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In simple terms, HRD is concerned with the development of the human resource fun
ction in an organization. The term Human Resource development involves mainly tw
o terms: Human resource and Development:Human resource which consists of the total knowledge, creative abilities, skills
, talents and aptitudes of an organization's work force, as well as the values,
benefits, and benefits of an individual involved in the organization.
Development on the other hand involves enhancement of the skills and abilities o
f the employee in the present job as well as making him capable of doing so in t
he future assignments too.
Nadler (1970), HRD as a series of organized activities conducted within the spec
ified period time, and designed to produce behavioral change.
Common Activities within HRD are:
Training
Education &
Development
Revised Definition, Nadler (1984), HRD as organized learning experience in a def
ined time period to increase the possibility of job performance & Growth.
A recent review of the definition of HRD by Mclean and Mclean (2001) provides ma
ny insight into the field of Human Resource Development (HRD) >>
HRD may vary from one country to another and national differences are crucial fa
ctor in determining the way professionals works. Examples >>
* In several countries, HRD is not distinguished from HR but is seen systematica
lly as a part of HR.
* Professionals, organizations and Academics seems to contribute to the definiti
on of HRD.
* US definition of HRD seems to have influenced the definition on many other cou
ntries.
after OD activities although 44% of them only had undertaken some OD activity or
the other by the time of the survey. In most of these organization the OD activ
ity was focused on team building and role clarity exercise. About 36% of them re
ported using OD for developing a work organization, 26% for interpersonal sensit
ivity and personal growth and 15% on stress management. 20
8) About 80% of the organizations required their executives to counsel their sub
ordinates at least once-a-year although a large number of them encourage more fr
equent counselling sessions.
Challenges for HRD
* Changing workforce demographics
* Competing in global economy
* Eliminating the skills gap
* Need for lifelong learning
* Need for organizational learning
MAJOR HRD MECHANISMS OR TOOLS
PERFORMANCE APPRAISAL
> It is used as a mechanism to understand the difficulties/weaknesses of the sub
ordinates and help/encourage them remove all these and realize these. Other obje
ctive is to identify their strengths and weaknesses of the subordinates too and
to provide them a positive environment and them to understand their positive att
itudes.
CAREER PLANNING
> In HRD, corporate strategies and business expansion plans should not be kept s
ecret. Long term plans of the organization should be made transparent to the emp
loyees. Most individuals want to know their career growth and other possibilitie
s. Hence the managers should transform the organization plans to the employees,
thus making way for the employees to plan their growth possibilities accordingly
.
TRAINING
> The training is directly linked with career growth and appraisal of the employ
ees as such. Employees are given on the job training as well as off the job trai
ning.
POTENTIAL APPRAISAL AND DEVELOPMENT
> The capabilities should be developed within the employees to grow/perform new
goals & responsibilities by themselves continuously. A dynamic and growing organ
ization needs to continuously review its structure and systems, creating new rol
es and assigning new responsibilities.
REWARDS
> Rewarding employees is a significant part of HRD. By this, the organization in
motivating & recognizing the employee talents as such. It also helps in communi
cating the values of the organization also.
EMPLOYEE WELFARE
> HRD systems focus on employee welfare and quality of work life by continually
examining employee needs and meeting them to the extent possible.
ORGANISATION DEVELOPMENT
> A continuous effort is maintained to maintain the development of the organizat
ion as a whole. This may be mainly through research methods and all, where in po
ssible development in specific areas may be reviewed and corrective action may b
e taken.
FEEDBACK AND PERFORMANCE COACHING
> This is the responsibility of the supervisors to continuously monitor the empl
oyee performance and review and provide necessary suggestions to improve them.
A Framework for the HRD Process
HRD efforts should use the following four phases (or stages):
* Needs assessment
* Design
* Implementation
* Evaluation
ity that will make the employees work hard and efficiently for their promotion.
