Human Resource

Development
Emerging with
development of Human
Resource
HRD Concept
• HRD is an organized learning
experience
• Aimed at matching the
organizational need for Human
Resource with the individual
need for career Growth and
development.
 Emergence of HRD???
• Employee needs extend beyond the
classroom training
• Includes coaching, group work, and problem
solving
• Need for basic employee development
• Need for structured career development
• ASTD changes its name to the American
Society for Training and Development
Relationship Between
HRM and HRD
• Human resource management
(HRM) encompasses many
functions
• Human resource development
(HRD) is just one of the
functions within HRM
Primary Functions of
HRM
• Human resource planning
• Equal employment opportunity
• Staffing (recruitment and selection)
• Compensation and benefits
• Employee and labor relations
• Health, safety, and security
• Human resource development
Secondary HRM
Functions
• Organization and job design
• Performance management/
performance appraisal systems
• Research and information
systems
Features
• Planned and systematic Approach.
• Continuous Process of
developing the competencies,
Motivation , Dynamism and
effectiveness of employees.
• Interdisciplinary Concept.
• Carrying micro and Macro
Aspects.
Distinction between PM & HRD
Pt of distinction Personnel Function HRD

Integrated system consisting

Independent function with
Status of interdependent sub-
independent sub functions
system

Orientation Service and reactive function Proactive Function

Improve the efficiency of people Develop the total

Aims
and administration organization and it’s culture

Focuses on salary, economic Focuses on autonomous

rewards, job simplification and work group, job challenges
Incentive used
job specialization of motivating and creativity for motivating
people people.

Responsibility Of Personal manager Of All managers

Consider improved
Consider improved satisfaction
Morale and productivity performances as the cause of
and morale as cause of
relationship improved satisfaction and
improved performance
morale
Objective
• To provide a comprehensive framework and
methods for the development of human resources
in an origination.

• To generate systematic information about human

resources for purposes of manpower planning,
placement, succession planning and the like

• TO increase the capability of an organization to

recruitment.

• To create climate that enable the employee to

discover, develop and use his capability to a
fuller extent, in order to further both individual
and organizational goal.
Sub-system
• Performance appraisal
• Potential appraisal and development
• Feedback and performance counseling
• Career planning
• Training
• Organizational Development
• Rewards and employee welfare
• Quality of work life.
 Need and Significance of
HRD
• Improves capability of people.
• Improves communication system in the organization.
• Helps in organization in procuring the right people at
the right time and in making their effective use.
• Improves employee commitment due to greater
objective in administration of the rewards.
• Provides an opportunities for continuous and all round
growth of employees through succession planning and
career planning.
• Improves collaboration and team work .
• Improves problem solving and adaptation and skills of
employees.
• Generates a lot of useful data which facilitate human
resource planning and control.
Functions of HRD
• Develop an HR philosophy and get the top
management committed to it consistently.
• Inspiring the line manager to have a consistent
desire to learn and develop.
• Plan and design new methods and system of
developing and strengthening the HRD climate.
• Attainment of organizational goal .
• Monitor effective implementation of various HRD
mechanisms.
• Work with union and associations and inspire
them.
• Conduct HR based research and development.
• Influence personnel policies by providing
necessary inputs to the top management.
Major Functions of HRD
13

• Training and development (T&D)

• Organizational development
• Career development
Principle of HRD
• Corporate policy on human resource .
• Commitment of top management.
• Sound planning.
• Conducive planning.
• Competent functionaries.
• Gradual approach.
• Sharing experience.
• Regular monitoring.
Training and
Development (T&D) 15

• Training – improving the

knowledge, skills and attitudes of
employees for the short-term,
particular to a specific job or task –
e.g.,
• Employee orientation
• Skills & technical training
• Coaching
• Counseling
Training and
Development (T&D) 16

• Development – preparing for

future responsibilities, while
increasing the capacity to
perform at a current job
• Management training
• Supervisor development
Organizational
Development 17

• The process of improving an

organization’s effectiveness and
member’s well-being through the
application of behavioral science
concepts
• Focuses on both macro- and
micro-levels
• HRD plays the role of a change
agent
Career Development 18

