Include an analysis of the benefits to your organization so that everyone can better
understand the return on their investment.
 Know the numbers. Work closely with your company’s financial team to include the
appropriate information and how best to display it.
 Market your program as if it were for customers. Leverage your public relations, graphics
and marketing departments to brand and promote your programs, and design surveys to
get feedback from participants.
 Conduct pilot classes to make sure your plan works. Trial runs help identify shortcomings
and allow you to refine and make the program as good as everyone expects and needs it
to be.

5. Weave it into your company’s culture

Companies want happy employees, so consider a “life-long training” philosophy that focuses on
employee satisfaction.When making promotion decisions, give preference to employees who
completed training and performed well. A promotion should be one of the rewards for their
efforts. And it answers the employee’s question, “What’s in it for me?”
Celebrate achievements and successes. Let everyone in your organization know when someone
completed training and what that means to their growth opportunities. Advertise your programs
and participants in internal communications, display their pictures and stories , and talk about it
at every employee gathering.

Increase employee engagement by planning more opportunities for them to get involved. They
could be trainers or subject matter experts, or could assist in evaluating their new colleagues and
helping to reinforce their training.

6. Keep innovating

Throughout my career, I have seen tremendous improvements in the content and delivery
methods of training and development programs.

When we opened the Mirage, we used what was then available: slide projectors, white boards
and first-generation copies of handouts. As time and technology progressed, we evolved into
PowerPoint presentations, graphic workbooks that were more attractive and useful, and digital
editing.

I employed lots of “experts” to help design our training, but in the end I found that what our
managers needed most was assistance in getting their subject expertise into an appropriate
training and learning format.

We employed public school teachers to help develop our instructional manuals and materials.
They’re the professionals who teach our children, and they’re trained to do this. They love to
work during their vacations, and every city has them. They became a great source of talent to
design our instructional materials initially and then update them periodically.

And as we all get more comfortable with technology, there’s a growing need to adopt the latest
ideas.

Today there are apps, games, and easy-to-use video and editing tools that can be streamed to
mobile devices. We continue to research the latest trends online, network with other
organizations and training professionals, and revise our programs to take advantage of the latest
best practices.
Case in point: Consider using GoPro and other handheld-type cameras to record messages, then
publish them via YouTube. These videos are easily accessed via the Internet on both desktop and
mobile devices.

7. Measure results

Successful companies measure outcomes to make sure they continue to get the biggest bang for
their buck. The best measures are the simplest ones; incorporate them into your program so
everyone knows what’s expected.

We called them “corresponding behaviors”—behaviors you’ll look for and measure on the job to
determine if employees actually learned how to perform appropriately. This way, there will be no
surprises for employees.

We trained managers who had been the trainers to evaluate employees’ performance several
times during their introductory period, and to provide constructive feedback and coaching to let
employees know how they were doing in real time; again, maximum feedback and no surprises.

We learned a lot while developing and updating the training and development programs at
Mirage and Wynn resorts. Maybe the most important was that training was the best way to keep
our promises of quality and excellence to employees and guests.

Arte Nathan served as chief human resources officer for Golden Nugget and its successor
companies, Mirage Resorts and Wynn Resorts. He currently teaches, writes and consults; lives in
Las Vegas and the Adirondack Mountains in upstate New York; and is an avid musician, hiker,
canoeist and book enthusiast.

Q. 5 Compare different frameworks for HRD evaluation. Also discuss the

various types of evaluation information available and compare the
methods of data collection and role of research design?
For every organization, it is crucial to have well trained and motivated staff. To handle this
purpose, the companies develop a strategic HRD framework that works in alignment with the
objectives of the organization. For getting success in the business, a firm should always take
initiatives to sharpen the skills and talent of the employees. Here, we will learn about the 4
Stages of HRD Framework that works excellent for every organization.
What is HRD Framework?
Human Resource Development (HRD) is a framework that is designed to serve the employees to
develop their personal and organizational skill-set, abilities and knowledge criteria. It is one of
the essential forms of a system that retain and motivate employees. It used to regain their
enthusiasm towards work while performing at par for the success of the firm.

