shf-hrd
TRANSCRIPT
HUMAN RESOURCE DEVELOPMENT
INTRODUCTION :
HRD Definitions
1) National HRD Definition: Dr. T.V. Rao-1985: HRD is a process in which the
employees of an organization are continuously helped in a planned way to acquire or
sharpen their capabilities and to develop their general enabling capabilities as individuals
so as to perform various tasks and functions associated with their present and future
expected roles.
2) Western HRD Definition: Swanson and Holton-2001: HRD is a process for
developing and unleashing human expertise through organization development and
personnel training and development for the purpose of improving performance.
3) Global HRD definition; Mclean and McLean-2001: HRD is any process or
activity that, either initially or over the long term, has the potential to develop work based
knowledge, expertise, productivity and satisfaction, whether for personal or group/team
gain, or for the benefit of an organization, community, nation, or ultimately, the whole of
humanity.
4) New HRD Definition: Lynham and Cunningham-2004: HRD is a process or
processes of organized capability and competency based learning experiences undertaken
by employees within a specified period of time to bring about individual and
organizational performance improvement, and to enhance national economic, cultural, and
social growth.
ISTRUMENTS OF HRD
Better relationship
Leadership
dev.
Educattion
Job enrichment
Team building
Dev of tech
Career planning
T&D
HRD
FEATURES OF HUMAN RESOURCE DEVELOPMENT
The essential features of human resource development can be listed as follows:-
1. Human resource development is a process in which employees of the organizations
are recognized as its human resource. It believes that human resources is most
valuable asset of the organisation.
2. It stresses on development of human resources of the organisation . It helps the
employees of the organisation to develop their general capabilities in relation to
their present jobs and expected future role.
3. It emphasis on the development and best utilization of the capabilities of
individuals in the interest of the employees and organisation.
4. It helps in establishing / developing inter-personal relations. It stresses on
developing relationship based on helps trust and confidence.
5. It promotes team spirit among employees.
RESOURS
MGMTHUMAN
HRD
6. It tries to develop competencies at the organization level. It stresses on providing
healthy climate for development in the organization.
7. HRD is a system. It has several sub-systems. All these sub systems are inter related
and interwoven. It stresses on collaboration among all the sub-systems.
8. It aims to develop an organization culture in which there is good, senior –
subordinate relations motivation quality and sense of belonging.
9. It tries to develop comprehence at individual, interpersonal, group and
organizational level to meet organizational goal.
10. It is an inter-disciplinary concept. It is based on the concepts, ideas and principles
of sociology, psychology, economics etc.
11. It form on employee, welfare and quality of work life. It tries to examining identify
employee needs and meeting them to the best possible extent.
12. It is a continuous and systematic learning process. Development is a life, long
process which never ends.
Mr. Harald Richter, Head, Department of Senior Executives of Bayer AG, has
mentioned following eight characteristics relating to HRD:
1. The people have capabilities to learn. They can be developed by providing them
learning opportunities.
2. Investment, in human resource development can be considered as long term
investment. By investing in development of human resources long term refund can
be increased.
3. Human resources can be developed through proper education and training system.
HRD is not only the responsibility of the country. Industry will have to play a vital
role by stressing on HRD activities.
4. It is a long term approach. There is no short cut to HRD.
5. It requires common understanding between people, industry, trade unions and
government.
6. It is required at all levels . It stresses that there is constant need of retraining and
development of people to adapt to new technologies.
7. It provides possibilities for training. It stresses that on the job training, is better than
class room training.
8. It depends upon needs of the industry. HRD assists in meeting the objectives of
individuals as well as organization. So, pace of growth of HRD depends upon the
industry's needs.
Objectives of HRD
1) Equity: HRD seeks to develop all employees irrespective of caste, colour, creed,
religion, language, race, culture, etc. HRD must provide equal opportunities to all
employees in matters of career planning and development, career management,
promotion, reward, training and development, quality of work life, etc. to enhance their
professional abilities.
2) Employability: Employability means the ability, skills and competencies of an
individual employee to seek gainful employment anywhere of his own. HRD needs to
continuously upgrade the skills of the employees to keep them motivated, engaged and
retained but also make them employable.
3) Adaptability/Competitiveness: HRD facilitates the adaptability of employees to
organizational change, which takes place on continuous basis. Therefore providing proper
training is very important.
The main objectives of HRD are as follows:
1. To develop the capabilities and comprehences of human resources in relation to the
present job.
2. To develop capabilities and competencies, of human resources in relation to their
expected future role.
3. To build up competencies at individual interpersonal , group and organisational
levels to meet the individual and organisation goals.
4. To help the development of people and their maximum utilization in the interest of
society and nation.
5. To help the employees to plan their career.
6. To develop team spirit and interpersonal relation among employees in the
organization.
7. To providing the employees a climate for job enrichment, opennes,, innovation,
increawed communication etc.
8. To motivate the employees for their contribution by suitable rewards.
9. To ensure the availability of competent and committed people to occupy key
position at higher level.
10. To achieve better organization (OD) system so that organization can respond to
changes effectively.
11. To develop a suitable human resource information system to objective data on
employees / HR.
12. To increase organizational effectiveness i.e. higher productivity, lower costs, more
profits, better organization image.
13. To develop an organizational culture.
BENEFITS OF HUMAN RESOURCE DEVELOPMENT
Human resource development now-a-days a days is considered as the key to higher
productivity better relahons and greater profitability for any organisation appropriate HRD
provides unlimited benefits to the concerned organisation. Some of the important benefits
are being given here.
1. HRD makes people more competes HRD develops new skill, knowledge and
attitude of the people in the concern organisations.
2. With appropriate HRD programme people become more committed to their jobs.
People are assessed on the bests of their performance by having a acceptable
performance appraisal system.
3. An environment of must and respect can be created with the help of human resource
development.
4. Acceptability towards change can be created with the help of HRD. Employees
found them selves better equipped with problem solving capabilities.
5. It improves the all round growth of the employees. HRD also improves term spirit
in the organisation. They become more3 open in their behaviour. This, now values
can be generated.
6. It also helps to create the efficiency culture in the organisation. It leads to greater
organisational effectiveness, resources are property utilised and goals are achieved
in a beltir way.
7. It improves the participation of worker in the organisation. This improve the role of
worker and workers feel a sense of pride and alievement while performing their
jobs.
8. It also helps to collect useful and objective data on employees programmes and
policies which further facilitate rather human resource planning.
Hence it can be concluded that HRD provides a lot of benifits in every organisation.
So, the importance of concept of HRD should pre – recognised and given a place of
eminence, to face the present and future challenges in the organisation.
Goals of HRD
1) Facilitating organizational effectiveness: To ensure that adequate number of
persons with sound industry background and experience are place din the managerial and
supervisory levels to facilitate organizational effectiveness. Leadership qualities in the
employees help to facilitate this goal in a relatively easy manner.
2) Enhancing quality and productivity: HRD should aim at providing equal
opportunities to employees to move up in the organization on the basis of their
performance and ability to enhance quality and productivity.
3) Promoting individual growth and development: The employee’s confidence in the
personnel practices must be trusted so as to promote individual growth and development.
4) Integrating people into business: Jobs should be enlarged and enriched so that it
gives way for team work providing for new and varied skills thus making the work more
satisfying and meaningful. This will ensure integration of human resources into business.