2. The human resource department should also start conducting training for the g
overnment employees of all the post and cadre regularly so that they are also eq
uipped with all the modern techniques and the ways, they should know how to deal
with the common man because that aspect of our government employees is really b
ad and brings an bad image to government
3. Also the government employees should be taken for regular rejuvenating tours
and trios because this will keep them happy and also make them more efficient
4.The most important of all before giving the performance incentive to the gover
nment employee the most important factor that should be considered is the public
response on his performance ,this can be found out by having an feedback form f
rom each person visiting the particular office and these feedback forms should b
e given due respect and really considered as the most important factor giving in
centives because the government employees are there for the service of the peopl
e and if the people are not happy with him then there is no point of him doing t
he job and hence and no incentives.
Key areas where gains have been made in HRD in the public sector
Legislative framework and overall awareness of policies
Greater access to a wider spectrum of training at all levels
Generally more funds are available for training
More skills and knowledgeable HRD personnel
Comprehensive strategies which frame and guide HRD activities in organizations
Growing alignment of strategies
Clearer definition of responsibilities of HRD professionals
Existence of learnerships and internships, bursaries
Improvement in HRD budget utilization
Coordination of HRD initiatives with the transformation and development prioriti
es of the nation and province
Conceptualization of competency profiles
Availability of ETDP qualifications and continuous professional development
Identification and concern regarding scarce skills
Growing partnerships with institutions of higher learning
Growing HRD and HRM coordination
Unit standard-based learning, competency assessment and accreditation
Management structures, for HRD
HRD forum, Skills Development
Committees, SDF
Greater application of advanced methods in HRD
skills audit, needs assessment, c
ompetency profiling
Reduction of discriminatory barriers to training and more consideration for issu
es of equity
The application of transversal training methods in the Public Service
The growing use of Professional Development Plans (PDPs)
Greater availability of accredited courses and accredited providers
Growing alignment of HRD to PMDS
More opportunities for gaining and improving educational qualifications
Availability of learning frameworks which promote quality courses and acceptable
standards for training
Promotion of representativity in planning and decision making for HRD e.g. invol
vement of labor in Skills Development
Key areas where problems still exist in HRD in the public sector
No buy-in and support from senior management
HRD not seen as an organizational priority
Fragmentation of HRD functions, activities and initiatives
Inability to retain senior managers and officials with scarce skills and lack of
comprehensive retention strategies
Lack of overall career planning and pathing for officials
Unit 2
Good HR Practices
* Any practice that deals with enhancing competencies, commitment and culture bu
ilding can be considered an HR practice.
* The practice can take the form of a system, a process, and activity, a norm, a
rule, an accepted or expected habit, or just a way of doing things
* Eg :-Strategic Planning ,Training ,Outsourcing ,Employee Feedback and Evaluati
on etc
Quality Strategy Quality needs to be fostered in the employees through training and
development.
Entrepreneurship Strategy Every employee needs to be an independent entrepreneur, wh
o can generate ideas and bring them to reality by using the existing resources a
nd support of the org to create innovative and creativeproducts and services.
Culture building Strategy Organization s valuing its employees have a sustainable comp
etitive edge over competitors because employees are highly charged, motivated an
d commitment to the org.
Systematic Training Strategy The planning and organization of formal on-job training
and off-job training leads to improving vital employee characteristics, build a
nd sustain appropriate work culture and brings in more professionalism in action
Learning Strategy Continuous learning and development environment promote self-deve
lopment ofemployees, of self and by self.
Hrd Culture
HRD facilitates development of an enabling culture in an organization.
In a changing environment, organizations are required to go frequent restructuri
ng and redesigning of activities.
Without an enabling culture it is difficult for the organization to withstand th
e change requirements.
Enabling culture is creating, an environment where employees are motivated to ta
ke initiative and risk, they feel enthused to experiment, innovate and they make
things happen.
Thus HRD culture, which develops an enabling culture in an organization, is char
acterized by following practices:
Openness
Confrontation
Trust
Autonomy
Proactivity
Authenticity
Collaboration
Hrd Styles
The leadership and supervisory style of the chief executive plays an important r
ole in promoting HRD in the company. The style should be in congruence with the
HRD philosophy.