Why is HRD Framework Important?

HRD framework is essential because it provides necessary training and support to the employees
of the company. The main focus is to enhance the efficiency for better performance. On the other
hand, it aims to develop the most efficient workforce for the organization to accomplish the
targeted goals while serving the customers.

The objective of the HRD Framework

The HRD Framework includes the processes and activities to develop and maintain the skills and
competencies of the employee. The core objective is to ensure the availability of a highly trained
and talented set of employees to meet future needs. Nowadays, the technical advancements,
improvement in the education system and economic development in communication have
broadened the scope of human resource capabilities. Companies are taking benefits from such
promotions to training the employees in a much better way.
Diagrammatic Representation of HRD Framework

Four Stages of HRD Framework

The Human Resource Development or HRD provides a framework for the employees of the
company to help in the development of their professional and personal skills. Along with this, it
focuses on the career development of the employee and the organizational development overall.
Meanwhile, HRD is one of the most critical factors a firm practices to enhance the efficiency of
the workforce to become more competitive and profitable. A highly motivated staff tends to
retain for longer as well; therefore, the company follows Four Stages of HRD Framework,
namely:

1. Assessment
2. Design
3. Implementation
4. Evaluation
Below is the elaborated description of every HRD Framework Stage:

1. Assessment
The Assessment in the HRD Framework involves prioritizing the need, understanding and
examining the performance of the employees, job tasks and organizational environment. Above
all, the need to acknowledge the gap between current competencies and skills needed for the
production of a particular task is to ascertain. This is the first most stage out of four stages of
HRD framework.

Assessment is the first step that requires identifying the specific skill-set requirement as per the
job performance. For as a result after understanding the deficiencies, the prospective employee
skill is developed based on measurable knowledge and performance objectives.

Analyzing or assessing the training need depends upon what the organization expects from the
staff and what it gets. It also discovers to whom should the training is to be provided, that is
whether it be the new employee or the current employee.

Need Assessment
The organization goals and process of reaching those goals determine through the Need
Assessment. It articulates the gap between current skills in the company and the skill required for
better performance. The difference between employee’s existing skills and the skills necessary
for successful job completion and the situations when the HRD can be applied.

A need define as either a current deficiency or entirely a new challenge that demand changes in
the organization. Identification of the requirement consists of evaluating the individual, job tasks,
environment and preferences.

Gap Analysis
The Gap Analysis involves comparing the actual performance with the desired performance. The
foremost step is to assess the organizational performance and that of the workforce of the
company. It has two parts, namely; current situation and desired situation. The difference
between these two is the actual gap analysis that will identify the needs, purpose, and objectives.

2. Design
The designing of effective HRD program consists of the integration of business plans and goals
of the firm with the HRD process. It involves designing the HRD program and intervention that
includes training and development methods. After successfully understanding the needs, there
comes the designing of the training program. It involves the training content and the delivery
method.

With a clear objective, the HRD program designed such that it can deliver through online or
offline training sessions. To Sum up following are the process of integrating HRD in training the
employees:

Define objective–The objective to implement a training session should be mentioned

beforehand. It is related to the goal of the firm and the skills required to achieve.
Develop Lesson-plan – The next step involves the development of the lesson plan. It includes a
detailed description of the training course and instructions.
Develop/Acquire Material – Acquiring or accumulating the training material is the next step of
the HRD program. These materials are related to classroom training or online training etc.
Select Trainer/Leader – The selection of the right trainer or leader is essential to enhance the
skills of employees. It could be the immediate boss or a professional trainer.
Selecting Methods and Techniques – The training could be delivered using any method or
technique like a lecture, role play, conference or group discussion or online training technique.
Schedule the Program/Intervention – The scheduling of the final training program done after
the accumulation of resources. It based upon the organizational norms.
3. Implementation
The implementation involves the successful delivery of the assessment and design phase as
effective HRD programs or interventions. The plans or response must be implemented using the
most appropriate and reliable methods. The implementation of HRD program is done by
delivering most appropriate training sessions as per the requirements of the firm and thus
creating a productive learning environment for on-going improvement in the employees. This
way, it enables the workforce to perform efficiently towards company goals and objectives. In
addition to the above two, this also plays an important role in four stages of HRD framework.

