21e00303c - Human Resource Development

R21 Regulations
JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY ANANTAPUR

(Established by Govt. of A.P., ACT No.30 of 2008)
ANANTHAPURAMU – 515 002 (A.P) INDIA
MASTER OF BUSINESS ADMINISTRATION

MBA; MBA (General Management); MBA (Business Management)
Course Code Specialization Elective- I L T P C

21E00303c Human Resource Development 4 0 0 4
Semester III
Course Objectives:
• To provide an understanding of the human resources development framework and
• To explain management best practices, tools and models to implement an effective
HRD system.
• To impart knowledge on career management and issues in career development.
• To describe and discuss organizational culture, labour market changes and
discrimination adapting to demographic changes.
Course Outcomes (CO): Student will be able to
• Understand the concept of HRD, functions and challenges to HR manager.
• Design plan for HRD programmes, need to assessment of HRD programmes and impact of
HRD Programme.
• Understand career development, process and issues in career development
• learn and aware of HRD and its diversity in organizational culture and labour markets.
UNIT – I Lecture Hrs: 8
Introduction to Human Resource Development: Meaning, significance and objectives of Human
Resource Development, Human Resource Management and Human Resource development functions,
Human Resource Development challenges
UNIT – II Lecture Hrs: 12
HRD Need Assessment & Designing of HRD programs: Strategic/ Organizational Analysis- Task
Analysis- Person Analysis- prioritizing HRD needs, defining the objectives of HRD Intervention -
Selecting the trainer - Selecting the Training methods - Preparing training material Scheduling an
HRD program
UNIT - III Lecture Hrs:12
Implementation & Evaluation of HRD programs: Training methods - Classroom training

Approaches - Computer based Training, Purpose of HRD Evaluation- Kirkpatrick’s evaluation frame
work - Data collection for HRD Evaluation - Assessing the impact of HRD programs in Monetary
Terms
UNIT – IV Lecture Hrs:12
Career Management and Development: Introduction to Career management, meaning - Stages of

life and Career Development - process of career Development - Issues in career development.
UNIT – V Lecture Hrs:12
HRD & Diversity: Introduction - Organizational culture - Labor market changes and discrimination
adapting to demographic changes
Textbooks:
1. Jon M Werner ,Randy L DeSimone : Human Resource development (Thomson/Cengage)
2. Raymond A Noe : Employee Trainee Development ( Tata McGraw Hill)
Reference Books:
 John P. Wilson Human Resource Development ( Kogan Page Business Books)
 Tripathi P.C : Human Resource Development ( Sultan Chand & Sons)
 Uday Kumar Haldar : Human Resource Development (Oxford)
41
R21 Regulations
JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY ANANTAPUR

(Established by Govt. of A.P., ACT No.30 of 2008)
ANANTHAPURAMU – 515 002 (A.P) INDIA
MASTER OF BUSINESS ADMINISTRATION

MBA; MBA (General Management); MBA (Business Management)
COMMON COURSE STRUCTURE
Online Learning Resources:
https://www.tutorialspoint.com/human-resource-management
NPTEL :: Management - NOC:Principles of Human Resource Management
HRD (HR PAPER) HR & FINANCE SPECIALIZATION
UNIT 1
INTRODUCTION TO HUMAN RESOURCE DEVELOPMENT
1.MEANING:
It refers to the vast field of T&D provided by organizations to increase

knowledge, skills & objectives of their employees. In many organizations the HRD process
begins upon the hiring of a new employee & continues throughout that employee’s tenures
with the organizations. It is designed to give employees the information they need to adapt
to that organization. Culture & to do their jobs effectively.
Human resource development means building 3CS – Capabilities, commitment &

culture.
CAPABILITY-Capability building requires developing the knowledge & skills of a

person.
COMMITMENT-Commitment comes through desire to excel (proficient in an activity),

positive attitude towards work, co-operative, involvement.
CULTURAL-Cultural is the way life. It involves creating an awareness of what is ideal &
desirable.HRD is the concerned with improving performance within the work environment
& not with improving people health or their personal relations with their family.
1.1DEFINATION OF HRD
ACCORDING TO UDAI PAREEK& T.V RAO
HRD is primary concerned with developing employees through training feedback and
cancelling by the senior offers & other development efforts.
ACCORDING TO HARRIS & DESIMONE
A set of systematic & planned activities designed by an organization to provide its

members with the necessary skill to meet & future job demands.
ACCORDING to SOUTH PACIFIC COMMISSION
HRD is equipping people with relevant skills to have a healthy & satisfying life.
2. SIGNIFICANCE OF HUMAN RESOURCE DEVELOPMENT
Develops competent HR employee commitment job Satisfaction
1. DEVELOPS COMPETENT HR:
Competence is the ability of an individual to do a job properly. Development people

in time according to the organization needs with the help of training & development
programs. To develop emplacements skill & competencies different training &
development programmers are launched.
2. EMPLOYEE COMMITMENT:
Employee commitment is the loyalty & support of work force towards the goals of an
organist ion. Strong relationship between superior & subordinate creates healthy employs
commitment plays a vital role in the development of each & every organization all over the
world. Committed employees bring added value to the organization through their
determination support high productivity & awareness of quality.
3. JOB SATISFACTION:
Job satisfaction can be defined as the extent of positive feelings that individual have
towards their jobs. When a person says that he has high job satisfaction it means that he
really likes his job. Job satisfaction is very important because most of the people spend a
major portion of their life at their working place. It usually depends on the mind of
employees worker.
4. PERFORMANCE DEVELOPMENT:
Performance development is the on-going process between supervisor & employee

of communications & clarifying position responsibilities & priorities and performance
expectations to enhance effectiveness in achieving the mission & goals of an organization.
It provides a structured process tools, forms & other sources to facilities effective
communication about performance between supervisors & staff.
5. INCREASE IN PRODUCTIVITY:
All successful business understands how important productivity is in a work

environment. An employee’s productivity can help the company in utilizing the capacity of
their available work force. Motivation is an essential factor to ensure productivity in the
work place.HR can make employees happier & more productive by providing positive
training & enjoyable work environment that help retain talent.
3. OBJECTIVES OF HRD:
1. To develop capability of all individuals working in an organization in relation

to their present role
2. To develop team spirit.
3. To develop co-ordination among different units of an organization.
4. To develop organization health by continuous reveal of individual capability
keeping peace with the technological changes.
5. It practices in an organization should be to put efforts to develop the full potential
of the work force.
6. It can be make clear when we highlight the importance of HR in line with the
examination process of the balding award which is given at an international level
to a quality organization.
7. To develop better interpersonal & employer-employee relationships in an
organization.
OTHER OBJECTIVES OF HRD
EQUITY:
Recognizing every employee at per irrespective of caste creed religion & language, it
can create a very god environment in an organization. It must ensure that the organization
creates a culture & provides equal opportunities to all employees in point of carried
planning, promotion, T&D.
2. EMPLOYEBILITY:
It means the ability skills& competencies of an individual to seek gainful employment

anywhere.HRD should aim at improving the skills of employs like to motivate them to
work with effectiveness.
3. ADAPTABILITY:
Continuous training that develops the professional skills of employees plays an

important role in HRD. This can help the employees to adapt themselves to organization
change that takes place on a continuous basis.
4. HUMAN RESOURCE MANAGEMENT AND HUMAN RESOURCE DEVELOPMENT

FUNCTIONS
: HRM FUNCTIONS:
HRM DEFINATION:
HRM can be defined as the effective selection & utilization of employees to best
achieve the goals & strategies of the organizations as well as the goals & needs of
employees.
The HRM function is carried out varies from one organization to other organization.
PRIMARY HRM FUNCTIONS
1. HUMAN RESOURCE PLANNING:
HRP activities are used to predict how change in management strategy will
affect future HR needs.HR planners must continually chart the course of the organization
& its plans programs etc. These activities are critically important with the rapid changes in
eternal market demands.
2. EQUAL EMPLOYMENT OPPORTUNITY:
Activities are intended to satisfy both the legal & moral responsibilities of the
organization through the prevention of the discriminatory policies procedures & practices.
It includes decisions affecting hiring training appraising compensating employer’s.
3. STAFFING RECRUITMENT SELECTION:
These are designed for the timely identification of potential applicants for
current & future openings & for assessing & evaluating applications to make selection &
placement decisions.
OTHER FUNCTIONS OF HRM:
A.PLANNING:
It is necessary to determine the goals of the organization & lay down policies &
procedures to reach the goals. To get things done through the sub-ordinates a manager
must plan ahead. In this HR manager will take care about check job descriptions &
determination of the sources of recruitment. Plans are developed to eliminate the forecast
shortages exams of particular categories of HR.
B.ORGANIZING:
To reach plans & programs to employment HR must design & develop

organization to carry out the various operations. Assignment of different functions to
different individuals. Delegation of authority according to the tasks assigned &
responsibility involved.
C.DIRECTING:
It involves encouraging people to work willingly & effectively for the goals of
the enterprises.HR manager can motivate the employers in an organization through career
planning salary administration safety measures & welfare of employee. He must have the
ability to identify the needs of employees & methods of satisfying those needs.
D.CONTROLLING:
It helps the HR manager to evaluate the control the performance of the HR

department in terms of various operative functions kit it involves regulation of activities in
accordance with the plans on the basis of the objective of the organization. It involves the
observation and comparison of result with the standards.
: HUMAN RESOURCE DEVELOPMENT FUNCTIONS
A.TRAINING DEVELOPMENT:
It focus on changing or improving the knowledge skills & attitudes of

individual. It began when new employees enters the organization usually in the form of
employee orientation and skills training. Once new employment have become proficient in
their joins HRD activities should focus more on development activities. It helps to
employees in achieving both personal & organizational goals.HRD professional are
responsible for co-coordinating T&D programs to ensure that managers & supervisions
have the knowledge & skills to be effective in their positions.
B.ORGANIZATION DEVELOPMENT:
It is defined as the process of enhancing the effectiveness of an organization &

the well-being of its members through planned interventions. The role of HRD
professionals involved in an on-intervention is to function as a change agent. He may also
become directly involved incurring out the intervention strategy like facilitating a meeting
of the employees responsible for planning & implementing the actual change process.
C.CAREER DEVELOPMENT:
It is an on-going process by which individuals progress through a series of

stages of stages each of which is characterized by a relatively set of themes & tasks. It
involves taking the necessary steps to achieve that plan & generally focuses more on what
the organization can faster employee career development. It can be implemented, at least in
part, through an organizations training programs
6. HUMAN RESOURCE DEVELOPMENT CHALLENGES
1. Increasing workforce 2. Computing In A Global