• Ongoing process by which

individuals progress through
series of changes until they
achieve their personal level of
maximum achievement.
• Career planning
• Career management
Learning & Performance
19
Critical HRD Issues
• Strategic management and HRD
• The supervisor’s role in HRD
• Organizational structure of HRD
Strategic Management
& HRD
• Strategic management aims to
ensure organizational
effectiveness for the foreseeable
future – e.g., maximizing profits
in the next 3 to 5 years
• HRD aims to get managers and
workers ready for new products,
procedures, and materials
Supervisor’s Role in HRD
• Implements HRD programs and
procedures
• On-the-job training (OJT)
• Coaching/mentoring/counseling
• Career and employee
development
• A “front-line participant” in HRD
Organizational Structure
of HRD Departments
• Depends on company size,
industry and maturity
• No single structure used
• Depends in large part on how well
the HRD manager becomes an
institutional part of the company
– i.e., a revenue contributor, not
just a revenue user
Sample HRD Jobs/Roles
• Executive/Manager
• HR Strategic Advisor
• HR Systems Designer/Developer
• Organization Change Agent
• Organization Design Consultant
• Learning Program Specialist
Sample HRD Jobs/Roles
–2
• Instructor/Facilitator
• Individual Development and
Career Counselor
• Performance Consultant (Coach)
• Researcher
HR Manager Role
• Integrates HRD with organizational
goals and strategies
• Promotes HRD as a profit enhancer
• Tailors HRD to corporate needs and
budget
• Institutionalizes performance
enhancement
HR Strategic Advisor
Role
• Consults with corporate
strategic thinkers
• Helps to articulate goals and
strategies
• Develops HR plans
• Develops strategic planning
education and training programs
HR Systems
Designer/Developer
• Assists HR manager in the
design and development of HR
systems
• Designs HR programs
• Develops intervention strategies
• Plans HR implementation
actions
Organization Change
Agent
• Develops more efficient work
teams
• Improves quality management
• Implements intervention
strategies
• Develops change reports
Organization Design
Consultant
• Designs work systems
• Develops effective alternative
work designs
• Implements changed systems
Learning Program
Specialist
• Identifies needs of learners
• Develops and designs learning
programs
• Prepares learning materials and
learning aids
• Develops program objectives,
lesson plans, and strategies
Instructor/Facilitator
• Presents learning materials
• Leads and facilitates structured
learning experiences
• Selects appropriate
instructional methods and
techniques
• Delivers instruction
Individual Development
and Career Counselor

• Assists individuals in career

planning
• Develops individual
assessments
• Facilitates career workshops
• Provides career guidance
Performance Consultant
(Coach)
• Advises line management on
appropriate interventions to
improve individual and group
performance
• Provides intervention strategies
• Develops and provides coaching
designs
• Implements coaching activities
Researcher
• Assesses HRD practices and
programs
• Determines HRD program
effectiveness
• Develops requirements for
changing HRD programs to address
current and future problems
Challenges for HRD
• Changing workforce
demographics/ managing
diversity.
• Competing in global economy
• Eliminating the skills gap
• Need for lifelong learning
• Need for organizational learning
Competing in the Global
Economy
• New technologies
• Need for more skilled and
educated workers
• Cultural sensitivity required
• Team involvement
• Problem solving
• Better communications skills
Need for Lifelong
Learning
• Organizations change
• Technologies change
• Products change
• Processes change
• PEOPLE must change!!
Need for Organizational
Learning
• Organizations must be able to
learn, adapt, and change
A Framework for the
HRD Process
HRD efforts should use the
following four phases (or stages):
• Needs assessment
• Design
• Implementation
• Evaluation
Designing HRD System
Focus of the system

• Focus an enabling capabilities

• Balancing adaptation and
changes in the culture
• Attention to contextual factors
• Building linkages with other
functions
• Balancing specialization and
diffusion of functions
Structure of the system .

• Establishing the identity of HRD

• Ensuring respectability for the
function
• Balancing differentiation and
integration
• Establishing linkage mechanisms
• Developing monitoring mechanisms
Functioning of the system.

• Building feedback and

reinforcing mechanisms
• Balancing quantitative and
qualitative decisions
• Balancing internal and external
expertise
• Planning for the evolution of
HRD