Characteristics of HRD
HRD is a process
HRD is a continuous and planned development effort
HRD develops capabilities and competencies at individual and organizational level
The ultimate object of HRD is to contribute to the professional well-being,
motivation and pride of employees.
Need for HRD
1) HRD is needed to develop competencies
2) HRD is needed to mitigate some of the evil consequences of industrialization
3) HRD is needed to bring about system-wide changes
4) HRD is needed to develop a proper development climate in the organization
Importance /Benefits of Human Resource Development
People are major assets.
Competency can be developed in the people.
HRD provides higher quality of work-life.
HRD emphasizes human well-being and organizational growth.
HRD policies are relationship centered.
HRD fosters commitment through the communication of values.
HRD provides job enrichment
HRD focuses on needs satisfaction through achievement and recognition.
HRD increases awareness of the importance of change management and
adaptability of employees.
Principles of HRD
1) Principle of development of Organizational Capability: HRD systems should help
the organization to increase enabling capabilities. The capabilities include: development
of human resources in all aspects, organizational health, improvements in problem solving
capabilities, diagnostic skills, capabilities to support all the other systems in the
organization, etc.
2) Principle of Potential Maximization: HRD systems should help individuals to
recognize their potential and help them to contribute their best towards various
organizational roles they are expected to perform and excel in it.
3) Principle of Autonomy Maximization: HRD systems should facilitate
decentralization through delegation and sharing of responsibility.
4) Principle of Maximum Delegation: HRD should facilitate decentralization through
delegation and sharing of responsibility.
5) Principle of Participative Decision-making: The process of decision making
should take into consideration the ideas of the employees and hence making it
participative.
6) Principle of Change Management: HRD system should attempt to balance the
current organizational culture with the changing culture.
7) Principle of Periodic Review: There should be continuous review and renewal of
the human resource development function.
Significance of Human Resource Development :
The human resource is the most significant and the only active factor of the
production. All over the factors like capital, materials, buildings, plant & machine etc.
remain inactive unless there are competent people to utilize them for producing goods &
services desired by the society. Human brain which is he creation of nature has limit less
energy to think and art. The goal of achieving, greater quality and higher productivity
depend on the skill of the people.
Developing human resource , upgrading their skills and extending their knowledge
and competencies would lead to organizational development. Therefore, human resource
development is the key to entangling the effecting utilization of intellectual, technological
and entrepreneurial skills of human resource
The concept of Human Resource Development is comparatively of recent origin and is
now used at both macro and micro levels. At the macro level human resource
development is the core of all developmental efforts in the sense the organizational level
human resource development connotes the improvement in the quality of managers and
workers so as to achieve greater quality and higher levels of productivity. However are
shall concentrate on the micro view of Human Resource Development and study the
mechanisms and processes of Human resource development. As stated earlier the term
human resource refers to the knowledge skills, creative abilities, talents, aptitude, values
and believes of an organisations workforce. The most important aspects of human
resources are aptitudly values attitudes and beliefs. But in given situation if these vital
aspects remain same, the other aspects of human resource like knowledge, skill, creative
abilities and talents play an workforce. However enhancement of utilization value of
human resource depends upon improvement of the human resource aspects like skill,
knowledge, creative liabilities and talents and moulding of other aspects like, values,
beliefs aptitude and attitude in accordance with the changing requirements of groups,
organisation and society at large. This process is the essence of human resource
development improves the human resource development improves the utilization values
of anorganisation. The effective performance of an organisation depends not just on the
available resources but its quality and conference as required by the organisation from
time to time. The difference between two nations largely depends upon the level of quality
of human resources.
Similarly, the difference in the level of performance of two organisations also depends on
utilization value of human resources. Moreover the efficiency of production process and
various area of management depend to a greater extent on the level of human resources
development.
HRD assumes significance on view of the fast changing organisational environment and
used of the organisations to adopt new techniques on order to respond to the
environmental changes. The changes environmental factors include. Unprecedented
increase in competition within and outside the country consequent upon the enouncement
and implementation of economic libations. Trends toward market economy are move
prevalent in most of the countries including the while communist countries
These trends towards marketing economy resulting in severe competition not only
among the industries in the globe but also industries within the nation. This competition
allows only the industries *** in all respects to continue in the market and the other
industries are forced to withdraw from the market. The vitality of human resources to a
nation and to industry depends upon the level of its development. Organisations to be
dynamic growth oriented and fast changing should develop their human resources. It is
needless to say that the organisation possessing competent human resources grow faster
and can dynamic. Through the positive personnel policies and programmes motivation the
employees, but their commitment and loyalty but these effort cannot keep the organisation
dynamic and fast changing. It is need less to say that the organisation possessing
competent human resources grow faster and can dynamic. Though the positive personnel
policies and programmes motivation the employees, but their commitment and loyalty but
these efforts cannot kept the organisation dynamic and fast changing.
.
Role and Responsibilities of HRD Professional
The main roles and responsibilities are as follows;
HRD strategic advisor: In this role the HRD professional brings to the attention of the
strategic decision makers the issues concerning an organization’s internal and external
people.
HRD systems designer and developer: this role involves designing and preparing HR
systems for implementation.
Organization change consultant: This role means facilitating the development and
implementation of strategies for transforming organizations.
Organization design consultant: This role involves identifying and organizing the work
required to fulfill organizational strategies so that it makes efficient and effective use of
resources.
Learning programme specialist: In this role learning needs are identified mainly to
design and develop learning programs & materials in various media formats for self-study
and workshop or electronic delivery.
Instructor/facilitator: In this role the HRD professional presents the information, leads
the structural learning experiences and facilitates group discussions and group processes.
Individual development and career consultant: This role involves helping employees
assess their skills, values and goals so they can identify, plan and implement development
actions.
Performance consultant: This role means assisting a group or individuals to add value in
the workplace. It’s a coaching and consulting role.
Researcher: This role involves assessing HRD practices, programs and their impact. It
also means communicating results so that the organization and its people accelerate their
change and development.
Difference between Personnel Management Function and HRD
S.No Personnel Management
Function
Human Resources Development
1. It is a routine, maintenance-
oriented function
It is a continuous, always going on
development- oriented function
2. Its major attention is on
ensuring discipline,
administering perks, welfare,
etc.
Its major attention is on improving
human competencies via improvement
in human processes.
3. It uses ‘training’ as its HRD uses a variety of other
principle mechanism to
develop human competencies.
mechanisms like performance appraisal,
potential appraisal, feedback and
counselling, career planning, etc.
4. It is seen as an independent
function with independent
sub-functions.
HRD is viewed as a sub-system of a
large system, viz., the Human Resource
Management (HRM) and is supposed to
be made up of mutually dependent parts.
5. It is regarded mainly as a
reactive function responding
to the demands of the
organization as and when
they arise
HRD is regarded as a proactive
function. It does not merely cope with
the immediate needs of the organization
but anticipates them and acts on them in
advance in a continuous and planned
way.
6. It is supposed to be the
exclusive responsibility of the
personnel dept.
It is considered as the joint
responsibility of the line managers and
HRD personnel which in turn involves
the employees also.
7. It takes a very narrow view of
its scope and aims at
developing and administering
HRD takes a much wider view of its
scope and aims at developing the total
people only. organization.