Diversity Economy
3. Eliminating the skill gap
A.INCREASING WORK FOCE DIVERSITY:
Today organizations are facing the problem of diversity of the employees in

terms of cultural& gender lines. An HRD professional should introduce sessions which
cover diversity issues & act as a catalyst of unity. These diversities affect the efficiency of
individual and a team.
B.COMPUTING IN A GLOBAL ECONOMY:
It requires more than educating & training worker to meet new challenges for
retaining the workforce successful companies will institute quality improvement processes
& introduce change efforts. Continuous assessment should be done by line managers to
improve work effectiveness. Cultural sensitivity training should be provides to employees
for better communication & conduct differently in different countries. Additionally

employees are learning & implementing new ways of managing their employees.
C.ELIMINATING THE SKILL GAP:
Many companies have started internships apprenticeship and vocational

trainings for the young college and school graduates. This will help them to understand the
companies working environment & accounted with the practical aspect of the job. It helps
in gaining the practical knowledge with the theoretical concepts. This helps to remove the
skill gap between the required skills by the employer & what the recruited employees
possess.
UNIT -2
HRD NEED ASSESMENT & DESIGNING OF HRD PROGRAMS
Introduction About Need Assessment: Need assessment is a process by which an

organization’s HRD needs are indemnified. And It is the starting point of the HRD &
Trains process. A systematic inquiry for the purposes of identifying priorities and making
decisions, and b. Allocating finite resources in a manner consistent with identified program
goals and objectives. Identifying and analyzing expressed and unexpressed needs. A plan
to develop strategies that address such needs.
A Need Assessment Can Identify: An organization goals & effectiveness in reaching

these goals. Discrepancies between employee’s skills & the skills required for effective
current job performance. Discrepancies between current skills & the skills needed to
perform the job successful in the future.
1. STRATEGIC/ORGANIZATIONAL ANALYSIS: Need assessment at the

organizational level is usually conducted by performing an organizational analysis.
Organizational analysis is a process used to better understand the characteristics of the
organization to determine where training and HRD efforts are needed and the conditions
within which they will be conducted. An organizational analysis can also show you what is
right with a company. Organizational analysis focus on the structured & decision of the
organization and how the organizations systems, capacity & functionality influence
outputs. The organizational characteristics studied may include goals & objectives reward
systems planning & communization systems. Organizational analysis also knows is
internal analysis company analysis.
COMPONENTS OF ORTGANISATIONAL/STRATEGIC NEED ANALYSIS
According to IRWIN GOLDSTEIN an organizational analysis should be identify
Organizational goals organizational resources organizational climate

A.ORAGANISATIONAL GOALS: Understanding the organizational goals & strategy

provides a starting point in identifying the effectiveness of the organization. Areas where
goals are not being met should be examined further & targeted for HRD OR other
appropriate HR or management efforts.
B.ORGANISATIONAL RESOURCES: An awareness of the organizational resources is

particularly careful in establishing HRD needs. Identify organizational core
competencies/competitive strengths. Money plays a part in deterring HRD efforts.
For example: if there is no class room or conference room facilities within the organization
the scheduling and location of an HRD program that requires such facilities can become
very difficult & expensive.
C.ORGANISATIONAL CLIMATE: The climate within the organization is an important

factor in HRD success. It the climate is not conducive (making a certain situation or
outcome) to HRD designing & implementing a program will be difficult. For example-if
managers & employees’ do not trust one another, employees may not participate fully &
freely in a training program.
advantages Of Conducting An Organizational/Strategic Analysis:
 An organizational analysis reveals where HRD is needed & the organizational

& environmental conditions that may efficient the HRD effort.
 The strategic plan can be valuable source of information for organizational
analysis where as HRD efforts can become a major component of carrying out the
strategic plan.
For example-it an insurance company decides as part of its strategic plan to expand
the services it others to clients. It is likely that the current employees will require
training in the new service area to ensure successful implementation of the plan.
LIST OF QUESTIONS TO ASK DURING AN ORGANISATION ANALYSIS
1. Are there any unspecified organizational goals that should be translated into
training objectives?
2. Are the various levels in the organizational committed to the training objectives?
3. Will trainees be rewarded on the job for the appropriate leaned behavior ?
4. In top management willing to commit the necessary resources to maintain
the organization & work flow while individuals are being trained?
2. TASK ANALYSIS: Task analysis (sometimes) called operational analysis. Task analysis
is a systematic collection of data about a specific job or group of jobs to determine what
employees should be taught to achieve optimal performance. Results of a task analysis
include the appropriate standers of performance, how tasks should be performance to meet
the standards & the knowledge skills, ability (KSA) & others characteristics that employee
need to posses in orders to meet the standards.
PROCESS
Develop an overall job description
Task identification
Describe KSAOs needed to perform the job
Identify areas that can benefit from training
Priorities areas that can benefit from training
1. DEVELOP OVERALL JOB DSESCRIPTION: Job description is an informative

documentation of the scope, duties, tasks, responsibility & working conditions related to
the job listing in the organization through the process of job analysis. In some
organizations job descriptions are readily available and are up-dated regularly. Without up-
to-date job descriptions. It may be necessary to conduct job analysis. A job analysis is a
systematic study of a job to identify its major components. Job description gives all the
relevant & necessary details about a job. The details which can help one decide whether
the job is relevant or not.
2. TASK IDENTIFICATION: Task identification focuses on the behaviors performed

within the job. In task identification the following information about the job is
determined & clearly described. The major takes within the job. How each task should be
performed (i.e. performance standards).The variability of performance (how the tasks
area actually performed in day-to-day operations.)
A.stimulus response
feedback method B.Time sampling
C.Critical Incident
Techniques
D.jobinventories E.job-duty-task method
A.STIMULUS-RESPONSE-FEEDBACK-METHOD: This method breakdown each

task in 3 components.
 The first component is the STIMULUS OR CUE that lets an employee know it
is time to perform a particular behavior.
 The second component is the RE-SPONSE or BE-HAVIOUR that the employee
is to perform.
 The third component is the FEED BACK the employee receives about how well
the behavior was performed.
For example
When a buzzer (the stipules) signals that French fries are done cooking, a fast-food worker
should respond by lifting the basket of fries out of the cooking oil & hanging it on a rack
to drain (the behavior) whether the basket stays in place or falls is the feedback on how
well the behaviors was performed.
B.TIME SAMPLING: Time sampling (the second method) involves having a trained
observer watch & note the nature & frequency of an employee’s activities.
C.CRITICAL INCIDENT TECHNIQUES (CIT):CIT developed by JOHN

FLANAGAN can also be used for task identification. The CIT involves having individuals
who are familiar with the job record incidents of particularly effective & in-effective
behavior that they have seen over a job period of time (like 1 year). This can be done by
individuals or in groups.
D.JOB INVENTORIES: In job inventories-a questionnaire is developed by asking people

familiar with the job to identify all of its tasks. This method allows for input from many
people and gives numerical information about each task that can be used to compute
indexes & be analyzed.
E .JOB-DUTY-TASK METHOD: In this method the job is divided into is sub-parts,

providing a comprehensive list that identifies the job title. And finally (KSAOs) required to
performing each subtask k-knowledge, s-skill, a-abilities, o-other characteristics.
3.DESCRIBE KSAOS NEEDED TO PERFORM THE JOB: Successful task

performance requires that employees possess the KSAOS to perform the task. The HRD
professional must specify the KSAO s because it is there competencies that employees
must develop or acquire during the training program. Clear KSAO statements should be
written & then evaluated as to their importance to job performance, learning difficulty &
the opportunity to acquire them on the job.
DEFINATION OF KSAOs
A. KNOWLEDGE: An understanding of a body of information usually of a factual

or procedural nature, that makes for successful performance of a task.
B. SKILL: An individual’s level of proficiency or competency in performing a
specific task. Level of competency is usually expressed in numerical terms.
C. ABILITY:A more general, enduring trait or capabilities on individuals possess
when he or she first begins to perform a task. Eg-the power to perform a physical or
mental function.
D. OTHER CHARACTAERISTICS: Includes personalities, interests and attitudes.
4. IDENTIFY THE AREAS THAT CAN BE BENEFIT FROM TRAINING: In this

step the focus is on determining which tasks & capability should be included in HRD
programs. Both rating of tasks as well as ratings of KSOs should be examined. KSAOs
ratings should be studied for their importance, the difficulty of learning, & opportunity to
acquire them on the job. It is also important to remember that not all problems are
appropriately dealt with through HRD programs. Other HR or management approaches
may be better suited for particular issues & situations.
5. PRIORITIZE AREAS THAT CAN BE BENEFIT FROM TRAINING: It should

be clear which tasks & KSAOs should benefit from training. These tasks & KSAOs be
prioritized to determine which ones should be addressed first.
3. PERSON ANALYSIS: Person analysis is directed at deterring the training needs

of the individual employee. Someone who can observe the employee’s performance on
a regular basis. Traditionally, person analysis has involved an employees and that
employee’s immediate supervisor. Immediate supervisions play a particularly important
role in person analysis. Also access to HRD programs in many organizations requires the
supervisor’s nomination & support. The sources for person analysis data include
performance evaluation direct observation, terms questionnaires etc. Person analysis helps
to identify employees who need training, i.e. whether employee’s current performance or
expected performance indicates a need for training. The person analysis is also conducted
through questionnaires, 360 feedback, personal interviews etc. Performance appraisal can
be valuable tool for collecting person analysis data.
A MODEL OF PERFORMANCE APPRAISAL IN THE PROCESS OF PERSON

