HRM Chap 1

Introduction to
Human Resource
Development
By:
Salim Shirzai
MBA
Outline
 Introduction  Role and Significance of HRD
 History of HRM  Management or HRD Unit
 Development Process  Focus of the HRD System
 HRD as a Separate Personnel  Structure of HRD System
Discipline
 Role of HRD Manager
 HRM and HRD
 Role of Consultants in HRD
 HRM versus Personnel
Management  Line Managers and HRD

 HRD Concept  HRD Culture

 Objectives of HRD
History of HRM
• HRM origin dates back to 400 B.C. Minimum wage and
incentive wage plans were in Babylonian Codes of Division of
Labour.
• Reviewing the history, it is observed that great importance
had been given to personnel management by business
expansion, labour strategies and higher wages rate during
World War I
Development Process
• Tracing the history, we find that personnel function derived from introduction of
welfare and charitable activity. Initially, it was perceived as moral duty and later
it was considered as the precondition for industrial efficiency. Second
development sprung from the employers’ endeavors to cope with challenges of
trade unionism. Third phase could be attributed to the development of the
concept of humanization of work. Following are the factors for HRM:
• Technological Changes
• The rise of competition
• The rise of consumerism
• Social changes
• Political changes
• Structural changes
• The history of evolution of personnel management in India is not very old.
The Royal Commission on labour in 1931 appointed Labour Officers to deal
with recruitment. The Factories Act 1948, statutory made it obligatory for
the industries. Today personnel management function in India
encompasses welfare, industrial relations, personnel administration HRD
etc. General areas of personnel vs HRD professionals can be grouped
under five major heads as:
1. Determining and staffing for employment need
2. Measuring performance and developing employee potential
3. Preserving effective employee-management relationships
4. Uncovering and resolving employee problems
5. Anticipating and coping with organization change
HRD as a Separate Personnel
Discipline
• First we need to know about the history of HRD. Kurt Lewin’s
(1947) studies of behavior of small groups and setting up of
National Training Laboratories laid the foundation for HRD
profession, which till late 1940. in 1969, the Handbook of
Structured Experiences for HR training was published by
University Associates giving structured. Subsequently
Handbook for Group Facilitation in 1972 and 1973 furthered
the development of training and org development.
HRM and HRD
• The Factors which developed the concept of HRD by replacing the
traditional concept of labour welfare and personnel management are:
1. Searching for Competitive Advantage 1985
2. Models of Excellence: HRM was isolated from traditional personnel
management function
3. Failure of Personnel Management: failed to promote potential
benefits of effective management of people.
4. Decline in Trade Union Pressure: Changing economic and political
climate around the world resulted in decline in trade union pressure
on management.
5. Changes in Workforce and the Nature of Work:
HRM versus Personnel
Management
• HRM is a distinctive approach and it is possible to distinguish it from
traditional personnel management in three different ways as follows:
1. The first approach is by simple retitling of personnel management,
as many companies did by renaming their personnel department as
HR department
2. The second approach is by reconceptulizing and reorganizing
personnel roles in line with the conceptual framework of Harvard
Business School (1985).
3. The third approach designates HRM as a distinctively different and
new approach for management. HR is the total knowledge, skills,
creative abilities, talents, aptitudes, values, attitudes and beliefs of
the people.
HRD Concept
• HRD is concerned with an organized series of learning
activities, within a specified time limit, designed to produce
behavioral change in the learner (Naddler, 1969).
• HRD is a process which helps employees of an organization to
improve their functional capabilities, to harness their inner
potentialities.
• Training
• Training concerns people already employed with the
organization. Training program should be such, so as to enable
the individual to perform more effectively in his present job.
• Education
• Education experiences benefit those who are required to be
gradually equipped for other positions in the organization.
HRD is future oriented for identifiable job positions.
• Development
• The development component of HRD is conducted for a future
unidentified job.
Objectives of HRD
1. To develop capabilities of all individuals working in org in relation
to their present role
2. To develop capabilities of all such individuals in relation to their
future role
3. To develop better interpersonal and employer-employee
relationships in org
4. To develop team spirit
5. To develop coordination among different units of an org
6. To develop organizational health by continuous renewal of
individual capabilities, keeping pace with the technological change
Role and Significance of HRD
• For any dynamic and growth-oriented org to survive in a fast-
changing environment, HRD activities play a very crucial role.
• The role and significance of HRD can further be appreciated
when we consider different system of HRD like performance
appraisal, career planning and development, manpower
planning, management succession and development, training.
Management or HRD Unit
• It is pertinent to mention that Indian that Indian organizations,
by and large, have functions integrated with HRD functions,
except for a few who have separate HRD department,
exclusively for HRD functions.
Focus of the HRD System
• Reviewing the definition, role, significance, purpose and objectives of HRD it is
evident that HRD department or an org focus on the followings:
1. Increasing the ‘enabling’ capabilities by developing HR
2. Focus on balanced org culture by conducting periodic survey, workshops,
discussions stimulating openness, mutual trust, team spirit
3. Focus on learning contextual factors from different professional bodies
4. Focus on periodic reviewing of HRD with other corporate functions like production,
marketing, finance, material, corporate planning
5. Focus on integrating HRD with other corporate functions like production, marketing,
finance, material, corporate planning etc
6. Focus on diffusion of HRD function involving line mangers in various HRD aspects
like training of subordinates, performance appraisal, promotion, placement,
selections, career planning
Structure of HRD System
• The precise organizational plan for an HRD department
depends on the type of organization and the size or org.
• Followings are three types of HRD structures:
Role of HRD Manager
1. To assist people in obtaining the knowledge and skills they
need for present and future jobs
2. To play the enabling role by providing the right context
• HRD roles by American Society for Training and Development:
1. Administrator: the role of providing coordination and support
2. Evaluator
3. Individual career development advisor
4. HRD Manager; supporting and leading a group’s work
5. Instructor/facilitator
6. Marketer
7. Material developer
8. Needs analysis
9. Organizational change
10. Programmer designer
11. Researcher
Role of Consultants in HRD
• In HRD, consultant play a a very crucial role in the following
areas:
1. Designing a career plan for employees
2. Manpower planning
3. Training and development
4.
Line Managers and HRD
• Udai Pareek and T.V Rao also emphasized the role of line
mangers in realizing the HRD objective of an organization.
• Line mangers need to ensure that, they create such conditions
in the workplace which enable employees to:
1. Acquire and develop new capabilities
2. Perceive possible outcome of acquiring such new capabilities
3. Assess the self-growth and
4. Enjoy the growth process
• Other Roles of Line Managers:
1. Line managers need to define the capabilities of employees
2. Line mangers facilitate identification of training needs
3. Line managers also play other development roles to motivate people to
learn and take responsibility by continuous coaching
4. Line mangers also identify KRA and KPA
5. On OD identifying required initiatives, by participating in organizational
diagnosis surveys and implementing
6. Line managers also reinforce teamwork and collaboration
7. Finally in career planning and development aslo, line mangers play a cruial
role in identification of career opportunities
• HRD Climate
• HRD climate is the perception of the employees about the prevailing HRD culture in the
organization. To understand the HRD climate, organization often institute a survey with a
structured questionnaire.
• Some of the elements of questionnaire are listed:
1. Does the organization consider employees as the most important resource?
2. Does the org believe in developing competencies of all cross-sections of employees and
initiating action in that direction?
3. To what extent the organization is transparent in communication?
4. Are the employees encouraged to take risks?
5. Is there a climate of collaboration, team spirit, mutual trust and confidence?
6. Are the personnel policies supportive in nature?
7. To what extent HRD activities are development-oriented?
• HRD Matrix
• HRD matrix is the interrelationship between HRD practices
and organizational effectiveness. HRD practices generate HRD
processes, which result in HRD outcomes that contribute to
organizational effectiveness.
Reference
Thank
You