8. It aims at increasing people’s
efficiency.
HRD aims at building the right type of
culture in the organization- a culture
that can continuously identify, nurture
and use the capabilities of people.
9. It considers salary, economic
rewards, job simplification
and job specialization as
important motivators.
HRD considers informal organization,
autonomous work groups, job
enrichment, job challenge and creativity
as the main motivating forces.
10. The traditional PM function
(with human relations
orientation) considers
improved satisfaction and
morale as the cause of
improved performance.
HRD considers improved performance
(due to better utilization of human
resources) as the cause and improved
satisfaction and morale as its results.
THE FUNCTIONS OF HRD MANAGERS
HRD performs a number of functions in an organization. They are as
follows;
1) Development Function: These functions relate to the development of the employees and
their competencies for effective job performance. The foll are the development functions;
Training, Learning and development
Career Planning and Development
Performance and Potential appraisal
Employee Empowerment
2) Maintenance Function: These functions relate to the maintenance of the employee’s
satisfaction levels by removing grievances, difficulties and problems, both at professional
and personal front. The foll are the maintenance functions;
Employee Counseling, Coaching and Mentoring
Quality of Work Life
3) Control Functions: These functions relate to the control mechanisms within the
organization, established to keep synergy between various hrd programmes, sub-sets and
organization’s mission and objectives. The control functions include;
HR Audit
Governance of ethics
HRD managers or departments play a crucial role in the organization. They perform a
variety of functions. These functions include:
i) Role Analysis:
The HRD manager should design the wider roles rather than mere jobs based on the
organization's present and future needs. The HRD manager should also take into
consideration the internal and external environmental factors.
ii) Human Resource Planning:
The HRD manager, role analysis should plan for the human resource which would
meet not only the future organizational requirements but also capable of being
developed. The steps in human resource planning include:
a) Estimation of present and future requirements and supply of human resources based
on objectives and long range plans of the organization.
b) Calculation of net human resource requirements based on present inventory of
human resources.
c) Taking steps to mould, change and develop the strength of existing employees in
the organization so as to meet the future human resources requirements.
d) Preparation of action programmes to get the rest of human resources from outside
the organization and to develop the human resources of existing employees.
iii) Recruitment:
It is the process of searching for prospective employees and simulating them to
apply for jobs in an organization. It deals with :
a) Identification of existing sources of applicants and developing them.
b) Creation / identification of new sources of applicants.
c) Stimulating the candidates to apply for jobs in the organization.
d) Striking a balance between internal and external sources.
iv) Selection:
It is the process of ascertaining the qualifications , experiences, skills, knowledge
etc. of an applicant with a view to appraising his/her suitability to a job. This
function includes:
a) Framing and developing of application banks.
b) Creating and developing valid and reliable testing techniques.
c) Formulating interviewing techniques.
d) Checking of references
e) Setting up of medical examination policy and procedures.
f) Line managers decision
g) Sending of letters of appointment and rejection.
h) Employing the selected candidates who report for duty.
v) Placement:
It is the process of assigning the selected candidate with the most suitable job. It is
matching of employee specifications with job requirements. This function includes:
a) Counselling of the functional managers regarding placement.
b) Correcting misplacements, if any.
vi) Induction and orientation:
Induction and orientation are the techniques by which a new employee is
rehabilitated in the charged surroundingly and introduced to the practices policies,
purposes and people etc. of the organization. They include:-
a) Acquaint the employee with the company philosophy , objectives, policies, market
share, social and community standing, company history, culture etc.
b) Introduce the employee to the people with whom he has to work such as peer,
superiors and subordinates.
c) Mould the employees attitude by orienting him to the new working and social
environment.
vii) Performance appraisal:
It is the systematic evaluation of individuals with respect to their performance on
the job and their potential for development , it includes:-
a) Developing of policies, procedures and techniques.
b) Helping the functional managers.
c) Reviewing and consolidation of reports.
d) Evaluating the effectiveness of various programmes.
viii) Training:
Training is a systemic process by which employees learn skills, knowledge, abilities
or attitudes to further organizational and personal goals. It includes :
a) Identification of training needs of the individuals and the company.
b) Developing suitable training programmes.
c) Helping and advising line management in the conduct of training programmes.
d) Imparting requisite job skills and knowledge to employees.
(e) Evaluating the effectiveness of training programes.
ix) Management Development:
It is the process of elesigning and conduching suitable executive dvelopment the
managerial and human relations skills of employees.
It includes:
(a) Identification of the areas in which management development is needed.
(b) Conducting development programmes.
(c) Motivating the executives.
(d) Designing special de3velopment programmes for promotions.
(e) Using the services of specialists, and or utilising the institutional executive
development – programmes.
x) Career Planning and Development:
It is the planning of one's career and implementation of career plans by means of
education training, job search and acquisition of work experiences. It includes
internal and external mobility.
Internal Mobility:
It includes vertical and horizontal movement of an employee within and
orgnaisation. It consists of transfer, promotion and demotion.
Transfer:
Transfers and promotions are the two important ways of personnel adjustments.
When employees or demotion, it is simply a transfer. This activity deals with.
(a) Development employees and the management on transfers.
(b) Guiding employees and the management on transfers.
(c) Evaluating the execution of transfer policies and procedures.
Promotion:
It deals with upward reassignment given to an employees in the organisation to
occupy higher position which commands better status and/or pay keeping in view the
human resources of the employees and the job requirements. This function covers:
(a) Formentating of equitable, fair and consistent promotion policies and procedures.
(b) Advising line management and employees on matters relating to promotions.
(c) Evaluating the executing of promoti9on polities and procedures.
THE CONCEPT OF HUMAN RESOURCE DEVELOPMENT
HRD is mainly concerned with developing the skill, knowledge and competencies
of people and it is people oriented concept when we call it is a people oriented concept
when we call it as a people oriented concept the questions of people be developed in the
larger or national context or in the smaller organisational context is it different at the
macro level.
HRD can be applied both for the nation level and organisational level. The concept of
HRD is not yet we conceived by various authors though they have defined the term from
their approach as it is of recent origin and still is in the conceptualizing stage. It is an
understanding of the terms; i.e. new or rather was new. HRD is not training and
development. But many personal manager and organisations view HRD as synonymous to
paining and development. Any organisations in the country renames heir training
departments as HRD departments. Some educational institutions starting awarding
degrees and diplomas in HRD even though the concept in HUF yet crystal clear. The
concept of HRD was formally introduction by Leonard Nadlering 1969 in a conference
organized by the American society for frainent and development. Leonard Nadler defined
HRD as those learning experiences which are organized for a specified time and designed
to bring about the possibility of behavioral change.
The terms learning experience refers to purpose full or international learning not
incidental learning. Among the Indian authors T.V infantries wara Rao worked extensive
on HRD. The define HRD is the organisational context as a process by which the
employees of an organisation are helped in a continuous, planned way to:-
i. Acquire or sharpen capabilities required to perform various functions associated
with their present or expected future roles.
ii. Development their funeral capabilities as individual and discover and exploit their
own inner potentials for tour own and /or organisational development purposed.
iii. Development an organisational culture in which superior subordinals retations hip,
term work and collaboration among subunits are strong will-having, motivation and
pride employee.