ANALYSIS
Determine
Appraisal individual Identify this source of Select
employees captaincies discrepancies intervention
performance
Integrate information
Compare individuals
from organization job
behavior & traits to
and person analysis
others behavior & traits
Internal factors
External factors
Motivational Knowledge, skills Inadequate

deficiency or abilities equipment, adverse
deficiency conditions.
4. PRIORITIZING HRD NEEDS: The prioritizing of HRD needs works best when
individuals throughout the organization are involved. Some HRD departments regularly
solicit ideas from employees, & this information can be used to refines improve ongoing
programs as well to gauge the demand for future program. By involving others in critical
HRD decisions there is a greater likelihood that more people in the organization will
support the total HRD effort. Companies mainly run on limited resource and it is very
challenging to determine what resource (like machines, equipment, workforce & building)
will be allocated to each unit.
1. THE HRD ADVISORY COMMITTEES: One way to continuously reflect the needs
of employees & assist in prioritizing needs is to establish an HRD advisory committee.
The organization should be also recognizes those employees who volunteer their time to
serve on advisory & their committees. The role of committee is to meet regularly & review
needs assessment & evaluation data & other advice on the type & content of HRD
programs to be offered. The advisory committee should be composed of members from a
cross-section of the organization.
2. PARTIACIPATION IN THE PRIORITIZATION PROCESS: The prioritizing of

HRD needs works best when individuals throughout the organization are involved. With
this input there is a greater likelihood that more employees will perceive the HRD
programs as being relevant to the organization & to themselves.
5. DEFINING THE OBJECTIVES OF HRD INTERVENTION: Defining the objectives for

the training or HRD program is one of the first things an HRD professional should do-after
completing the needs assessment. As such HRD or training programs objectives describes
the intent & the desired result of the HRD program. The results can be achieved in many
ways (like lectures, role play & coaching), but this is not specified in the objectives. Rather
objectives are used as the basis for determining which methods should be used to achieve
the specified outcome. Needs assessment data are useful for defining programs objectives
or challenges to be addressed. Objectives are essential to a successful training or HRD
program. Objectives tell you where the program is going & how to know when you have
reached your desired target.
HRD Professionals Must Engage In A Number Of Significant Actions:
A. Identify the kinds & levels of KSAOs that employees need to attain high levels
of performance & to achieve organizational systems.
B. Develop a maintain organization-structures conditions & climates that
are conductive to learning.
C. Generate & provide the necessary resources to conduct a program design.
D. Indentify & provide access to off-the-job as well as on the job learning resources.
E. Provide individual assistance & feedback on various dimensions of
individual’s performance.
F. Develop efficient learning process that take into account individual learning
styles abilities and work & life circumstances.
G. The objective of this program will be determined by the specific deficiencies
client preferences concerns & other factors identified in the need assessment.
H. Writing objectives is a challenging but essential aspect of effective HRD.
SOME QUESTIONS TO ASK WHEN WRITING OBJECTIVES:
1. Is your main interest stated (concerning what you want the trainee to do)
2. Have you described all the conditions that will influence trainee performance?
3. Have you described how all the trainee must perform for his or her performance
to be considered acceptable?
GUIDE LINES FOR DEVELOPING USEFUL OBJECTIVES:
 An objective is a collections of words symbols pictures/diagrams describing

what you indent for trainees to achieve.
 An objective will communicate your intent to the degree that you describe.
 What the learner will be doing when demonstrating achievement or mastery of the
objectives the important conditions of the doing & the criteria by which
achievement will be judged.
To prepare a useful objectives continue to modify a draft until these questions are
answered;
a) What do I want trainees to be able to do?
b) What are the important conditions or constraints under which I want them
to perform?
c) How well must trainees perform for me to be satisfied?
d) Write separate statement for each important outcome or intent?

e) If you give your written objectives to your trainees you may not have to do
much else why?
f) Because often employees are already able to do what you are asking them to do
& will be happy to demonstrate their ability now that they know what is expected
of them.
Danny Langdon has promoted the idea of moving beyond objectives to what he terms
developing performs.
His approach suggest 6 issues that should emphasized:
Inputs,Process,Outputs,Consequences, conditions & feedback
6.SELECTING TRAINING METHODS: Training methods come in all shapes and sizes.
Fortunately, training and development options are not one-size-fits-all ,choose the
training method that is the most effective option for your needs. The training method you
choose can vary by the group of attendees or even the training topic. choose one technique
for one type of training, you can go through this exercise to choose the right method for
each training initiative. Many benefit from our free consulting for choosing the right
training method and platform.
1. DETERMINE THE GOALS FOR THE TRAINING: The reasons that companies
choose to offer training sessions to employees varies. Some training provides new skills
to employees, while other training offers new techniques for applying existing skills.
Other types of training instill practices that make the company a safer place to work or a
better place to work.
2. RECOGNIZE THE AUDIENCE: It sounds like a marketing concept, but it applies to
training as well. You have to know your audience before choosing a training method.
The way you train employees varies according to the whether the attendees are new
employees, seasoned employees or upper management or executives of the company.
Additionally, the skill level of the audience can also affect the chosen training method
(Example: The computer/web skills of the attendees are non-existent. This can make web
or computer- based training more challenging).
3. CONSTRAINTS: Even an ideal situation, companies have to offer training under
certain constraints. While classroom training might be ideal for upper management
learning leadership skills and techniques, the company might not be able to afford this
face-to-face training method. Instead, a computer-based or web-based option might
better
fit into the training budget. Other constraints to consider include time and the training
resources and materials available for the training topic.
The training methods available include:
1. Classroom/Face-to-Face
2. Interactive
3. Computer
4. Web-based training
 Each training method offers its own set of advantages and disadvantages that answer
the needs you uncover while assessing the training goals, audience and constraints.
 Additionally, there is an option for web-based training, where the employees can
attend a live webinar with the same professional.
 The trainer in house is more expensive than the web-based training option.
 The employees that require the training seem to respond better to training that is
face-to-face. Because of this classroom training is the best method to teach these
new techniques to the employees.
 Assume that a company has the same training needs and options available. The
difference is that the company has a budget constraint. Bringing the trainer in house
falls well outside of the budget they have to train their employees.
 The web-based option offers them the same access to the information employees
need to instill the new techniques, but at half the cost of classroom or face-to-face
training.
 Several different training methods are available to companies looking to offer a
training program to its employees.
 After answering some easy questions, decision makers can decide which training
methods can work for the type of training.
7. PREPARING TRAINING MATERIAL SCHEDULING AN HRD PROGRAM
Training materials are a necessary part of any program or activity that involves knowledge
acquisition and retention. The best approach to developing instructional materials is to
start by examining the training plan and available resources. Designing training materials
is like planning a dinner party, coming up with a menu, and writing the recipes. It’s the
“plan before you do” phase of training creation.
While you’re designing your materials, keep the following points in mind:
 Only create training content and assessments that relate directly to your
learning Objectives. Remember the adult learning principles.
 Include as much hands-on practice or simulation as possible: people learn by doing
 Whenever possible, put the employees in control of the learning process (instead
of the trainer).
 Do everything possible to let the employees talk and interact with the trainer
and with each other during the training make sure there’s plenty of opportunity
for feedback during training.
 Break your training materials up into small “chunks” that are easier to take in and
understand Order your “chunked” training materials in a logical manner—one
step that builds on top of another, or chronologically, etc.
 Try to appeal to a variety of your workers’ senses during training—sight,
hearing, touch, smell, and taste (when appropriate and not dangerous). Sight is by
far the most important sense for learning, but adding the others when possible
does help.
create a variety of training materials using several different tools :
 Word, Excel, and similar “Office” programs to create handouts for employees
and to create training outlines and notes for the instructor of any instructor-
led components.
 Materials for hands-on elements and/or role-playing elements of the training
PowerPoint for in-class projections and/or handouts to deliver to employees.
 Beware of PowerPoint presentations that are nothing but screen after screen
of bullet points, however.
 Flip-charts, posters, transparencies, and/or computer-generated graphics
for presenting visual materials during training.
 E-learning authoring tools such as Articulate Studio and Storyline or Adobe
Captivate for creating computer-based e-learning modules. These are just a few
ideas, and technology is bringing new possibilities every day, including virtual
reality and augmented reality. Be creative and mix and match these to best fit
the employees’ training needs.
While creating materials, always keep in mind two primary concerns:

(1) The things that will help your employees learn most effectively.
(2) The learning objectives.
UNIT-3
IMPLEMENTATION AND EVALUATION OF HRD PROGRAMES
1. TRAINING METHODS:
Training is intended to increase the expertise of trainees in a particular area.