The leadership styles followed by chief executives may be classified into three
categories
Benevolent (Paternalistic)
Critical (task centered)
Developmental (Self-dispensing)
Benevolent (Paternalistic) Style
A benevolent chief executive is one who is like a father figure
a giver and a
er of the needs of his employees.
He believes that the best way to manage people by constantly understanding the n
eeds and guiding them like a parent giving them instructions and treating with w
armth and affection.
He is nurturant and values relationships at times even at the cost of task.
Critical style
A critical chief executive is one who believes that people are generally lazy a
nd tend to avoid work unless they are closely supervised. He , therefore, tend t
o keep a close watch on his subordinates, at times reprimanding them or express
ing his dissatisfaction.
Developmental Style
A developmental style involves a belief in the competencies of the people. A chi
ef executive with this style attempts to educate his subordinates constantly.
He believes that his success lies in his dispensability and, therefore, strives
to make his subordinates as competent people capable of handling most tasks on t
heir own.
He uses mistakes by subordinates as learning opportunities and develop their com
petencies to handle conflicts by themselves.
Hrd structure
Unit 3
HRD SYSTEMS
HRD functions are carried out through its systems and sub systems. HRD has five
major systems and each of the systems has sub systems as elaborated below: the f
irst three systems viz., Career system, Work system and Development system, are
individual and team oriented while the fourth and the fifth systems viz. Self re
newal system and Culture Systems are organization based.
1. Career system: As an HRD system, career system ensures attraction and retent
ion of human resources through the following sub-systems.
* Manpower planning
* Recruitment
* Career planning
* Succession planning
* Retention
2. Work system: Work-planning system ensures that the attracted and retained hum
an resources are utilized in the best possible way to obtain organizational obje
ctives. Following are the sub systems of the work planning system.
* Role analysis
satisf
* Role efficacy
* Performance plan
* Performance feedback and guidance
* Performance appraisal
* Promotion
* Job rotation
* Reward
3. Development system: The environmental situation and the business scenario is
fast changing. The human resources within the organization have to raise upto th
e occasion and change accordingly if the organization wants to be in business. T
he development system ensures that the retained (career system) and utilized (wo
rk system) human resources are also continuously developed so that they are in a
position to meet the emerging needs of the hour. Following are some of the deve
lopmental sub - systems of HRD that make sure that human resources in the organi
zation are continuously developed.
* Induction
* Training
* Job enrichment
* Self-learning mechanisms
* Potential appraisal
* Succession Development
* Counselling
* Mentor system
4. Self-renewal system: It is not enough to develop individuals and teams in the
organizations but occasionally there is a need to renew and re-juvenate the org
anization itself. Following are some of the sub systems that can be utilized to
renew the organization.
*
*
*
*
Survey
Action research
Organizational Development interventions
Organizational Retreats
// making HRDfor
Competencies
effective
HRD Practitioners
There are five fundamental skill that need to be mastered by Human Resource Deve
lopment (HRD) practitioners: (1) needs assessment, (2) program design, developme
nt, and evaluation (including individual evaluation), (3) marketing of HRD progr
ams, (4) cost/benefit analysis, and (5) facilitation of learning.
NEEDS ASSESSMENT
HRD practitioners must be proficient in designing and conducting needs assessmen
ts prior to designing and developing the learning programs and training activiti
es. There are four reasons for this: (1) to identify specific problem areas in t
he organization; (2) to identify specific learning deficiencies to serve as the
bases of programs and activities; (3) to determine the bases of future learner e
valuations; and (4) to determine the costs and benefits of the programs and acti
vities in order to get organizational support.
PROGRAM DESIGN, DEVELOPMENT, AND EVALUATION
At the heart of all learning programs and training activities is their design, a
blueprint from which to construct all learning in the organization. Without a p
roperly designed program, learning will not be consistent, nor will desired resu
lts become evident. HRD practitioners wise enough to develop the competencies an
d skills they need will design and develop effective programs and activities and
will be able to evaluate outcomes accurately.