HUMAN RESOURCE DEVELOPMENT FRAME WORK
Recent economic peralization announced by government of India lend forwards
market and economic and started creating more dynamic environment in India then ever
before HRA plays a significatn and crucial role in market economics under dynamic
environment human resource development should be effective for the candidate who do
not possess potentials to perform present and future roles in organisational in dynamic
environment.
HRD to be effective should essentially have a strong base of human resource
planning, recruitment and selection based on effective un effective HRD requirement.
These part features enable the organisation to develop its Human resources efficiently
human resources planning for HRD should planfor human resources not only for the
present and future jobs but also role, futures, human resource, planning should plan for
potentialities. Recruitment for HRD refers to searching for prospective employee having
skill, and also for development and motivates them to apply for jobs.
Selection for HRD refers to designing the selection techniques like written test,
selection test, interview etc. fit for selection the candidate suitable for future development.
These base factors influence the analysis of roles of employees as individual as membe of
terms and organisations, along with the ever changing environment. The positive base
factors exert portative influence on the analysis of role vice versa is true in case of
negative facture.
Process of HRD : Identification of Inputs
Analysis of Rolls as
- Individual
- Member of Teams
- Member of Organisation
Forecasting manpower needs based
on HRD
Recruitment & selection based on
HRD
Potential Appraisal
Performance Appraisal
Employees Present Capabilities and
potentialities
Capabilities to be acquired
Input skills, knowledge, values behaviour
etc.
Analysis of roles employees as individuals, number of ****** and number of
organization helps the positive base factors exert portative influence on the analysis of
role vice versa is true in case of negative facture. Analysis of roles of employees as
individuals, members of and members of organizations helps the organizations know the
member present capabilities and potential. Future performance appraisal and appraisal
techniques help to evaluate the present capabilities, performance and potentials more
accurately. Organizations plans including the plan for change, based on environmental
oppurtunities and threats are the based to determine organizational requirement,. In turn
are the based to determine the future requirement of various roles in the organization. The
difference between the employees present capabilities and future role requirement are the
human resource to be acquired and development. Organization requirement. In turn are
the based to determine the future requirements of various roles in the organization.
Human resources to be acquired and developed are determined in terms of skills,
knowledge, abilities, values aptitude, beliefs, commitment etc. Suitable technique is / of
human resource development is / are to be selected depending upon the resource to be
acquired and developed. These techniques include, performance appraisal potential
appraisal, training, management development organizational development. Career
planning and development, worker participation in management quality circles and social
and spiritual programmers.
The outcomes of HRD are four-fold, viz. to the organization, t o the individuals, to
the groups and to the society. HRD benefits the organization by developing the employees
and make them ready to accept responsibilities, welcome change, adapt to change, enables
the implementation of the programmes of total quality management maintenance of
sound human relations , increase in productivity and profitability. The HRD, also benefits
the individuals, in allowing of potentials, increase informations, fulfilling their needs and
enhancing social and psychological status.
The HRD helps the groups in the form of increase in cooperation, increase in
collaboration and team effectiveness. Further, it helps the society in the form of
developing human resources and increased contribution of human resources to the society.
PROACTIVE HRD STRATEGIES FOR LONG TERM
PLANNING AND GROWTH
Employee retention has become bigger challenge than employee
hiring today. With trade unions breathing their last, and easy job availability, employees
have developed propensity to switch jobs for minor reasons without voicing their protest.
Thus, HRD has to take a proactive approach, that is, to seek preventive care in human
relations. By using HRD strategies, maximization of efficiency and productivity could
be achieved through qualitative growth of people.
Long-term growth can also be planned by creating highly inspired
groups of employees with high aspirations to diversify around core competencies and
to build new organizational responses for coping with change.
A proactive HRD strategy can implement plans directed at
improving personal competence and productive potentials of human resources.
Following strategic choices can be considered which would help today's organizations to
survive and grow.
Change Management: Manage change properly and become an effective change agent
rather than being a victim of change itself.
Values: Adopt proactive HRD measures, which encourage values of trust, autonomy,
proactive approach and experimentation.
Maximize Productivity and Efficiency: Maximize productivity and
efficiency of the organization by helping qualitative growth of people.
Process of HRD Strategic Planning for Long Term Growth:
A strategic human resource planning helps the organization in achieving its overall
objectives. This approach involves creating and managing functions like staffing and
services, based on the strategic goals, eliminating any hurdles
in the process. The process to be followed is explained in brief:
•Understand the specific business objectives and their priorities, based
on the overall strategic objectives.
•Understand the internal and external factors that might hinder objective
achievement as the organizational policies and procedures need to be
changed accordingly.
•Determine the responsibility and accountability for each objective. Also
identify the internal customer.
•Identify the alternatives for achieving the business objectives.
•Translate these business objectives into specific human resources
policies and programs.
•Determine the resources required to achieve these business objectives.
•Analyze the impact on HR policies and programs, if each business
objective is not achieved.
•Assess each objective in terms of money and time required.
•Identify where efficiencies can be achieved.
• Determine the staffing requirements to meet the business objectives,
including the level and timing of staffing; employee competencies; the surplus and
demands.
Policies concerning HRD strategies for long term
planning and growth:
The major considerations in personnel policies concerning HRD
strategies for long term planning and growth in organization are:
• Recruitment of right personnel:
Well-qualified and they must match with the respective corporate
values and philosophy of the Companies. For example: In Reliance Industries-
entrepreneurship, risk taking & the will to win- personal contacts is considered while
recruiting for top positions; In Hindustan Lever- the policy is to have promotions from
within - they emphasize on professionalism, convent- educated and sharp dressed
candidates, toppers from all IIMs and IIT'S; In Infosys Technologies- The criteria is to
select candidates from middle class communities- people brought up in traditional,
conservative homes but who have superior academic records, technical skills and
ingrained capacity for hard work. Written Tests are conducted to identify individuals with
high learn- ability, both in terms of willingness. They tend to eliminate over ambitions &
competitive stars through the interviewing process.
• Development of Personnel:
The Policy Issues involved are:
Determination of Training methods to be followed - on the job/off the job.
Intensity of Training - Level of employees, Frequency, resource persons, specific training
(job).
Operational Managerial
Conceptual Analytical
Skill Skill
Training will be imparted through company's own training centers or Training Institutes.
• Motivation System:
Factors:
1. Adequate Motivation.
2. Analysis of motives. 3.
Simplicity.
4. Uneven Motivation is given to encourage intelligent,
ambitious & efficient personnel.
5. Incentive system could be either a) Monetary and/or b) Non- monetary.
• Retaining Personnel:
Coercive Policies like entering into an agreement.
Package for Long-term stay includes promotional avenues,
increasing financial incentives over the period of time, deferred payment of
financial benefit in the long-run, superannuating allowance or long- term stay
bonus(where benefits maybe forfeited if the employee leaves prematurely.
ESOS( Employee Stock Option Scheme).
ESPS ( Employee Stock Purchase Scheme).
Persuasion - by CEO or top executives.
• Personnel Mobility
Moving the personnel within the organization or outside--- in the
form of promotion, demotion, transfer, separation & deputation. Organizations have to
provide a policy framework for this.
1. Objectives:
Right person at right job.
Motivation for promotions through good performance.
2. Another issue is Separation- VRS/CRS.
3. Deputation on new project in the same company.
• Industrial Relations:
1. Objectives
Safeguard interests of workers & management through mutual
understanding.