Training methods can be classified by whether they take place on the job versus away from
the employee’s normal work setting.
ON- THE JOB TRAINING METHODS:
On the job training involves conducting training at trainees regular work station
(desk, machine, etc).This is the most common form of training most employees receive at
least some training and coaching on the job.
On-the-job-training is the heart and soul of all training in business and industry. OJT
as it is known or sometimes called “Shop Training” is the most universal form of
employee development. This is the traditional method of learning, which is designed to
maximize learning while allowing the employee to perform his job under the supervision
and guidance of a trained worker or instructor, providing him practical application and
making principles and concepts of learning meaningful and realistic.
The main advantages of on-the-job training (OJT) are as follows:

1. OJT is the type of training which can be tailored to suit the specific requirements of
each trainee, in terms of his background, attitudes, needs, expectations, goals and
future assignments.
2. This method is very economical because no additional space, equipment, personnel
or other facilities are required for training. The trainee produces while he learns.
3. The trainee learns the rules, regulations and procedures by observing their day to
day applications.
4. OJT is specific, practical and tangible.
5. OJT is most suitable for unskilled and semi-skilled jobs where the job operations are
simple, easy to explain and demonstrate within a short span of time.
6. The supervisors feel greater responsibility and work more willingly and zealously
for the development of their subordinates, while imparting OJT.
Demerits:
 In OJT there is a tendency to neglect, disregard and even to do away with, in some
cases, the essentials of principles and theory in favor of immediate production.
 Trainee while learning may damage equipment, waste materials, cause accidents
frequently.
 The work place, with environment charged with hustle and noise and the pace of
skilled workers, is most likely to affect the learning and may create a feeling of
frustration in the mind of a trainee.
 Experienced workers cannot use the machinery while it is being used for training.
2. JOB INSTRUCTION TRAINING (JIT):

Job instruction training is defined as a sequence of instructional procedures used by
the trainer to train employees while they work in their assigned job. It is a step by on the
job training method. It involves an orderly period of instruction provider by a designated
trainer someone familiar with the jo0b tasks well versed in training techniques. It involves
all necessary steps in the job like,
PREPARATION
INSTRUCTION
PERFORMANCE
FOLLOWS UP
STEP-1 – PREPARATION:
The trainer breaks down the job into small tasks prepares all the equipment and
supplies necessary to do the tasks and allocates a timeframe to learn each task. The trainer
needs to understand the background capabilities and attitudes of trainers as well as nature
of the tasks to be performed before choosing a technique or combination of technique.
STEP–2 - INSTRUCTION:
This step involves telling showing explaining and demonstration the task to the
trainee. Allow the trainee to show the demonstration on his or her own and follows up to
provide feedback and help. Point out possible difficulty as well as safety procedures
encourage questions.
STEP – 3 – PERFORMANCE:
The trainee performs the task under the trainer’s guidance and the trainer provides
feedback and re informant each task is learned in a similar way until the whole job can
completed without error.
 Try to ensure initial success. Ask the trainee to explain the steps
 Gently suggests improvements where necessary.
 Provide feedback on performance reinforce correct behaviors
STEP – 4 – FOLLOWS UP:

Once the performance step is complete the trainee will be left on his/her own to
perform the task the trainer monitors the trainees performance. It is important that the
trainer keeps of trainee’s performance and provide support and feedback. The trainer
should leave the trainee to work alone indicate when and where to find help if necessary
supervise closely and check performance periodically and then gradually tapper
(a person who works at a specific occupation) of instructions as the employees gains
confidence and skill.
3. COACHING:
Coaching is one to one training. It helps in identifying the weak areas and tries to
focus on them. Coach makes an analysis of trainees work performance and tries to improve
it with suitable guidance. Coach (senior manger) must play an active role in guiding and
teaching skills. The coach ay diverts the trainee executive from routine work and assigns
him to handle some complex problems and observe his performance. The trainee executive
acquires the skills and knowledge to perform a job and also acquire the teaching or
coaching ability.
Benefits to coaching an individual include:
1. improvement in individual’s performance, targets and goals

2. increased openness to personal learning and development
3. increased ability to identify solutions to specific work-related issues
4. greater ownership and responsibility
5. development of self-awareness
6. improvement of specific skills or behavior
7. greater clarity in roles and objectives
8. the opportunity to correct behavior/performance difficulties
Benefits of coaching to an organisation:

A. allows fuller use of individual’s talents/potential
B. demonstrates commitment to individuals and their development
C. higher organizational performance/productivity
D. increased creativity, learning and knowledge
E. motivates people
F. facilitates the adoption of a new culture/management style
G. improves relationships between people and departments
4. MENTORING:
Mentoring is a long term development process mentoring is one of the individual

and informal activities that mainly occur through encouraging experienced workers to
share their knowledge with those who are less experienced and encouraging workers to
take further training. Mentoring involves a senior manager or other experienced employees
providing job and career related information to a mentee. Mentoring refers to a relationship
between a junior and senior member of the organization that contributes to the career
development of both member. In many organizations mentoring relationships are formed
as a result of the party’s mutual attraction. Some organizations like apple computer federal
express etc have created formal mentoring programs in which mentors and protégés
(protected) are paired by the organizations and provided with support for the relationship.
The mentoring relationship serves both career and psychological functions. One mentor
has a chance to serve as a role model and share what he or she knows with someone who
can benefit from such knowledge.
Types of Mentoring:
1. Formal mentoring:
Formal mentoring is a process where two parties, preferably of the same department,
are paired together in a mentor-mentee relationship. Here, both the older as well as the
junior (new employee) share a relationship of a teacher-student, which is assigned as a
responsibility of the mentor. At times, this one on one relationship may be a result of
replacement. When an experienced employee is about to retire or resign he or she is
replaced by another candidate. Thus, the mentor-mentee relationship indirectly works for
the company’s capital benefit. It saves the cost of training for the new employees.
Moreover, it also saves the time. Therefore, one can say that there is an indirect
relationship between the mentor and the training management.
2.Group mentoring:
Group mentoring is also called as team mentoring. Here, a senior worker guides all
the junior mentees in a group. These groups of junior mentees go through a timely
scheduled meeting, once a week or month. This method helps in improving and getting
familiar with the company environment. Moreover, the timely meeting in a group also
increases the motivating factor in the trainees. These meeting sometimes include a
structural outline like the formal way of mentoring. However, an informal mentoring
method is also put to work at times. Here, the competitive spirit of working and striving
better is encouraged due to the majority of the trainees.
ADVANTAGES
A. The learner has opportunities to interact with experienced managers to improve
performance. He gains confidence and self-awareness.
B. There is rapid feedback of action on performance improvement to the learner.
C. Learner is self-motivated to learn with confidence.
D. It is not limited to performance-related problems. It focuses on future growth
E. Mentoring includes training, support, encouragement, advice and guidance from
people who have both ‘done it before’ and are usually independent of the
mentee’s current organization
F. It is not limited to performance-related problems. It focuses on future growth.
G. Both the mentees and mentors gain confidence and leadership skills
H. Mentees report the benefits of a different perspective
I. Mentees are more likely to plan and apply for promotions
J. Mentors and mentees can gain insights into best business practices in other
companies
K. The process allows mentors and mentees to make useful networking connections,
and have access to role models
Disadvantages Of Mentoring
1. Heavy reliance is placed on the wisdom and abilities of the mentor. This may limit
the scope for development.
2. Current management styles and practices are focused.
3. The senior managers may be unwilling for mentoring.
5..COMPUTER BASED TRAINING:
Computer based training can be conducted in either a classroom or individual self

paced format. With the increased availability of networker’s computer labs there can be an
almost limitless interplay between instructor led and individual based computer training.
Computer based training involves the use of a personal or networked computer for the
delivery and access of training programs.CBT can be most cost efficient when designed to
train a larger number of students. The interaction between the learner and the computer in
many CBT programs mirrors the one on one relationship between student and tutor
questions and responses c go back and forth resulting in immediate feedback. In this type
of training method managers involvement is very high for the purpose of preparing the
training material. This prepared material is uploaded on computer software.
ADVANTAGES
a.Cost Effective:
 Initial costs of setting up a computer-based training center can be
expensive, particularly if you choose to create a customized system.
 According to Penn State Staff, less expensive pre-made training systems are
available, and many can be customized for your company needs.
 Aside from those initial setup costs, computer-based training can provide your
company with a 24-hour trainer that has virtually unlimited simultaneous
student capacity.
 Trainees usually don't have the added expense of traveling for training, and a
computer-based system can be customized to focus on individual sections of the
material needed by each person that's being trained.
 Combined, the overall training costs and training time needed per employee can be
significantly lowered.
b. Flexible And Comfortable

 Computer-based training allows trainees to work at their own learning pace and
style, both of which can be adjusted to match the individual needs of each
trainee.
 Computer-based training is non-threatening and non-judgmental while providing
immediate feedback as the training progresses.
 The immediate interactive feedback of the computer based training system
allows trainees to review sections of the material as frequently as needed,
privately and without feeling embarrassed by mistakes.
6. PURPOSE OF HRD EVALUATION:
HRD evaluation is defined as the systematic collection of descriptive and

judgmental information necessary to make effective training decisions related to the
selection adoption value and modification of various instructional activities. This definition
makes served important points, When conducting an evaluation both descriptive and
judgmental information may be collected descriptive information provides a picture of
what is happening or has happened. Evaluation involves the systematic collection of
information according to predetermined plan to ensure that the information is appropriate
and useful.
Finally evaluation is conducted to help mangers employees and HRD professionals

make informed decisions about particular programs and methods. Determining
accomplishment of specific training objectives. Determining cost effectiveness of training.
Explain program failure, if it occurs. Enhancement of the credibility of training and
development if tangible benefits to an organization are proved. Determine whether the
program is meeting the intended objectives identify strengths and weaknesses. Determine
cost-benefit ratio identify who benefited most or least. Determine future participants
Provide information for improving HRD programs. Reinforce major points to be made
gather marketing information. Determine if training program is appropriate. Establish
management database.
ZENGER AND HARGIS identified 3 additional reasons for conducting