Methods of delivering the training

Once the training needs and goals decided, the implementation of the training program will
begin. The purpose of providing training leads to determining the methods of imparting effective
HRD interventions. The content of the training program is of prime importance. It is supposed to
encourage employee engagement and thus to improve productivity by making them learn new
skills or polishing their knowledge. Following are the methods of the training program:

 On-the-job Training (OJT) This method leads to the employee to

learn the job by actually performing it. The types of OJT are Job Instruction
Training (JIT), Job Rotation, Coaching, and Mentoring.
 Of-the-job Training – This method involves the employee to be
shifted away from their place of work to provide training. Types of Off-the-job
Training are Case Study Method, Management Games, Distance learning,
Sponsored higher education courses.
 Apprenticeship Training – This is a combination of classroom
training and OJT. It is a structured process to enhance the skills of an employee
with a set of instructions.
 Distance/Internet-Based Training – This is a prevalent type of
training method that doesn’t require the trainer or trainee to meet at one place.
Through video-conferencing, telephonic training and over the internet, the
practice has done.
 Simulated Training – This method involves the use of simulator
equipment where the employee can feel the actual environment and work
accordingly.
 Computer-Based Training (CBT) – This method leads to training
the employee as per his time availability. CBT can also provide a progress report
from time to time for better engagement.
4. Evaluation
Evaluation of the program is the final step of the HRD process and training sessions. The
effectiveness of the HRD intervention measured during this phase. It is a significant and vital
activity, so should be performed carefully. The attentive evaluation of the employee’s Reaction
towards the training program leads to gather information about the effectiveness of the program.
The emphasis on measuring Human Resource Development’s impact, it is a crucial and the
essential step to be performed. This is one of the most stages out of four stages of HRD
framework.
Evaluation Purpose
The purpose of the evaluation lies upon the identification of the program meets intended
objectives and employee engagement throughout the session. However, It leads to strengthen the
stronger points in the worker and to overcome the weaker aspects within him. Another purpose is
to motivate employees to work with more enthusiasm. It will gather the information related to
future participants and further improvement in the program.

Measurement of the Effectiveness of the HRD Program

The HRD program’s effectiveness measurement ensures the effectiveness of the program against
the costing occurred. The application should lead to encourage the employees to work with more
engagement and excitement at the same time using the new or the polished skills they have just
learned during the sessions. It is also important because it leads to understanding whether the
desired goal after training is achieved or not.

How to Evaluate Effectiveness

The effectiveness of the HRD program can be measured by evaluating the skills of the employee
before training, during training and after training sessions. Other than this, there are few points to
be considered for the appropriate evaluation of the HRD program as follows

 Select Evaluation Criteria – The evaluation criteria involves the

Reaction of the participants, noticeable changes in participants attitude, skills and
knowledge, the difference in performance standard of the participant and at the
same time the organizational performance overall.
 Determine Evaluation Design – Designing the evaluation study is
the second and vital step in making an accurate evaluation of the program. The
first method is Time Series Design method that involves a series of measurements
made before and after the HRD program. In addition, The second method is called
Controlled Experimentation method that is the most used and formal method of
evaluation. Above all in this method, a controlled group organized, and data is
 collected from training and controlled group both before and after training, and
then the review is done accordingly.
 Conduct Evaluation of Program or Intervention – The
evaluation of the HRD program is through measuring three basic categories. They
are Reaction of the participants by understanding their liking or disliking about
the session. Learning of the participants related to skill development and
knowledge after the meeting. Behavior change is also a noticeable factor. The
evaluator should find out how is the employee’s overall behavior after
participating in the training.
 Interpret Result – This is probably the most awaited category of
evaluation of the program. The final result evaluat based on the objectives and
goals set by the organization. The evaluator interprets whether the outcome
matches with the desired effect or not. It would depend upon the behavior of the
participant after the training if a complaint came related to workability after
training, Reaction of subordinates and manager and motivation towards the work.
The evaluator will interpret the result on the scale of the Reaction, learning, and behavior of the
participant. In addition, if by any chance, it is not matching with the desired outcome, it probably
hasn’t achieved its desired goals.