Avoid industrial conflicts & strikes.
To raise productivity to a level which satisfies both workers &
management.
To overcome resistance to change- particularly those aspects
which directly affect workers like change in technology.
2. Methods of building good industrial relations
Participation of workers.
Negotiations in decision-making.
Formulation of grievance handling procedures. Management's concern for worker's
welfare.
A SCHEMATIC REPRESENTATION OF HUMAN RESOURCES DEVELOPMENT
SYSTEM IN LARSEN AND TOUBRO LIMITED
Manpower Planning1. Forecast manpower needs based on the policies and strategies of the **** etc.2. Determine the adiquacy of current manpower resources in relation to future needs.3. Complete manpower planning based on forecast, internal search and manpower audit.
Critical Attribute Analysis1. Determine the technical skills required for each job, list them.2. Determine the behavioural skills required for each job, list them.3. Determine the managerial and other skills required for each job, list them.4. Develop indicators of each of the attributes and valid methods of assessing and measuring them.
Industrial Relation1. Recruitment & placement.2. Job analysis3. Supervision4. Wage administration5. Trade Union matters6. Job redesigning
Selection & PlacementUse the criteria and measures developed for selection procedures and placements.
Feedback and counselling1. Give critical and supporting feedback.2. Discuss with the employee the difference between his self rating by the immediate superior.3. Discuss the steps the employee can take for improvement.
Training1. Assess training needs of different groups of employees.2. Search available outside training facilities.3. Develop in co. training strategy including pre-training and post training activities. 4. Prepare training packages and modules.5. Organise specific programmes as welfare general development programmes with own and outside resources.6. Evaluate training efforts.
Reinforcement and advancement1. Promotion2. Salary review3. Salary administration4. Rewards and punishment
Performance appraisal1. Help employee in self-appraisal.2. Review his performance in relation to the objectives and other behaviours.3. Check review done by the supervisors4. Send summary information for central storage and use
Organisation development1. Organisation diagnosis2. Team building.3. Task force 4. Other structural and process intervention like role development, job enrichment, job re-designing etc.
Date storage & processing1. Maintain systematic information about the individual emp: history, characteristics, performance record, potential record, promotion, other promotion, other records, additional qualification, remarkable achievements, salaries etc.2. Supply files to deptt. whenever solicited for counselling, career planning, training etc. 3. Design data cars for computers4. Monitor feeding in an out of the data.5. Process data for research on trends etc.
Potential appraisal1. Make thorough potential appraisal of the employee once in 3 years.2. Appraise the potential of the employee annually.
Career development and career planning1. Make new employee aware of the general phases of their development in the company.2. Plan with senior employees career paths.3. Plan development and coping strategies with employees showing limited potential.
PRE-REQUISITES OF EFFECTIVE HUMAN RESOURCE DEVELOPMENT
Human resource development facilitates development of an enabling culture in an
organisation. Enabling culture means creating an environment where employees are
motivated to take initiative and risk, they feel enthused to experiment, innouation and they
make things happen. To achieve and to create the effect the effect the HRD certain points
must be studied and considered seriously for having effective HRD programme so, the
following prerequisites are essential
Approach of Top -level management:
The main goal of the HRD is to develop the capabilities o each employee as an
Individual in relation to his present job and future rule. This can be done only by having a
knowledge of capabilities, limitations and problems of the employees of the concern.
Obviously this information can be collected by top level measurement by being in touch
with the employees at all levels of measurement. Top executives should frequently visit
the work place of the workers and spend time with term. So the top- level management
must try to know full capabilities and problems of the work force of the organisation at all
levels. By adopting his approach top management can better utilise the capabilities of the
available work force and creating must among the people of the organisation.
Communication System and Feedback:
A success-mentation also depends on proper communication and fredback system.
A p[roper communication should be developed and implemented. It should be such which
provide all important information to the employees from the beginning to the end. This
system should be formal are well as information is connected with feed balk so the
importance of feed balk should be under spool in full and veliable feed balk system should
be structured.
Conditions for Growth and Development:
Human resources are the most important arrests in the organisation. They can be
developed to an unlimited extent. For that a wealthy organisational elimate (epenness,
frust, couaboration ) should be developed. The progress of the company must be hearted
with the employees, their efforts should be appreciated and recognised by giving them
rewards promotions, incentives etc. Their excellence should be rewarded in an appropriate
and acceptable way. At the same time punishment can also be given. If required in normal
or exceptional circumstances so a balanced environment among all these should be
maintained, so as to create the conditions for development of workers.
Investment in HRD Programme:
There are to success. The maintenance of a weathly working climate and the
development of its human resources is very complicated process. So to ensure the desired
results the top level management and HRD professionals must invest proper time, funds
and energy in each. The top level management must clear the path, create a development
climate and help the employees to realize their potential.
Proper Utilisation of Human Resource Skill:
HRD must try to make proper utilisation of available and potential human resource
skills. Manpower planning and right sizing of human resources may be used for his
purpose.
Decentralisation:
There should be proper system of Involvement of persons at all levles of
management. If the proper importance is given to each person this creates the since of
belongings and commitment among the worker. Although major polity decisions, may be
centralised but other important decisions should be made with the involvement of various
subordinates. A balanced approach should be maintained in the centralisation and
decentralisation.
So, by adopting the above-requesting even ordinary people can produce extra
ordinary results. The people in the concern it self grow and help the organisation to realise
their goals and progress.
Human Resource Development and Organisational Effectiveness:
Human resource development is a process, which is linked to organicational
effectiveness. There are many instruments of Human Resource Development. These
Human Resource Development resource development climate and processes such human
resource development climate. Should result in move completing satisfied and committed
people. Ultimately these HRD outcomes improve organisational effectiveness. Prof. T.V.
Rao has developed a model which explains the interrelationship between human resource
development instruments process, at comes and organisational effectiveness.
Prof. T.V. Rao has developed the model presenting the inter-relationship between
the following four aspects of human resource development.
I. Human Resources development mechanism or systems un
instrument.
II. Human Resources development processes and human resources
development (climate variables.
III. Human resources development out comes variables.
IV. Organisational effectiveness.
A Schematic Presentation of linkage between HRD instruments, Porcesses, out comes and
organisational effectiveness.
HRD MECHANISMS OR HRD SUB-SYSTEMS OR HRD INSTRUMENTS
HRD Mechanism or Sub systems or Instruments
HRD Process & HRD limake variables
HRD out comes variably
Organisational Effectiveness Dimensions
* HRD Department
* Role Clarity * More competent People
* Higher productivity
* Performance appraisal
* Planning of Development by every Employee
* Better development- Roles
* Review, Discussion Feed back, counselling sessions
* Awarness of comptencies required for Job performance
* Higher work commitment & Job Involvement
* Growth and Diversification
* Role Analysis Exercise
* Proactive on entation.
* Bether problem solving.
* Cost Reduction
* Potential Development Exercise.
* More Trust * Higher job satisfaction & work motivation
* Most Profits
* Training * Collaboration & Team work
* Better organisational health
* Better Image.
* Communication * Authenticity * Most Team- work synergy respect poreach other.
* Policies * Openness * Job Rotations * Risk-taking* OD Exercises * Value Generation* Rewards * Clarification of
norms & standard* Job enrichment Programmes
* Increased Communication
Other Factors Environment, technology resources availability history, Nature of Business etc.