HRD evaluations,
 If HRD cannot substantiate its contribution to the organization its funding and
programs may be cut during the budgeting process especially when the organization
faces tough times.
 Evaluation can build credibility with top managers and others in the organization.
 Senior management often wants to know the benefits of HRD programs.
7. KIRPATRCIK’S EVALUATION FRAME WORK:
The most popular and influential frame work for training evaluation war articulated
by Kirkpatrick. Kirkpatrick’s argues that training can be evaluated to four criteria like
reaction learning behavior and results.
LEVEL-1:
A.REACTION:
Reaction involves measuring the satisfaction of the participants. At this level the
focus is one the trainee’s perceptions about the program and its effectiveness. The trainees
asked whether the resources provided in the training were useful or not. Positive reactions
to a training program may make programs.
EXAMPLES OF RESOURCES AND TECHNIQUES FOR LEVEL ONE
 Interviews
 Did the training meet the participant’s needs?
 Are the participants happy with the instructors?
 Especially encourage written comments
 Try to get honest response and feed backs.
LEVEL – 2
LEARNING:
Did the trainees learn what the HRD objectives said they should learn are?
 This is an important criterion that an effective HRD program should satisfy. It can
be assessed with the help of paper and pencil tests job simulations and skill
practices.
 New skills/knowledge/attitudes what was learned and what was not leaned.
EXAMPLES OF TOOLS AND PROCEDURES FOR LEVEL TWO
 Exams, interviews or assessments prior to and immediately after the training

 Observations by peers and instructions
 Interview printed or electronic type examinations can be carried out.
 Strategies for assessment should be relevant to the goals of the training programs.
LEVEL – 3
BEHAVIOR:
Does the trainee use what was learned in training back on the job?
This is also a critical measure of training success. Was the leaning being applied by the
attendees Measuring whether training has transferred to the job requires observation of the
trainee’s on the job behavior or viewing organizational records
(Example, reduced customer complaints, reduction in scrap rate)In this level the focus is on
how the training programme has changed the trainee’s behaviors in a positive way.
This level starts 3 -6 months after training

EXAMPLES OF ASSESSMENT RESOURCES AND TECHNIQUES FOR LEVEL

THREE
 Were the learned knowledge and gained skills used?

 This can be carried out through observation and interviews.
LEVEL – 4
RESULT:
Has the training or HRD effort improved the organizations effectiveness?

Is the organizations more efficient more profitable or better able to serve it clients or
customers as a result of the training program?
The main focus here is on assessing the utility profitability and improvement in customer
services.
Meeting this criterion is considered the bottom line as far as must mangers are concerned.
TYPES OF ASSESSMENT STRATEGIES AND TOOLS USED FOR LEVEL 4
 Allow enough time to measure/evaluate .

 No final results can be found unless a positive change takes place.
 The process is to determine which methods and how these procedures are relevant
to the participant’s feedback.
8. DATA COLLECTION FOR HRD EVALUATION: Data collection is very important

for the purpose of training because it act as the basis for its evaluation and monitoring.
Usually the professional of the performance training and human resource depends on the
accurate data due to the following reasons.
 To compare the best and the current level of performance of employee.

 To decide the present status of training in some special skill.
 To perform the analysis of needs of training of employees.
: METHODS OF DATA COLLECTION FOR HRD EVALUATION
1. que1stion
naire
5.observatio tests
n
2.
methods
3. attitude
iterviews4.
survers
1. QUESTIONNAIRE:
Questionnaire is a systematic process of gathering information for any research. In

questionnaire a set of questions is given to people in order to collect facts and figures for
any particular research. Questionnaire if properly designed can give the most accurate
information. The questionnaire is likely to be a less expensive procedure than the interview
as it is simply mailed to the respondents with a minimum of explanation. Further, the
questionnaire can often be sent to a large number of individuals simultaneously With a
given amount of funds, it is usually possible to cover a wider area and obtain information
from more people by means of questionnaires than by personally interviewing each
respondent. The impersonal nature of a questionnaire-its standardized wording, its
standardized order of questions, its standardized instructions for recording responses-
ensures some uniformity from one measurement situation to another.
2. TESTS:
Test is a basic parameter for evaluating the training and development of the
organization. Generally tents in dude written test which is conducted to test the trainee’s
knowledge and performance.
3. ATTITUDE SURVEYS:
It is a very different type of questionnaire for gathering the information related to

training evaluation. It gathers information regarding employee attitude work place policies
procedures supervisors and organization to see the changes in attitude before and after
programme measurements are done. Employee Attitude surveys provide a picture of your
organization's needs. These surveys can be used to solicit employee opinions on a variety
of issues such as the company's success in communicating its mission to employees, or
local issues such as quality of the working environment. Dramatic improvements can be
made to enhance employee productivity, commitment and satisfaction once an organization
can pinpoint the areas where employees are most frustrated.
Uses for Employee Attitude Surveys include:

A. Focusing of Employee Development Programs.
B. Enhancing Management/Employee Relations.
C. Training Needs Assessment.
D. Evaluation of Training.
E. Organizational Climate Survey.
F. Customer Satisfaction Survey.
G. Facilitate the company’s development and organizational change.
H. Focus on specific company needs or gaps in service, training and
professional development.
I. Enhance communication between employees and management.
J. Provide employee feedback on company morale and the health of the organization.
K. Offer feedback on the impact of company policies and procedures.
L. Identify ways to motivate employees, increase job satisfaction and improve
the bottom line.
2. INTERVIEWS:
Interviews are a very helpful source of training evaluation but these are not used often
like other methods. Training staff, the participant’s supervisor or an outside third party can
organize the interviews. Sufficient information can be collected through the interview
process.
Advantages:
1. Collect complete information with greater understanding.

2. It is more personal, as compared to questionnaires, allowing us to have
higher response rates.
3. It allows for more control over the order and flow of questions.
4. We can introduce necessary changes in the interview schedule based on
initial results (which is not possible in the case of a questionnaire study/
survey).
Disadvantages:
1. Data analysis—especially when there is a lot of qualitative data.

2. Interviewing can be tiresome for large numbers of participants.
3. Risk of bias is high due to fatigue and to becoming too involved with
interviewees.
3. OBSERVATION:
Observations methods are very much related with attitude surveys and it is a
continuous process of observing the employee starting from the beginning till the end.
After observation evaluators record the changes in the behavior of employees for
observation to be effective it is very important that the personnel acting as observes should
have proper training.
Advantages
 Excellent for assessing training needs for physical/psychomotor skills.

 Creates a step-by-step procedure that can be standardized for all learners in the
form of a flowchart, diagram, graphic, list of steps, or a job aid.
 Identifies job environment conditions that help or hinder performance.
 Allows the observer to hypothesize non training issues in the job environment
that are important
 Can be augmented with a critical incident interview to “observe” job
performer’s mental processes.
Disadvantages
 Difficult to identify where a specific task begins and ends.

 Misses the performer’s mental processes in making choices at each step unless
accompanied by a critical-incident interview.
 Some performers will act differently than normal because they know they are
being watched.
 Interviewing the performer after observation can help control for this
effect 7. Assessing the impact of HRD programs in Monetary Terms
7.1Evaluation of Training Costs
Cost-benefit analysis
Compares cost of training to benefits gained such as attitudes, reduction in accidents,

reduction in employee sick-days, etc.
Cost-effectiveness analysis Focuses on increases in quality, reduction in scrap/rework,

productivity, etc
 Direct costs ,Indirect costs
 Development costs
 Overhead costs
 Compensation for participants
Direct Costs
 Instructor
 Base pay
 Fringe benefits
 Travel and per diem
 Materials
 Classroom and audiovisual equipment
 Travel
 Food and refreshments
Indirect Costs
 Training management
 Clerical/Administrative
 Postal/shipping, telephone, computers,etc.
 Pre- and post-learning materials
 Other overhead costs
Development Costs
 Fee to purchase program

 Costs to tailor program to organization
 Instructor training costs
Overhead Costs
 General organization support
 Top management participation
 Utilities, facilities
 General and administrative costs, suchas HRM
UNIT-4
CAREER MANAGEMENT AND DEVELOPMENT
INTR1.ODUCTION TO CAREER MANAGEMENT:

The study of careers and how they develop is one of the most active areas of
inquiry in the social sciences. Understanding and finding ways to influence the careers of
employees in an organization in also an integral part of HRD. Career development
provides a future orientation to HRD activities. Career management as a process for
enabling employees to better understand and develop their career skills and interests, and
to use these skills and interests most effectively both within the company and after they
leave the firm. Career management is the process through which employees Become
aware of their own interests, values, strengths and weaknesses. Obtain information about
job opportunities within the company. Identify career goals. Establish action plans to
achieve career goals Successful career management is accomplished through regular habits
of building relationships, engaging in career development conversations, updating
your career development plan, and setting new goals as life and career needs change. Being
proficient at career management also means possessing basic skills related to job
searching and managing changes in a resilient manner
WHAT IS A CAREER?
The work career means many things to many people. It also has different meanings
among researchers. A career is unique to each person and created by what the person
chooses or does not choose. Both the individual and organization have needs and priorities
and it is important to remember that both are critical to the development of one’s career.
DEFINITION OF CAREER
According to HALL “a career can be defined a s the individually perceived sequence at

work related experiences and activities over the span of the person’s life”.
Objectives of Career Planning:

A. To identify positive characteristics of the employees.
B. To develop awareness about each employee’s uniqueness.
C. To respect feelings of other employees.
D. To attract talented employees to the organization.
E. To train employees towards team-building skills & to create healthy ways of
dealing with conflicts, emotions, and stress.
2. MEANING:
Career management is a process that enables the employees to better understand

their career skills, develop and give direction to it and to use those skills and internet most
effectively both within and outside the organization. Career management and career
planning activities are complementary and can reinforce each other. Career management
can also be regarded as lifelong self monitored process of career planning. Career
management is the process of through which employee like, Become aware of their own
interests values strengths and weakness. Identify career goals and establish action plans to
achieve.
Career Development:
Career development is an activity of the organization considering the long term benefits and succes
The following are the advantages of career development:
Career development becomes essential because of changing job requirements due to changes in tec
It will benefit both the organization as well as the employees for they get better prospects in the sam
their morale.
C. Employee’s respect for their employer goes up as he feels obliged. Through

career development employer expresses its concern for the employees and helps
them planning their own career.
D. Personnel development is attained through career. Personnel development is
attained through career development.
E. Career development helps in attracting the talents from other organization.
Any talented person wants the opportunity which is challenging and satisfies
him.
F. For meeting the challenges talents get attracted towards the organization which
gives scope and further develop their talents to suit the job requirements.
G. Organisation through effective career development programmes can develop
their talents and give them a fair chance to go up and contribute to the
organization.
H. Women are emerging very strong on every field. They do not need sympathies
or anybody’s help.
I. They have tremendous potentials in them. Career development can play
significant role in this respect.
J. Career development boosts up morale of the employees and removes
frustration from their minds.
K. The career development gives chance to highly educated to move upward.
The employees can match their expectations with career advancement.
L. Through effective career counseling the question of aspirations and
career dimensions can easily be tackled.
M.All these efforts should result into effective management of human resources.
3. STAGES OF LIFE AND CAREER DEVELOPMENT:

Career stages are identified on the basis of various changes in the work life of
individual their needs their targets and their priorities. Each and every stage of career is
comprised of numerous activities preparing an individual for further psychological change.
Every individual has to go through certain stages separated by transition periods in order to
develop their career in a systematic way these stages are as follows,
A.EXPLORATION STAGE:
The exploration stage is the pre employment stage where in the individuals is in
their mid twenties and enters from their college life to the work environment. In order to
enhance the skills of new employee organization can also conduct some training and
development programmes. Providing comfortable environment for the new employee by
making him aware of various job positions using job rotation methods seminar etc.By
providing entire history of the company to the fresher and the different job opportunities
that an individual can enjoy while working in the company.
B.ESTABLISHMENT:
In this stage an individual looks out for his first job. As the journey for job hunting
ends in this stage the individual starts gaining his first job experiences.
MANAGEMENT AT ESTABLISHMENT STAGE:
Individuals having excellent skills that can prove out to be beneficial for the
company in future is acknowledge by the management. Proper feedback is given by the
company on the performance of the employee this helps the employee to identify their
positive and negative points.
C.MID CAREER STAGE:
This stage lies between the age group of 35-50 and the individual is not considered
as a fresher or learner. Usually in this stage some people may grow due to their improved
performance and bring good results for the company but there are also some people who
become less enthusiastic with the passage of time and their level of performance starts
diminishing. Giving the employees more challenging job so that they get motivated to
perform. Establishing certain policies that can motivate the employees going through the
stage of platform utilize their skills to the fullest platform.
D.LATE CAREE STAGE:
After 50’s begins the late career phase in which a bit relaxation is given to the
individuals. Employees of this stage as a source of stimulation for others. The management
should give important to the employees of this stage as they have vast experience and
knowledge which proves out to be very beneficial to the organization. They also act as the
counselor because they can provide right guidance to the other employees and they even
play the role of trainer and thus can transfer their entire knowledge and skills to the
younger generation.
E.DECLINE STAGE:
This is also known as retirement stage of career. In this stage individual tends to
spend his entire time with family and friends. Whether an individual has lead a successful
or an unsuccessful career one has to leave behind all this and move on in this life.
Understanding retirement process in such a way that it does not harm the self esteem of the
employees. Utilizing the knowledge creatively and experience of retrieving employees by
creating leisure job opportunities for them.
4. PROCESS OF CAREER DEVELOPMENT
Information, opportunities & support from
Need to
make B. Awareness of
A Career self & C.Goal setting
exploration environment
Career appraisal G. Feedback

H work/ non work
F .Progress E. Strategy D.Strategy

toward goal implementation development
Educational, family, work & societal institutions

 Individuals face a number of decisions in managing their careers.
 This model stages that effective career management begins as the
individual responds to the need to make a career decisions
 It is important to note that the career management process is cyclical and ongoing.
 This model can assist both employees and organizations in understanding
what should be done to effectively manage careers.
 Assisting employees in conducting this process can help the organization ensure
that the human resources available will be adequate to perform important tasks and
accomplish organizational objectives?
A.CAREER EXPLORATION/SELF ASSESSMENT:
The first step is self evaluation will lead the individual to a deeper self awareness
and an understandings of both opportunities and constraints present in the environment.
For example, a young woman engaged in career exploration could collect information
about her values skills etc, and as well as information about the possible jobs ad
organizations available to her in the environment.
B.AWARENESS OF SELF AND ENVIRONMENT /CAREER AWARENESS:
Successful career exploration will lead the individual to a deeper self awareness and
an understanding of both opportunities and constraints present in the environment. This
awareness of self and environment can lead the individual to set or revise career goals or if
such goals are already set it would lead to strategies development
C.GOAL-SETTING:
A career goal is an outcome the individual decides to try to obtain such goals may be
specific (example, I want to become a partner in my accounting company/firm by age 35)
or general (example, I want to a successful and respected chef)
The following points must be considered while the current user.
Essential competencies to be inculcated for career growth and success. Discussion

with superiors regarding work performance aptitudes and knowledge is essential and
feedback should be sought regularly.
D.STRATEGY DEVELOPMNET:
An effective strategy should include the actions that should be carried out and a
time table for performing them. The strategy will be more effective if it is based on
realistic self awareness and environment awareness.
Greenhow list seven career strategies like,
 Competency in current job

 Increased involvement in work
 Developing skills
 Developing opportunities
 Cultivating mentor relationships
 Image building
 Engaging in organizational politics
E.STRATEGY IMPLEMENTATION:
Strategy implementation involves carrying out the strategy the individual has
developed. It is easier to set where you want to go if you have a plan to follow. Some
people may develop elaborate plays but then fail to implement them. Strategy
implementation can lead to progress toward the goal and feedback from work and non
work sources.
F.PROGRESS TOWARD THE GOAL:
This is extent to which the individual is nearing the career goal.
G.FEEDBACK FROM WORK AND NON WORK SOURCES:
Valuable information about the progress toward the career goal can be obtained from
both work sources like co workers supervisors and specialist and non work sources family,
friends and teachers.
H.CAREER APPRAISAL:
Feedback and information on progress toward the career goal permit the individual
to appraisal his or her career.
5. ISSUES IN CAREER DEVELOPMENT:
a. Career Plateau:
Career plateau is the common phenomenon in most of the organization. This may be
because of the pyramidal structure of the organizations. The organization structure is flatter
at the bottom and narrower at the top as a result very few posts are available at the top
resulting into a fierce competition among the executives. Only a few can ride the ladder
others have to be content on the plateau. The employee has to wait for more time to get
promotion as his length of service increases. This is a common feature in India in almost
all organizations and especially in government organizations and public sector units.
Employees have to wait for 10 to 15 years to get first promotion in their career. The
distance between the two promotions is increasing. Career plateau leads to poor
performance, dissatisfaction among employees. Some may think of leaving the
organization because of plateaued career. Career plateau has serious effects executives.
Lack of further chances to go up frustrate them, their efficiency goes down considerably.
This results into leaving the organization and joining the other. To save employees and
executives from such a embarrassing position, the organization should create more
promotional posts carrying higher pay, higher status and responsibility both laterally and
vertically so that most of the staff be accommodated in the career path after a short interval
of time.
Career plateau is shown in the diagram given below:
b. Career Motivation:
Career motivation is the desire to exert effort to enhance career goals. People who
are high in career insight have an accurate understanding of their strengths and weaknesses
and set clear career goals. Career identity is the direction component. This is the extent to
which people define themselves by their careers. People who are high in career identity are
highly involved in their jobs, their organizations, and/or their professions. They strive for
advancement, recognition, and a leadership role. Career motivation has been measured by
developmental assessment centers and questionnaires.
UNIT-V HRD
& DIVERSITY
1. INTRODUCTION:
Managing diversity is defined as "planning and implementing organizational

systems and practices to manage people so that the potential advantages of diversity are
maximized while its potential disadvantages are minimized”. This approach goes beyond
both affirmative action and valuing diversity because it focuses on building a positive
environment for everyone and on full utilization of the total workforce. It does not exclude
women or minorities, nor does it exclude whites or males. It is an attempt to create a level
playing field for all employees without having regard for cultural distinction. It's important to
understand how these dimensions affect performance, motivation, success, and interactions
with others.
Institutional structures and practices that have presented barriers to some

dimensions of diversity should be examined, challenged, and removed Managing diversity
well provides a distinct advantage in an era when flexibility and creativity are keys to
competitiveness. An organization needs to be flexible and adaptable to meet new customer
needs. Heterogeneity promotes creativity and heterogeneous groups have been shown to
produce better solutions to problems and a higher level of critical analysis. This can be a vital
asset at a time when the campus is undergoing tremendous change and self-examination to
find new and more effective ways to operate. With effective management of diversity, the
campus develops a reputation as an employer of choice. Not only will you have the ability to
attract the best talent from a shrinking labor pool, you can save time and money in
recruitment and turnover costs.. Managing diversity focuses on maximizing the ability of all
employees to contribute to organizational goals. managing diversity emphasizes business
necessity.
Def. –DIVERSITY:
Thomas defines managing diversity as “a comprehensive anagerial process for
developing an environment (organizational culture) that works for all employees.”
Page 2
Managing the diversity approach requires