Q. 1 what qualities do you think an HRD professional must possess to be

effective in an organization of approximately 1,000 employees? How might
your answer be different for an organization with 10,000 employees? Support
your answers

Qualities Every Successful HRD Professional Should Have

Human resources is not for the weak-hearted. Managing the employee experience, recruiting
top talent, overseeing benefits enrollment, and processing payroll just begin to scratch the
surface of an HR practitioner’s day. All of those responsibilities require a select, unique set of
skills and not everyone is cut out for the job.
Think you have what it takes to work in HR? Here are some of the most important qualities an
HR professional should have to excel in the workplace.

Self discipline
There is no job anywhere on this earth that you can succeed in without some basic self
discipline. This quality should be possessed by every professional irrespective of the
profession that they are into. Self discipline or disciplinary factors in an HR professionals are
setting an example for others in the organization. A basic deed such as coming in early to
work that is on time may be a few minutes before time is a good example to set for the
employees of the organization and your team members. Every individual working in an
organization is mature enough as they are all adult professionals who need to set their own
standard benchmark for their behavior within the organization. Behavior of an individual
needs to be appropriate or else any amount of effort put in by the employee will go down the
drain due to his inappropriate and unacceptable behavior.

Trustworthiness
Trust is an extremely important element for both your personal as well as professional life.
Work wherever you want to work in whichever department and under whatever designation if
your seniors, your colleagues and your subordinates are unable to trust you working will and
is going to get difficult both for you and people around you. Make sure you stick to what you
commit or stick to your words, it is understandable of you are unable to meet up to the
expectation once in a while however regularly missing your commitments is pulling your
meter or trust down. There are a number of expectations from an HR professionals of the
organization. Meeting up to his words is creating and developing trust amongst the employees
of the organization.
Be Organized

HR pros have a lot on their plate, that’s why it’s so important to stay organized. HR is pulled
in so many directions and interrupted throughout the day that you need to be able to switch
gears at the drop of a hat. Invest in sticky notes, to-do lists, task management software—
whatever helps you prioritize your day, improve your daily workflow, and keep you on track
to meet your goals, should interruptions arise.   

Communicate Effectively

Being a good communicator is an essential skill for any people-facing role. From interviewing
job candidates to solving issues around the office, being able to communicate your ideas and
decisions effectively will help you tackle whatever comes your way.

Lead by Example

Most HR professionals are natural born leaders. While they might not necessarily view
themselves as a “people person,” they generally find joy in helping the people around them
grow and reach their full potential. Whether you oversee direct reports or just help your
employees out around the office, HR practitioners need to lead by example and ensure their
talent has everything they need to have a successful career at your company.

Enjoy Solving Problems

Any HR practitioner will tell you, there’s no such thing as a dull day in the office. Whether
it’s resolving a workplace conflict, figuring out how to educate your employees on your
benefits offerings, or building your hiring strategy, there’s always something exciting to work
on. HR pros need strong problem-solving abilities to be able to make the right call at every
situation and think and act fast in order to avert a crisis.

Be Comfortable Making Difficult Decisions

Unfortunately, HR isn’t all fun and games. More often than not you’ll have to put what is best
for the company ahead of your personal desires, whether that’s assisting with layoffs or
scaling back employee benefits. HR pros have to make difficult decisions on a daily basis.
Knowing your decisions impact the lives of your employees and their families can be a
daunting realization, but being able to make the right call for the good of business is an
important and necessary skill for any HR pro.

Take Risks 

Sometimes you may find yourself in a situation that requires you to trust your gut and take a
risk, even if it means you might make a mistake. When it comes to hiring new talent or
implementing a new HR initiative, you may have to embrace the unknown and take a leap of
faith. We all make mistakes, but successful HR pros treat every failure as an opportunity to
iterate on their idea and to grow professionally and personally.