* Other Mechanism
*Most objective Rewards* Generation of objective data on employees
Personnel Policies, Top management styles, investment on HRd top management's commitment History, Previous culture line manager's interest ect.
Human resource development in total system. It has various sub systems. These
sub-systems are also known as human resource development mechanism or human
resource are applied by the organisation to develop desired human resource development
climate and improve organisational effectiveness through human resource development
out comes. There are the large numbers of Sub-Systems or instruments that can be used to
develop and facilitate human resources development. T.V. Rao has stated the human
resource development matrix. It includes the following sub- system.
(a) HR Planning.
(b) Performance appraisal
(c) Review, Discussion, Feed back, counseling sessions.
(d) Rate Anlysis Exercise.
(e) Polential Development Exercise.
(f) Training.
(g) Communication Policies.
(h) Job Rotations
(i) OD Exercise
(j) Rewards.
(k) Job Enrichment Programmes.
Some of the Important human resource development instruments art explained in detail as
under:
(a) Human Resource Planning:
According to Geister (1967), “HRP is the process-including forecasting, developing and
controlling- by which a firm ensures that it has the right number of people and the right
kind of people, at the right places at the right time, doing work for which they are
economically most useful.”
It is the most vital function of an organization. HR Planning is critical to the success of
organizational strategy and planning.
HR Planning is the process of providing capable and motivated people to carry out the
organization’s mission and strategy. Thus HR Planning is the process of making decisions
regarding the acquisition and utilization of human resources.
The scope of human resources planning varies according to various organizational and
environmental factors; competitive practices, business or industry, etc.
The steps in human resource planning are:
I. Collecting Information.
II. Forecasting demand for human resources
III. Forecasting supply for human resources
IV. Planning and conducting needed programmes.
I. Collecting Information:
It involves:
Knowing about both the internal and external environments;
This step is conducted as part of the strategic planning process.
II. Demand Forecasting:
It involves:
Forecasting the demand for employees at various points in future.
Forecasting the demand for employees is based on the information about the past and the
present and in assumptions about the future of the organization.
Goal of forecasting: to determine how many and what type of employees will be needed
in future.
Most demand forecasting methods will require certain assumptions regarding past trends
or productivity ratios.
Methods of forecasting:
Bottom Up Technique
Delphi Technique
Nominal Group Technique
Ratio-Analysis
Regression Analysis
Major Considerations in Forecasting; HR forecasting can become accurate if the
following factors are taken into account, while making the demand forecast.
Absenteeism
Retirements
Succession planning
Technology Upgrading
III. Supply Forecasting:
i. Internal Supply Analysis
ii. External Supply Analysis
iii. Gap analysis
IV. Planning and conducting needed programmes:
After identifying the gap in demand and supply of human resources, appropriate
programmes for recruitment and selection are planned and conducted to fill the manpower
gaps.
(b) Performance Appraisal:
“Performance appraisal is a process of systematically
evaluating performance and providing feedback upon which
performance adjustments can be made.” (Schermerhorn, Hunt and
Osborn: 2004)
“Performance appraisal is a method of judging the ability of an
individual employee in performing his tasks.”
Performances is measured lerns of results. Performance appraisal is concern with
evaluating the present performance/ output of the employees by linking if with for
requirements. In indicates the extent to which an employee satisfies fulfills his present job
requirements. It's aimed at identification of competency gaps. It enables the organisation
to evaluate the present position, strength and weakness of its human resources. It helps the
organisation to assess where it stands in terms of its completeness of the human resources
required of different levels, of the organisational hierarchy as against desered/expleted
level of human resources requirement. It also aims at idecutifying the improvement
potential of its human resources. According to by are and rue, "Performance appraisal not
only let the employee know how well he is performing but should also influence her
furture level of effurt activities result and task direction". Similarity prof. T.V. Rao has
rightly stated that performance appraisal system here dual approach (i) Evaluation
Approach and (ii) Development approach. Development oriented performance appraisals
have gained movementum. The recent years further achieving human resources
development goals through training and developments is better then achieving goals
through performance appraisal alone.
Objectives of PA:
To increase motivation and productivity
To enhance transparency
To establish meritocracy
PA Process:
1) Organization’s mission and objectives
2) Job analysis
3) Determine the purpose
4) Determine and set performance standards
5) Determine measurement methods
6) Determine appraisers and impart training
7) Evaluate measurement system
8) Conduct appraisal activities
9) Compare performance and determine deviation
10) Review for errors and appraisal Interview
Methods of PA:
I. Rating Methods: These methods rely on putting employees on
certain pre-defined scale to assess their performance. Two
are;
1. Checklist Method
2. Graphic Rating Scale Method
II. Comparative methods: These methods rely on relative comparison
and ranking of employee’s performance based on certain
characteristics of performance. 5 comparative methods are;
1. Ranking Method
2. Paired Comparison Method
3. Grading Method
4. Forced Distribution Method
5. Forced Choice Method
III. Narrative Methods: These methods rely on written statements to
indicate the performance level of employees. 4 narrative
methods are;
1. Critical incidents Method
2. Essay Method
3. Field Review Method
4. Confidential Reports Method
IV. Behavioural/Objective Methods: These methods rely on the
following aspects;
a) Evaluations are not conducted for raises, promotions or bonuses
b) instead for development and communication.
c) Most important aspect of it is the multilateral communication
between employees, managers, and others, rather than one-way
communication. 6 behavioural/objective methods are;
1. Management by Objectives (MbO) or Results Method
2. Behaviourally Anchored Rating Scales ( BARS ) Method
3. Human Resource Accounting Method
4. Assessment Center Technique:
5. 360-Degree Method:
(c) Potential Appraisal and Development:
Business and people have to be managed proactively potential approsal means assessment
and identification of inherent capabilities i.e. skill, knowledge etc possessed by an
employees. This capability of the employee may not be in use at present. Taking into
consideration the dynamic rather of the business, development of the new technology,
diversification, modernization, increased competition etc. the potential of the available
human resources with the organisation must be assessed in advance to **** development
relates enhancing the employee's potential to accept and responsibility to handle higher
position in future. Thus potential development aims at identify cation and development of
the potential of employees to occupy key position in further and accept responsibility.
Steps for setting up a good Potential appraisal System:
There should be clarity of roles and functions
The mechanism by which the various qualities required for the role are going to be
assessed must be decided.
The organization must formulate a clear-cut promotion policy
There should exist some mechanism to give feedback to the employee on his potential
assessment.
Finally the organization must link its Potential Appraisal System with various other sub-
systems of HRD.
(d) Feed back and counseling:
The performance appraisal/evaluation report of employees may be used an a
feedback information. Management may discuss and evaluate the progress of the
subordinate with his immediate superior. This review and discussion may serve
various purposes. It may help in assessing the need for counselling to the
employee's. Counselling can serve various useful purposes. It may help the seniors,
to understand the problems of t heir subordi9nates and vice-versa. It can help the
employees in setting goals and designing an action plant to meet these goals. It can
also help the employees to overcome the problems faced by him and make the best
utilization of his strengths.
(e) Role Analysis:
The concept of role is broader than that of a job. A job is an assignment of work
/fast. Each job calls for a specific set of duties and responsibilities. A role consists
of the total pattern of expected behaviour, interaction and sentiments for an
individual possessing an assigned job. Role analysis is a process. It aims at defining
the contents of a role in relation to all those with whom the employees have to deal
and interact for performing the job. Role analysis is identified as an intervention for
the purpose of role clarity and performance appraisal.
(f) Career Planning:
A career is a sequence of positions occupied by a person during the course of his
work life. Edwin B. Flippo states, "A career is a sequence of separate but related
work activities that provided continuity, order and meaning in a person's life."
Career planning is a process. It helps the employees to plan their career. It
encourages the employees to analyse and assess their capabilities and inform them
about the career opportunities that are available in the organization. The major
focus of career planning is to help the employee's to match their skills and abilities
to the needs and demand of organization. It aims at providing accelerated career
growth opportunities for its efficient and capable employees. So, career planning is
a systemic process of determination of the career prospects, career development and
career growth of an individual employee. It helps to strengthen human resource
development system of the organization.
g) Training and Development:
Training and development are the human resource development instruments or sub-
systems used by every organization. The importance of training has increased as a
results of fact and constant improvement in the technology. Training is an act of
increasing the skill and knowledge of an employee to do a particular job. It aims to
increase the efficiency of an employee, for a specific job on the other hand,
employee development aims at overall development of the employee. So, most of
the organizational believe not only in recruiting the best in the industry but also in
developing t heir competence.
h) Organizational Development:
Bennels states "Organization Development (OD) is a complex educational so that
they can better adapt to new technologies, marketsf and challenges. In simple
words, organization development is a systematic process of managing change. It is
a planned effort initiated by top management to improve the organizations health
and effectiveness. It aims to improve the problem solving process in the
organization. On process includes the following steps:-
i) Diagnosis / identification of the problem.
ii) Planning strategy to introduce change.
iii) Use intervention:
OD practioners, consultaants changes agents may be consulted. Organization
development may use various intervention such as sensitivity training, managment
by objective programs, survey feedback, management grid etc.
iv) Evaluating implementation change:
According to Edwin B. Flippq "OD is a planned and calculated attempt to a attain
some specific goals such as :
(a) Decision making on the basis of competence
(b) Creatively resolving conflicts
(c) Maximizing collaborations
(d) Increasing commitment and a sense of ownership
(e) Increasing the degree of interpersonal trust and support
(f) Creating a climate in which human growth, development are a natural part of the
enterprises daily operation and;
(g) Developing a communication system characterized by mutual openness in solving
organizational problems.
(i) Rewards:
Reward is the compensation to the employees for their services to the organization
Rewards are necessary to retain the services of efficient employee, motivate the
employee for better performance and to attract capable and efficient potential
employees to the organization. Employees must be suitably rewarded for their
contribution to the organization. Reward may be;
(i) Extinsic reward, and
(ii) Intrinsic reward
Extrinsic reward is related to monetary benefits such as salary, promotion, bring
benefits etc. Intrinsic reward is related to the job itself i.e. job satisfaction, pride in
word, recognization as an individual etc. Better rewards helps to achieve HRD
goals . Most of the successful organizations try to provide a combination of
intrensic as well as extrinsic rewards to their employees. For instance, ITCs human
resources philosophy enables them to deliver high quality performance and reward
talent with competitively superior compensation. Similarly, BSES Ltd. confers,
"Meritorious Performance Award" to encourage employees to contribute to
progress, prosperity and growth of organization. So, it motivate the employees to
improve their capabilities to become eligible for such intrinsic rewards.
(j) Job Rotation:
Job Rotation is another human resource development mechanism or sub-system.
This instrument is the least practiced instrument in the industry. This instrument is
used to develop managers and supervisors in an organization. It is a systemic and
planned programme of interchanging employees from one job to another for a
definite period of time. It enables to develop empathy and understanding of
functioning of other departments.
(k) Job Enrichment:
Job enrichment refers to widening the contents of a job. It is a deliberate upgrading
of responsibility, scope and challenging in work. It is a process which helps the
individual to grow slow and steady . It is based on the belief that employees /
workers want more responsibility. The success of job enrichment depends on how
effectively it is being implemented by the work groups.
HRD PROCESS AND HRD CLIMATE VARIABLES
Human resource development mechanism or sub-system or instrument leads to
development of desired human resources development climate or process. Human
resource development culture is an essential part of the organization climate. HRD
(Human Resource Development) culture in the organization. In the words of T.V., Rao,
"Human resource development climate is the perception of the employees about the
human resources development culture in the organization, "Human resource development
experts use the term 'OCTAPACE" to express the important features of human resource,
development climate. The salient features of human resource development culture are at
presented in the following figure.
O C T A P A C E
Open-
ness
Confron-
tation
Trust Auto-
nomy
Pro-
action
Authen-
ticity
Collabo-
ration
Experi-
mentation
Human resource development climate in an organization is reflected by its role,
clarity, openness, trust, team work, proactive orientation, planning of development of
every employee etc. HRD departments are a sub system in instrument to initiate HRD
culture and achieve objectives of HRD.
Human resource development climate and processes are dependent on personnel
policies, top management styles, investments on HRD, top management, commitment ,
line manager's, interest, previous culture etc. To sum up the relationship between human
resource development mechanism and human resource development processes and
climate can be explained as under:-
a) HRD mechanism are most useful instruments / interventions to develop a healthy
HRD climate.
b) HRD instruments are used to develop desired human resource development
processes. For instance, performance and potential appraisal help to arsey and
determine the competence required for job performance. Review, discussion
feedack, counselling session help in building trust and better senior subordinate
relations. Role analysis exercises result in role clarity in the organization. Training
and potential development exercise have proactive orientation. Job enrichment is a
deliberals exercise of upgrading of risk and responsibility in work-group. OD
exercises help to manage change and problems in the organizations. It promotes
openness, effective, communication, inter departmental collaboration in the
organization. It aims at providing a climate for growth and development.
c) HRD climate is dependent on human resource development mechanism as well as
personnel policies, top management styles etc.
d) HRD mechanism and personnel policies should be periodically reviewed to create /
develop desired human resources development climate.
HUMAN OUTCOMES VARIABLES:
Human resource development mechanism generates human resources development
climate and processes human resource development climate and processes human
resource development climate and processes generate human resource development
outcomes. Thus, human resource development outcome is the result of human resource
development mechanism and human resource development processes. Better human
resources development climate results in better human resource development outcomes
e.g. more competent, satisfied and committed employees. Besides these outcomes, it
results in better utilization of internal resources, team work and better organizational
health. An organization with competent and satisfied people is likely to be more effective
in comparison to an organization, which is low on the these outcome variables. To sum
up, the situation of human resource development outcomes in the matrix is explained as
under:-
a) HRD outcomes are the result of HRD climate and processes.
b) Better HRD climate and processes result in more competent, satisfied and
committed people.
c ) HRD processes, are many where as HRD outcomes are limited.
d) HRD outcomes generate and determine organizational effectiveness.
e) An organization with competent and committed workers is likely to be more
effective.
f) An organization with poor HRD outcomes is the result of its poor HRD climate
poor policies and commitment of its top management. It shows that here is need of
improvement in organizational climate and processes.
HRD outcomes include:
1. Training makes people more competent. They develop new skills, knowledge and
attitudes.
2. There is greater clarity of norms and standards . People become better aware of the
skills required for job performance and the expectations which other members of
their role set have from them.
3. People become more committed to their jobs because now there is greater
objectivity in the administration of rewards. The data based appraisal system
reduces subjectively to minimum. They become more proactive in their orientation.
4. People develop great trust and respect for each other. They become more open in
their behaviour. Thus, new values come to be generated.
5. There is great collaboration and team work which produces synergy effect.
6. There is greater readiness on the part of employees to accept change. They find
themselves better equipped with problem – solving capabilities.
7. Lot of useful and objective data on employees are generated which fulfill human
resource planning.
8. Participation develops in workers a sense of achievement and pride in work.
HRD at macro and micro level:
People are the most important assets of the organization. It is not merely a decorative
piece in the hardware of an organization. They must be treated as human. The great or big
organizations have always had good faith in their man power and their capabilities. So it is
very important to get the people who are winner but is even more important to retain
those winners due to acceptance of this concept human resource development is in the
limelight these days. But the question, is what does the HRD means at macro and micro
level? The answer to it is not as easy as it seems to be . HRD is essentially treated as a
collective human and team efforts directions towards improving of human abilities
available in a given environment. It is mainly related with the development of inner
potentials of people working with the organization . One more objective of HRD is to
develop the innovative or newer capabilities in the people so as to make them competent
to face the present as well as further challenges. HRD concept applies to both macro as
well as micro level.
MICRO LEVEL:
For any dynamic and growth oriented unit, HRD activities play a very crucial role. In the
present fast changing environment, it is like a small wonder for the organization with the
help of which a unit can achieve its objective in an effective way. Normally, HRD at
micro level performs the task of organization's man power planning, selecting training,
performance appraisal, development potential appraisal, compensation, organizational
development etc. All these activities collectively provide answer science in the
organization. Human resources development's involvement in the all the above stated
areas provide advantage to the concern in the form of development man power.
Development have is related with the development of new capabilities among the
employees of the concern with this they can achieve and face and present sub and
challenges of the future.
Macro Level:
At the macro level, HRD is related with the development of people and nation as a whole.
This takes wealth, capabilities, skill, activities of people which are more useful to the
development among them and nations for overall development as well as while
calculating the national income indicators like national income, economic planning. In
spite of importance of HRD at mass level, it has not achieved more popularity at the
national or macro level.
One thing, however, is certain that human resource development is a collective human
effort directed towards recognizing and improvising the human abilities available in a
given environment. So to achieve the benefit of human resource development it is
essential to understand the micro and macro concepts of the human resources
development.
ORGANIZATION DEVLOPMENT(OD)
Definition of od
od refers to a long-range effort to improve an
organization’s problem-solving capabilities and its ability to cope with changes in its
external environment with the help of external and internal consultants or change agents.
- wendell french
Need for od
Growing dissatisfaction of traditional individual-oriented training techniques
emergence of systems approach in solving organizational problems
development of new assumptions about human beings
Characteristics of od
Od is a planned long-term effort
od aims at improving an organization’s capacity to solve its problems itself
Od emphasizes change in culture
od recognizes the importance of collaborative management
Od interventions
this refers to a wide range of
diagnostic and problem-solving techniques which are employed
during the course of an organization development program.
Od programs & techniques
Od techniques can be divided into 3 categories:
techniques for changing and developing individual behavior
(behavior modification, job enrichment, mbo, etc)
techniques for changing and developing group behavior
(sensitivity training, team building techniques, etc.)
techniques for changing organizational structure and control
systems (decentralization, hr accounting, qwl, etc.)
Benefits of od
It develops the organization’s capacity to effectively diagnose and
solve its current problems
it enables the organization to successfully adapt itself to a new environment
it helps to increase the level of trust and openness of
communication among the members
it improves planning and goal-setting skills of members
it helps in high collaboration and low competition between
interdependent units
Od consultants/experts
Od consultant create change and facilitate the process of od.
an od expert may either be invited from outside the organization or
may be from inside the organization
Advantages of having an outside expert
Greater expertise and knowledge to diagnose the problem
wider experience of having worked in other organizations
able to devote full time
better infrastructure in terms of library and office
look problems more objectively
Advantages of having an inside expert
Build a close liaison between himself and the organization
they can act as reference persons with whom the outside expert
can check the practicability of his suggestions
Qualities of a change agent/expert
Environmental sensitivity
problem-sensing and problem-solving skills
implementation skills
interpersonal competence
role flexibility (ability to play many roles simultaneously)
Od process / phases in od program
Initial diagnosis
Outside expert and internal counterpart jointly collect necessary
data and analyze. Data may be required in the following areas:
1. Organization’s environment
2. Inter-team/inter-department functioning
3. Inter-personal relationship
4. Intra-personal functioning
Survey & feedback
Action planning
Problem solving
Team building
Developing creativity & innovation
RECENY DEVLOPMENTS IN HRD
Promotion of research in hrd
Evaluation of current hrd practices
Finding out the ways to develop hr further
Better work-life balance of hr
Prediction of future conditions, behavioral patterns
Revision of current policies and activities
Strengthening abilities
Role of hrd in business management
Effective utilization of hr
Developing personnel to meet the demands of work
Retaining talent
Role of hrd in psychology
Changing and developing right attitude
Develop people on continuous basis to meet challenges
Maintaining dignity of personnel
Role of hrd in communication
Maintenance of dignity and respect
Use of it in communication
Empathy in communication
Use of right channels for communication
Utilizing all possible types of communication
Effective use of grapevine
Reducing rumors
Role of hrd in information technology
Use of internal and external hr information
Accurate reward/compensation at right time
Regular updation and utilisation of hr info.
Developing right hris and maintaining it
Emergence of virtual organisations
Changing nature of work
Career planning
Career is the pattern of work-related experiences in the course of a person’s life
Career planning involves identification of individuals and charting out their career
path and designing an organisational system of career movement and growth opportunities
for employees from initial stage to the retirement stage
Benefits of career planning
To employees
focussed self development
increased productivity
To organisations
assured availability of talent
attracting and retaining talent
promoting organisational image
Career planning process
Identification of individual needs and aspirations
Identification of organisational needs and opportunities
Assessment of individual strengths and weaknesses
Placement on career path
Review of career plans
Succession planning
Succession planning is a long-term development-oriented process for employees to place
them in a position fallen vacant or likely to fall vacant in near future
Need for succession planning
Locating right persons possible
Grooming successors properly
Ignites personnel to develop a positive attitude
Develops commitment and involvement
Obstacles in succession planning
Complex issues addressed too late
Lack of interest shown by nominating board
Lack of knowledge of specific future requirement
Problems of family-managed organizations
Making succession planning effective
Involvement of supervisory board
Driven by ceo
External benchmarking
Pool of successors
Objectivity
PROCESS OF HRD: Techniques and Output
Organizational Climate &
HRD Climate
Techniques
- Performance appraisal
- Training
- Management development
Human Resources
- Career development
- Workers participation
- Organization Development
- Quality Circles
- Social and Spiritual Development
Development of
human resources
output:
Outcomes
- Individual goals
- Team goals
- Organization goals
- Social Goals
- Skill
- Knowledge
- Behaviour
- Values
Means
- Individual
- Team
- Family & Friends
- Society