1) a long- term commitment to change;
2) substantive changes in organizational culture;
3) a modified definition of leadership and management roles;
4) both individual and organizational adaptation; and Structural changes.
2. ORGANIZATIONAL CULTURE :
Organizational culture is a system of shared assumptions, values, and beliefs,

which governs how people behave in organizations. These shared values have a strong
influence on the people in the organization and dictate how they dress, act, and perform
their jobs. Every organization develops and maintains a unique culture, which provides
guidelines and boundaries for the behavior of the members of the organization. Let's
explore what elements make up an organization's culture. It includes a shared perception of
reality, regarding how things are and how things should be. Furthermore, community and
group culture determine the willingness and conditions for knowledge sharing with other
members of the organization. Knowledge, and knowledge sharing, are thus inseparable
from organizational culture. Culture also provides guidelines regarding training &
development of the employees. It is the surrounding in which employee and organization
connects each other.
Culture is how organizations ‘do things’.” — Robbie Katanga
Types of organizational culture:
The basic types of organizational culture are ;
Page 3
A. bureacratic
B. clan
C. market D..enterpr
eneurial
A. Bureaucratic Culture:
In this type of culture the behavior of employees is governed by formal rules and
standard operating procedures. Such a culture perpetuates stability. Organizations with
bureaucratic culture tend to produce standardized goods and services, examples:
Government ministries Fast food establishments.
B. Clan Culture:
In a clan culture the behaviour of individuals are shaped by tradition, loyalty,

personal commitment, extensive socialization and self-management. A clan culture
achieve unity through socialization. Long-term employees serve as mentors Members are
aware of the organization’s history and have an understanding of the expected manner of
conduct and organizational style. Members share feelings of pride in membership. Peer
pressure to adhere to important norms is strong.
Page 4
C. Market Culture:
In a market culture, the values and norms reflect the significance of achieving
measurable and demanding goals mainly concerning those that are financial and market
based. Companies with a market culture tend to focus on Sales growth Profitability
Market share In a market culture the relationship between individuals and the
organization is contractual (previously agreed).Individuals are responsible for their
performance; whereas the organization promises specific rewards for levels of
performance. Managers are not judge on their effectiveness as role models or mentors;
but on monthly, quarterly, and annual performance goals based on profit.
D. Entrepreneurial Culture:
Organizations existing in the context of an entrepreneurial culture are characterized

by high levels of risk taking and creativity. There is a commitment to experimentation,
innovation.
BUILDING A STRONG ORGANIZATIONAL CULTURE:
A common behavioral style must be shared by managers and employees. Have the
same basic approaches to solving problems, meeting goals, and dealing with
stakeholders. Have share common norms that guide rule governing rewards and
punishment. A strong organizational culture assists in the creation of a stable
organization, the consequence of which lead to the achievement of the company’s
strategic goals. The top management people should become the positive role models.
They should set the examples through their own behavior. As employees learn the culture
through stories, symbols and rituals, the old stories, rituals and symbols should be
replaced by creating new ones which are currently in vogue. Adding new members,
particularly at the higher level, is a powerful strategy to change the culture, provided the
new members bring in new culture. The socialization processes should be redesigned to
align with the new values. Reward system establish and reinforce specific cultural
behaviors and therefore, a change in culture can be initiated and supported by change in
corporate reward systems. Unwritten norms and beliefs should be replaced with formal
rules and regulations that are tightly enforceable. Extensive use of job rotations should be
made to shake current subcultures..Change in culture will be comparatively easy if peer
group consensus is got through use of employee participation and creation of a climate
with a high level of trust.
Page 5
FACTORS WHICH AFFECT THE ORGANIZATION CULTURE:

A. Individual working with the organization:
The employees in their own way contribute to the culture of the workplace. The
attitudes, mentalities, interests, perception and even the thought process of the employees
affect the organization culture. Example - Organizations which hire individuals from
army or defence background tend to follow a strict culture where all the employees abide
by the set guidelines and policies. The employees are hardly late to work. It is the
mindset of the employees which forms the culture of the place. Organizations with
majority of youngsters encourage healthy competition at the workplace and employees
are always on the toes to perform better than the fellow workers.
B.The nature of the business:
The nature of the business also affects the culture of the organization. Stock broking
industries, financial services, banking industry are all dependent on external factors like
demand and supply, market cap, earning per share and so on. When the market crashes,
these industries have no other option than to terminate the employees and eventually affect
the culture of the place. Market fluctuations lead to unrest, tensions and severely demotivate
the individuals. The management also feels helpless when circumstances can be controlled
by none. Individuals are unsure about their career as well as growth in such organizations.
C. The culture of the organization is also affected by its goals and objectives.:
The strategies and procedures designed to achieve the targets of the organization
also contribute to its culture. Individuals working with government organizations adhere
to the set guidelines but do not follow a procedure of feedback thus forming its culture.
Fast paced industries like advertising, event management companies expect the
employees to be attentive, aggressive and hyper active.
Page 6
B.The management and its style of handling the employees:
It also affects the culture of the workplace. There are certain organizations where
the management allows the employees to take their own decisions and let them
participate in strategy making. In such a culture, employees get attached to their
management and look forward to a long term association with the organization. The
management must respect the employees to avoid a culture where the employees just
work for money and nothing else. They treat the organization as a mere source of earning
money and look for a change in a short span of time.
3. LABOUR MARKET CHANGES :
INTRODUCTION:
A labour market in an economy functions with demand and supply of labour. In

this market, labour demand is the firm's demand for labour and supply is the worker's
supply of labour. The supply and demand of labour in the market is influenced by
changes in the bargaining power. Labor markets continue to be affected by three principal
forces of change: globalization of competition; technological advances; and changes in
the demographic structure of the workforce. Some industries, such as construction, are
very sensitive and prone to peaks and troughs, as well as significant regional variations.
Despite economists’ best efforts, some changes are not foreseen, making some labour
market predictions, especially in the long-term, unreliable, and vulnerable to, for
example, changes in government policy or world events. Everyone needs to be aware of
skill shortage areas and of the fact that employers expect an increasingly better qualified
workforce. Young people need to fulfill their academic Potential and develop strong
employability skills to compete in the job market.
Definition :
A labor market is the place where workers and employers interact with each other. In
the labor market, employers compete to hire the best, and the workers compete for the
best satisfying job
Page 7
: IMPORTANT CLASSIFICATION OF LABOUR MARKET SUGGESTED

BY CLARK KER :
A. THE PERFECT MARKET:
This kind of market is made up of a large number of relatively small and

undifferentiated buyers and sellers. There is a complete freedom of entry and exit,
complete knowledge and complete mobility of all resources within the market area.
Under such circumstances, the single price prevails and the market is regularized.
B. THE NEO-CLASSICAL MARKET:

The neo-classical market recognizes the existence of ‘imperfections.’ The supply of skilled wo
C. THE NATURAL MARKET:
In the natural market, the typical worker has a very limited knowledge of the market as a whole a
D. THE INSTITUTIONAL MARKET:
The institutional market is one in which the policies of unions, employers and the
government have more to do with wage movements than free competitive forces. Indeed,
the objective of policies developed by all three unions, employers and the government is
to limit the free operation of the forces of demand and supply. Institutional policies,
rather than the market, set the upper and lower limits of wages and these clearly reduce
the mobility of labor. Uniform wages are often found for a given grade of workers in the
institutions markets but this is because of the influence of institutions and not a result of
the interaction of demand and supply.
Page 8
E. THE MANAGEMENT MARKET:
The objective of management market would be to tie the wage setting and labor
movement more closely together than they are in the natural market. This would proceed
along with the imposition of state controls on wage setting and on allocation of labour.
The long run trend in India has been towards the institutional labor market where the
influence of demand and supply is considerably curtailed by policies of unions,
employers and the government.
: FORCES OF CHANGE
1. Demographics:
Labour force growth has slowed and a retirement bulge looms. Female
participation in the labour force has grown over the last 25 years, but has now plateau.
Immigration is increasingly relied upon to meet the demand for skilled workers and
support economic growth. The ageing of the labour force presents a key challenge. Will
skill needs be met? Will Canadians be able to realize their aspirations (regarding learning,
work, and retirement) in their older years. Our ageing, ‘top heavy’ population has major
implications for the labour market – people will be working for longer. Young people
trying to launch careers will be competing against an older, experienced workforce.
There is increasing demand for scientists and health care workers to deal with the
implications of ill health in the elderly.
2. Technological Change-
Changes in technology have had a number of impacts on the labour market. They
have contributed to the shift in Canada’s industrial structure away from primary and
manufacturing industries and towards services. Mass production systems (large scale,
standardized methods, highly delineated jobs) have been transformed into production
systems characterized by smaller scale, greater flexibility in the organization of work,
greater emphasis on skill, and flatter hierarchies. Technological change has also increased
the demand for highly skilled work relative to that for less skilled work, a phenomenon
referred to in the economics literature as ‘skill-biased’ technological change. As a result
of rapid technological change, companies today face shorter business cycles and truly
global competition. Few industries are safe from disruption. Automation, facilitated by
better artificial intelligence, is poised to have a major impact on jobs. Up to 47 percent of
U.S. jobs in 2010 were rated as highly likely to become computerized in the next 10-20
Page 9
years. Even as old roles are swept away, technology is facilitating the emergence of new
work models that may help solve some of the current labour market issues. It is one of
many solutions emerging and, as in times past, human ingenuity enabled by new
technologies will make our world more prosperous for all.
3. GLOBALIZATION:
The globalization of the economy has been characterized by:
A. more mobile capital (resulting in part from greater protections for foreign investors
in trade agreements such as NAFTA or through the WTO);
B. freer trade in goods and services; enhanced mobility of highly-skilled workers;
enhanced mobility of Human Resource Development –highly-skilled jobs (e.g.,
information technology work for North American companies being located in
Asia);
C. Globalization, by making the markets for goods and services more competitive,
has heightened the need for economic and social policies to foster competitiveness.
D. It has also put a higher premium on workplace practices that support flexibility and
adaptability, such as multi-skilling, teamwork, and pay-for-performance schemes.
E. There is also evidence that globalization has contributed to a reduction in wage
differentials across countries for labour of similar skill, but has (along with
technological change) led to an increase in wage inequality between lower and
higher skill levels within high-wage countries.
F. Fortunately, the present dysfunction and apparent contradictions are spurring
changes.
G. Rather than returning to business as usual after the recession, the labour market is
settling into a new normal.
H. If we chart our course well we can navigate the changing world of work and
unleash new employment opportunities and economic growth for the Fourth
Industrial Revolution.
Page 10
I. SHIFTING DEMOGRAPHICS, DYNAMIC WORKFORCES:
Trends like aging and declining birth rates mean the days of abundant labour are
drawing to an end in much of the world. Sixty percent of people now live in countries
with stagnant or shrinking workforces. China’s working age population peaked in 2010;
by 2050 more than a quarter of its people will be over 65, up from eight percent today. In
Germany, the labour force will shrink by six million workers over the next 15 years—this
is one reason their politicians are more open to migrants. Faced with labour shortages,
employers and policymakers are being forced to think differently about talent sourcing.
In Japan, where a quarter of the population is over age 65 (compared to 15 percent in the
U.S.) As a result of these and other efforts, the labour force has declined by just one
percent over the past decade even though Japan’s “working age” population (traditionally
defined as ages 15-64) has dropped by eight percent. Policymakers elsewhere should take
note - the UN estimates that by 2050, 33 countries will have an older population than
Japan does today. A more intense search for talent is beginning, and we are already
seeing interesting people practices emerge. Aerospace companies, faced with graying
workforces, have pioneered flexible working, phased retirements, “encore careers,” and a
slew of knowledge transfer programs to train the next generation. Companies that can’t
find the talent they need in one country use remote working to employ people elsewhere.
Around the world, employers are experimenting with new policies to better appeal to
underrepresented groups—women, young people, minorities, people with disabilities,
migrants, etc.
II. THE RISE OF INDIVIDUAL CHOICE:
 Theirs is a new mindset. Rather than hanging on to a job for life, the goal today is
to be employable to develop the skills, experience and expertise necessary to
move on or up, regardless of your employer.
 Ideally, this gives people greater choice and flexibility to ride career waves or
slow down at different stages of their longer working lives.
 As employers adapt to this workforce trend, wages and opportunities will
increasingly be dictated by skills, not tenure.
 They are able to manage their own careers and command higher salaries. Helping
this group to up skill is the defining labour challenge of our time, and requires
extraordinary efforts from educators, policymakers and most of all employers.
Page 11
 In the near term, individual choice is causing problems in the labour market.
Companies understandably ask: why should I train you if you’ll leave and work for
my competitor? However, with talent shortages looming, the need to retain
employees may soon tip the balance back towards greater investment in
development programs. By providing learning opportunities, employers become a
talent destination.
 Focusing on employment for life, rather than protecting specific jobs in
companies, will increase workforce mobility, protect the individual and encourage
lifelong learning and development.
4. DISCRIMINATION ADAPTING TO DEMOGRAPHIC CHANGES:
Demographic change is the main reason organizations need to adapt their practices
in order to respond to increasing diversity within labor markets. Diversity alters pools of
potential employees, and the needs of employees, as well as influencing broader business
objectives like service provision. In addition, the constantly changing demographic
profile of the broader population means that organizations need to develop strategies that
will meet the needs and desires of the country’s citizens. In most countries there will be
stakeholder groups interested in workplace issues that include diversity. These include
government agencies interested in work, immigration, government employment bodies,
industry groups, human rights groups, trade unions, specialized stakeholder agencies;
These demographic changes will have profound implications for organizations and
managers in the coming decades. Implications include, the need to have better
understanding and awareness of different cultures including their practices and religious
beliefs; Diversity brings business benefits. people who are adept at social networking and
team-work; social and environmental responsibility; A diverse workforce brings its own
rewards in terms of increasing cultural awareness, sensitivity and awareness in
individuals and firms. There are a number of demographics that can affect a business.
Demographics are various traits that can be used to determine product preferences or
buying behaviors of consumers. Most companies identify their key customers through
these various traits. They then target consumers with like characteristics in their
advertisements and promotions. Targeting consumers with similar demographic
characteristics helps maximize a company's sales and profits.
Page 12
A. INCOME INFLUENCE:
Income is one demographic variable that can affect businesses. A company's

products usually appeal to certain income groups. For example, premium products such as
high-end woman's clothing usually appeal to women with higher incomes. Conversely,
people with comparatively lower incomes are more sensitive to price and, therefore, may
prefer purchasing discount products. People with lower incomes have less disposable
income. Value is a major determinant in the products they purchase. Hence, a company
may best reach lower-income people through discount retailers and wholesalers and attract
higher-income buyers in specialty retail shops.
B.AGE VARIABLES:
Age is another demographic element that impacts businesses. A company's products

and services are more likely to appeal to certain age groups. Younger people under 35 are
often the first consumers to purchase high-tech products like cell phones, electronic books
and video games. The millennial generation is increasing buying power and growing
market share while baby boomers remain a large and viable group as well.
C.GEOGRAPHIC REGION:
People’s buying preferences also vary by geographic region, which is another type
of demographic. Those who meet buyers' needs and requirements in certain geographic
regions can earn higher sales and profits. For example, people often prefer certain food and
drink flavors in certain markets. Companies that sell the flavors consumers desire in
various areas are more likely to profit. Those who do not offer these flavors may risk
losing customers to other competitors.

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R21 Regulations

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY ANANTAPUR

MASTER OF BUSINESS ADMINISTRATION

Course Code Specialization Elective- I L T P C

Implementation & Evaluation of HRD programs: Training methods - Classroom training

Career Management and Development: Introduction to Career management, meaning - Stages of

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY ANANTAPUR

MASTER OF BUSINESS ADMINISTRATION

INTRODUCTION TO HUMAN RESOURCE DEVELOPMENT

It refers to the vast field of T&D provided by organizations to increase

Human resource development means building 3CS – Capabilities, commitment &

CAPABILITY-Capability building requires developing the knowledge & skills of a

COMMITMENT-Commitment comes through desire to excel (proficient in an activity),

ACCORDING TO UDAI PAREEK& T.V RAO

ACCORDING TO HARRIS & DESIMONE

A set of systematic & planned activities designed by an organization to provide its

ACCORDING to SOUTH PACIFIC COMMISSION

2. SIGNIFICANCE OF HUMAN RESOURCE DEVELOPMENT

Develops competent HR employee commitment job Satisfaction

1. DEVELOPS COMPETENT HR:

Competence is the ability of an individual to do a job properly. Development people

Performance development is the on-going process between supervisor & employee

All successful business understands how important productivity is in a work

1. To develop capability of all individuals working in an organization in relation

OTHER OBJECTIVES OF HRD

It means the ability skills& competencies of an individual to seek gainful employment

Continuous training that develops the professional skills of employees plays an

4. HUMAN RESOURCE MANAGEMENT AND HUMAN RESOURCE DEVELOPMENT

PRIMARY HRM FUNCTIONS

1. HUMAN RESOURCE PLANNING:

2. EQUAL EMPLOYMENT OPPORTUNITY:

3. STAFFING RECRUITMENT SELECTION:

OTHER FUNCTIONS OF HRM:

To reach plans & programs to employment HR must design & develop

It helps the HR manager to evaluate the control the performance of the HR

: HUMAN RESOURCE DEVELOPMENT FUNCTIONS

It focus on changing or improving the knowledge skills & attitudes of

It is defined as the process of enhancing the effectiveness of an organization &

It is an on-going process by which individuals progress through a series of

6. HUMAN RESOURCE DEVELOPMENT CHALLENGES

1. Increasing workforce 2. Computing In A Global

3. Eliminating the skill gap

A.INCREASING WORK FOCE DIVERSITY:

Today organizations are facing the problem of diversity of the employees in

B.COMPUTING IN A GLOBAL ECONOMY:

for better communication & conduct differently in different countries. Additionally

C.ELIMINATING THE SKILL GAP:

Many companies have started internships apprenticeship and vocational

HRD NEED ASSESMENT & DESIGNING OF HRD PROGRAMS

Introduction About Need Assessment: Need assessment is a process by which an

A Need Assessment Can Identify: An organization goals & effectiveness in reaching

1. STRATEGIC/ORGANIZATIONAL ANALYSIS: Need assessment at the

COMPONENTS OF ORTGANISATIONAL/STRATEGIC NEED ANALYSIS

According to IRWIN GOLDSTEIN an organizational analysis should be identify

Organizational goals organizational resources organizational climate

A.ORAGANISATIONAL GOALS: Understanding the organizational goals & strategy

B.ORGANISATIONAL RESOURCES: An awareness of the organizational resources is

C.ORGANISATIONAL CLIMATE: The climate within the organization is an important

advantages Of Conducting An Organizational/Strategic Analysis: