module 4 human resource dev

8/2/2019 Module 4 Human Resource Dev

1/58

eve ope resente y:

Prof. Ram N. Koner

30.07.2009 1Prof. Ram N.Koner

Digitally signed by Prof. Ram N.KonerDN: CN = Prof. Ram N. Koner, C =USDate: 2009.08.05 09:52:51 +05'30'


2/58

Tracing HR Development Ancient India

1. One can trace the ancient Indian education to the 3rd

centur BC. In the ancient da s sa es and scholars

imparted education orally, but after the development ofletters, it took the form of writing. Palm leaves and barks

of trees were used for education, and this in turn helped

spread the written literature.2. Temples and community centers took the role of school

3. With the spread of Buddhism, world famous educational

nst tut ons were esta s e , t us e ucat on ecamebecame available to all through, Nalanda, Vikramshila

.

30.07.2009 2


3/58

30.07.2009 3


4/58

Tracing HR Development Ancient India

4. Plastic Surgery was invented in India 125 types of

surgical instruments existed5. The science of mathematics was gifted to the world

y n a

6. In the 11th

Century, Muslims established elementaryan secon ary sc oo s s e o e es a s men

of Universities in cities like Delhi, Lucknow and

.

7. With the arrival of the British, English education

s read.

30.07.2009 4


5/58

Business Environment

1. Fierce competition

2. Rising demand for cost-effective solutions/services

3. Rising demand for higher quality of service/product

4. Stringent standards for adherence to regulatory requirements

5. Shortage of trained human resourceere s a cont nuous nee or us nesses to:

a) Evolve strategies for sustainable long-term growth

re c an manage c anges n us ness env ronmenc) Create unique identities that set them apart in the market

human resources30.07.2009 5


6/58

Present Indian Education S stem India has inherited a system of education from the British,

w c genera es an asp ra on or w e-co ar occupa on.

If India has to make best possible use of the industrial

, -

workforce.

White collar: Its getting dirty

Gre Collar: The knowled e workers are comin u

Blue Collar: entry level, skilling, re-skilling before exit

Rust Collar: This is the largest in our country (approx. 280

million the drop outs

30.07.2009 6


7/58

Often Asked uestions Are we in the right business?

Do we have the right people?

Are we in the right industries?

Are we in the right states?

Given the same country climate, why are we wherewe are?

Is it because we have/lack?

Purpose Values

30.07.2009 7


8/58

Definition of HRDA set of systematic and planned activities designed by

an organ zat on to prov e ts mem ers w t t e

necessary knowledge and skills to meet current and

.

1. Human Resource is the backbone of any

2. Properly trained and highly skilled human resource

is the reatest asset of an or anization

3. They contribute to efficiency, growth, increased

roductivit and market re utation of an

organization

30.07.2009 8


9/58

Definition of HRD To increase effectiveness and potential of

human units Individuals,

Roles,

Dyads Teams,

Inter teams and

Organization

30.07.2009 9


10/58

Value Process of Human Resource Development INDIVIDUAL

Self Mana ement -Goal Orientation

Competence Building - KSA Advancement Potential Identification & Develop

ROLE

Optimal Stress Stretched Goals Linkages Importance Of Role

Autonomy Decision, Initiatives

Trust

Communication Give And Receive Feedback30.07.2009 10


11/58

HRD Systems

PMS A raisal to Process Mana ement

Career System Career Plan, Mentoring

Development Development Of Human

Culture Values in Action

Self Renewal Self Examine, OD,Research Orientation

30.07.2009 11


12/58

Developing Competencies

What is Competency?,

knowledge and personal attributes that are

deemed essential for success. They distinguish

.

30.07.2009 12


13/58


14/58

Components of Competency

brought to the job, representing the essential foundationu on which knowled e and skill can be develo ed.

Behavior: The observable demonstration of some

com etenc skill knowled e and ersonal attributes. It

is an essentially definitive expression of a competency in

that it is a set of action that, presumably, can be observed,

taught, learned, and measured.