Love Data

Being able to build a great presentation is a must for any HR pro. Thanks to modern HR
software, today’s HR pros have access to all of their company’s people data right at their
fingertips. Measuring workplace trends and visualizing the impact of your initiatives is easier
than ever before, making it easier than ever to prove your team’s worth and  ace your next
senior leadership presentation.

Be a Talented Multitasker

Benefits administration, culture curations, recruiting strategy, employee engagement—there’s

really nothing HR doesn’t do. Any HR pro needs to be a good multitasker to keep up with all
the different responsibilities and issues that can arise throughout the workday with no notice.
All HR professionals need to be able to wear many hats throughout the day and stay on track
with their everyday duties.

Have Strong Ethics

HR teams handle sensitive and confidential employee and business information every day. HR
professionals are responsible for keeping that information under lock and key to prevent it
from falling into the wrong hands. That means working closely with your IT team to ensure
your security practices are up to date and your team is aware of phishing scams or other
security risks.

Love Learning

HR is always changing and HR professionals need to keep up. New compliance laws,
employee expectations, and benefits are just a few of the ever-changing facets of the industry
HR pros. Odds are changes within your own company will keep you on your toes too—like
headcount changes, new senior leadership, and mergers or acquisitions—which can send a
whole new slew of challenges your way. HR professionals need constantly have an ear to the
ground and stay up-to-date on the newest laws, ideas, and benefits in the industry.

Hrd Professionals Qualities Differ For 1000 Employee Over 10000 Employees

Culture
There’s something special about a company that is run entirely by people who have been there
since the start.

The larger a company becomes, the harder it is to maintain the distinct culture that characterizes
many small businesses. For instance, a roofing company might begin with a few experienced
roofers operating out of a subleased space. As it grows, however, it will move into its own
conventional office space, add white collar staff (human resources, bookkeepers etc) and put in
place more concrete rules and policies that weren’t necessary when it was just a few friends
working together.

Flexibility
As a company grows, it necessarily becomes increasingly compartmentalized and bureaucratic.
Even the most efficiently-run major companies comprise large bureaucracies in charge of
different aspects of the business. As a result, big companies are not nearly as agile as small
businesses or as able to quickly change. If you, as the business founder and owner, want to make
a company-wide change, your decision has to be filtered through multiple layers of leadership
across different departments.

Small businesses, in contrast, can make big changes much more quickly. If you’ve only got 1000
employees, it doesn’t take much to convene a meeting of the entire workforce – even if it’s a
mobile workforce. Similarly, smaller companies can more quickly identify and react to
problems. The lack of complex chain-of-command allows employees to have direct access to the
owner, who can quickly address whatever problem a worker encounters, whether it’s a product
malfunction, a demoralized workforce or accounting errors.

Specialization
Big businesses are focused on high-volume opportunities that can generate significant revenue.
As a result, many opportunities remain for specialized offerings targeting a niche market that
isn’t being served by the largest companies. The benefit for small businesses is not just that they
have a chance to fill that void, but that they can develop a reputation as specialists who provide
that service better than anybody else.

Employee development
An employee of a large company cannot expect to get experience in all areas of the business.
They will generally be assigned a very specific role, be siloed in a department, and have minimal
interaction with other critical branches of the company.

A small business, however, provides the chance for employees to get a glimpse of all of the
moving parts involved with running an enterprise. A plumber hired to be part of a three-man
plumbing outfit will have responsibilities usually delegated to a different employee in a
larger company, such as bookkeeping, marketing, account management, scheduling employees
and project management and workforce management.
Speed and Agility

Stop trying to be something you aren't. Be the company who can make decisions faster, deliver
small batches of products without issue and customize to meet demand. You can be a trusted
resource when your customer needs help or wants to feel special. Be the hero to your customer as
the one who is able to respond in small ways when the big guys are too busy trying to cut
through their red tape. - Erica McCurdy, McCurdy Solutions Group

Level of Care

Small businesses provide a level of care and involvement by name-brand people that most
corporations aren't structured or can't afford to provide. The type of people who choose to start
(or work in) a small business is often motivated by a deep love for their craft, which they
continually invest in honing for your benefit. They invest in you as well as the business, because
you are the business.