30.07.2009 14


15/58

Types and Levels of Competencies

Technical/ Functional Basic

Human Relations

Advanced

Conceptual Expert

30.07.2009 15


16/58

Understanding Human Resource Development1. Work-relevant Competencies have emerged as a promising

conce t for makin human skills knowled e and abilities

manageable and addressable in a wide range of applicationareas

2. Such competencies provide adequate approximation of

human performance as they can represent a set of skills,now e ge, an a t es t at e ong toget er an as

competencies go beyond mere knowing towards work-

3. HR managers need to activate learning goals and outcomes

perspective via the competency abstraction30.07.2009 16


17/58

KSAs, Knowledge, Skills and Abilities arestatements related to the unique

necessary for the successful performance of

a position. The primary purpose of KSAs is to measure

those qualities that will set one candidate

apart rom t e ot ers.

30.07.2009 17


18/58

Definition of KSA

Knowledge: an organized body of information, usually of a

ac ua or proce ura na ure w c , app e , ma es a equa e

performance on the job possible, e.g., knowledge of EEO andersonnel laws re ulations etc

Skill: the proficient manual, verbal, or mental manipulation of

data or things. Skills are measurable through testing, can beobserved, and quantifiable, e.g., skill in counseling,

negotiation

y: e power or capac y o per orm an ac v y or as athe present time. Abilities are evidenced through activities or

behaviors that are similar to those re uired on the ob e. .

ability to plan and organize work.

30.07.2009 18


19/58

HRM vs. HRDOrganizations are driven by human capital and it

s cruc a o ave a sc en c oo a s ac or

of production.

HRM: Deals with optimum utilization of

human capital An integrative & supportive function

-

gradation of human capital

30.07.2009 19


20/58

HRM vs. HRD HRM takes the stock of human capital as

different processes /activities such that output

.

HRD on the other hand tries to bring aboutqua a ve c anges n s s oc o uman

capital in accordance with the needs of the

organ za on rea s ra eg c an corpora eobjectives. It tries to mould the stock as per

requ remen s

30.07.2009 20


21/58

A Telescopic View of HRD

of HRM

Operative Functions of HRM

of HRM

Employment HR Dev. Comp. Mgmt. Human Relations

Org design

Perf. App. Job EvaMotivaton

Planning

Job desi n

Training WagesJob satisfaction

Selection

Job anal sis

Career pl Perks Communication

GrievanceInduction

30.07.2009 21Discp. action

Placement

Quality of Life

Industrial Relations


22/58

Relationship Between HRM & HRD

encompasses many functions

one of the functions within HRM

30.07.2009 22


23/58

Primary Functions of HRM

Equal employment opportunity

ta ng recru tment an se ect on

Compensation and benefits Employee and labor relations

Health, safet , and securit

Human resource development

30.07.2009 23


24/58

Secondary Functions of HRM

Organization and job design

Performance management/ performance

a raisal s stems Research and information systems

30.07.2009 24


25/58

Evolution of HRD

Early vocational education programs

ar y actory sc oo s

Early training for unskilled/semiskilled Human relations movement

Establishment of trainin rofession

Emergence of HRD

30.07.2009 25


26/58

Early Apprenticeship Programs

Artisans in 1700s

Artisans had to train their own workers

Guild schools Early workmens unions)

30.07.2009 26


27/58

Early Vocational Education Programs

1809 DeWitt Clintons manual school

1863 President Lincoln si ns the Land-

Grant Act promoting A&M colleges

-for vocational education at the state level

30.07.2009 27


28/58

Early Factory Schools

trained workers to design, build, and repairmachines used b unskilled workers

Companies started machinist and mechanical

schools in-house Shorter and more narrowly-focused than

apprenticeship programs

30.07.2009 28


29/58

Early Training for Unskilled & Semiskilled Workers

Mass production

Production line one task = one worker

Retool & retrain

ow, e , o, ec

30.07.2009 29


30/58

Human Relations Movement

Factory system often abused workers

Human relations movement promoted better

working conditions Start of business & management education

Tied to Maslows hierarch of needs

30.07.2009 30


31/58

Establishment of Training Profession

Outbreak of WWII increased the need fortrained workers

Federal government started the Training

Within Industr TWI ro ram 1942 American Society for Training

30.07.2009 31


32/58

Emergence of HRD

classroom Incl des co chin ro ork nd roblem

solving

Need for basic em lo ee develo ment Need for structured career development

Society for Training and Development

30.07.2009 32


33/58

Line vs. Staff Authority

Line Authority given to managers directly

services (direct function)

a u or y g ven o un s a a v se

and consult line units

30.07.2009 33


34/58

Limits of Authority

HRM & HRD units have staffauthorityOverhead function

Line authority takes precedence

you authorize?

30.07.2009 34


35/58

HRD Functions

Trainin and develo ment (T&D)

Organizational development

30.07.2009 35


36/58

Training & Development

Training improving the knowledge, skillsand attitudes of employees for the short-term,

particular to a specific job or task e.g.,

Employee orientation Skills & technical training

Coachin

Counseling

30.07.2009 36


37/58

Training & Development

Development preparing for future,

capacity to perform at a current job

Supervisor development

30.07.2009 37


38/58

Organizational Development

The process of improving an organizationseffectiveness and members well-beinthrough the application of behavioral science

concepts and techniques Focuses on both macro- and micro-levels

HRD plays the role of a change agent

30.07.2009 38


39/58

Career Development

On oin rocess b which individuals

progress through series of changes until theyachieve their personal level of maximumachievement.

Career planning

Career management

What about retention of em lo ees? Whose

ROLE and RESPONSIBILITY is it?

30.07.2009 39


40/58

Critical HRD Issues

Strate ic mana ement and HRD

The supervisors role in HRD

30.07.2009 40


41/58

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

30.07.2009 41


42/58

Supervisors Role in HRD

Implements HRD programs and procedures- -

Coaching/mentoring/counseling

areer an emp oyee eve opmen

A front-line participant in HRD

30.07.2009 42


43/58

Org. Structure of HRD Division

,

maturity

Depends in large part on how well the HRD

manager ecomes an ns u ona par o e

company i.e., a revenue contributor, not just

a revenue user

30.07.2009 43


44/58

HRD Organization in a Large Corporation

Director

Human Resource Development

HRD

Research & Evaluation S ecialist

HRD

Pro ram Develo er

Management Development

Specialist

Skills Training

Administrator

Organization Development

Specialist

Career Development

Counselor

On-the-job Training

CoordinatorSafety Trainer Sales Trainer

30.07.2009 44


45/58

HRs Strategic Advisor Role

Consults with corporate strategic thinkers

Helps to articulate goals and strategies

Develops HR plans

Develops strategic planning education and

trainin ro rams

30.07.2009 45


46/58

HR Systems Designer/Developer

Assists HR manager in the design anddevelo ment of HR s stems

Designs HR programs

Plans HR implementation actions

30.07.2009 46


47/58

Organization Change Agent

eve ops more e c ent wor teams

Improves quality management

Implements intervention strategies

Develo s chan e re orts

30.07.2009 47


48/58

Organization Design Consultant

Designs work systems

Develops effective alternative work designs

Implements changed systems

30.07.2009 48


49/58

Learning Program Specialist

Identifies needs of learners

Develops and designs learning programs

Prepares learning materials and learning aids

Develops program objectives, lesson plans,

and strate ies

30.07.2009 49


50/58

Instructor/Facilitator

Presents learning materials

Leads and facilitates structured learning

experiences

Selects a ro riate instructional methods andtechniques

30.07.2009 50


51/58

Develops individual assessments

ac tates career wor s ops

Provides career guidance

30.07.2009 51

f l h


52/58

Performance Consultant (Coach)

Advises line management on appropriateinterventions to im rove individual and rou

performance

Develops and provides coaching designs

mp emen s coac ng ac v es

30.07.2009 52

R h


53/58

Researcher

Assesses HRD practices and programs

Determines HRD program effectiveness

Develops requirements for changing HRDprograms to address current and future

problems

30.07.2009 53

Ch ll f HRD


54/58

Challenges for HRD

Changing workforce demographics

Eliminating the skills gap

ee or e ong earn ng

Need for organizational learning

30.07.2009 54

N d f O i ti l L i


55/58

Need for Organizational Learning

Or anizations must be able to learn ada t

and change

Systems thinking

Mental models

Team learning

30.07.2009 55

A F k f HRD P


56/58

A Framework for HRD Process

e orts s ou use t e o ow ng our

phases (or stages):

Needs assessment

Desi n Implementation

30.07.2009 56

S f HRD


57/58

Summary of HRD

HRD is too important to be left to amateurs

,

revenue user

s ou e a cen ra par o company

You need to be able to talk MONEY

30.07.2009 57


58/58

Thank You!!!

30.07.2009 58

module 4 human resource dev

Documents