MARKETING OF HRD PROGRAMS
Many HRD programs are severely reduced during financially difficult periods. Oft
en they are eliminated altogether. HRD practitioners should therefore develop a
clear understanding of and appreciation for marketing. By doing so they can impr
ove the overall image of the program, the field, and its practitioners and help
position HRD as a serious and vital component of the organization's strategic fu
ture.
COST BENEFIT ANALYSIS
Cost-benefit analysis is often used as a means of justification or evidence of i
mpact. It provides upper management with information they understand and moves t
he evaluation of HRD effectiveness from qualitative to quantitative.
FACILITATION OF LEARNING
HRD practitioners need to develop teaching skills and an ability to facilitate l
earning in a variety of settings. They must also understand how adults learn and
HRD
knowaudit
how to evaluate learning and behavioral change.
* HRD audit is a comprehensive evaluation of the current human resource developm
ent strategies, structure, systems, styles and skills in the context of the shor
t and long-term business plans of a company.
* HRD audit attempts to find out the future HRD needs of the company after asses
sing the current HRD activities and inputs available.
The HRD audit starts with attempts to answer the following questions:
Where does the company want to be ten years from now, three years from now and o
ne year from now? (Answers to this question ensures business linkages part of th
e HRD score card)
What is the current skill base of HRD staff in the company in relation to variou
s roles and role requirements? (HRD Competencies Score on the HRD score card)
What are the HRD sub-systems available today to help the organization build itse
lf competency base for the present, immediate future as well as for long term go
als? (HRD systems maturity score of the HRD score card)
What is the current level of effectiveness of these systems in developing people
and ensuring that human competencies are available in adequate levels in the co
mpany? (HRD systems maturity on the HRD score card)
Is the HRD structure existing in the company adequate enough to manage the HRD i
n the company?
(Contributes to HRD competencies score)
Are the top management and senior manager styles of managing people in tune with
the learning culture? (answers to these questions contribute to the HRD culture
score of the HRD score card)
Methodology
A team of auditors visit the corporation and using a variety of methodologies as
sess the appropriateness and adequacy of the various HRD systems, strategies, st
ructures, competencies, culture, processes etc. The methodology used include:
Interviews
Questionnaires
Observation
Secondary data analysis
And Examination of documents and communications
HRD SCORE CARDS
? The HR Scorecard is a strategic HR measurement system that will help you measu
OD Intervention
The term Intervention refers to a set of sequenced, planned actions or events in
tended to help an organization to increase its effectiveness.
Interventions purposely disrupt the status quo; they are deliberate attempts to
change an organization or sub-unit toward a different and more effective state.
Criteria for Effective Interventions
1. The Extent to Which it (the Intervention) fits the needs of the organization.
2. The degree to which it is based on causal knowledge of intended.
3. The extent to which the OD intervention transfers change-management competenc
e to organization members.
Factors That Impact the Success of OD Interventions
I. Factors relating to Change Situation
1. Readiness for Change
2. Capability to Change
3. Cultural Context
4. Capabilities of the Change Agent (OD Consultant):
II. Factors Related to the Target of Change
A. Organizational Issues
1. Strategic Issues
2. Technology and Structure Issues
3. Human Resource Issues
4. Human Process Issues
B. Organizational Levels
individual,
Group,
Organization
trans-organization
HRD Audit as an OD Intervention
The nature of interventions undertaken by the HRD departments include:
Cultural change through new performance management systems
TQM based interventions (in most cases these are undertaken also by a separate g
roup of professionals)
Survey Feedback
Role clarity and Role negotiation exercises
Training
Career Planning and Succession exercise
Assessment Centres and promotion policies
Visioning and value clarification exercises
Performance coaching workshops
Team building interventions
Unit 4
HRD
OD interface,
* An Organization Development practitioner is to an organization as a physician
is to a human body. The practitioner "diagnoses" (or discovers) the most importa
nt priorities to address in the organization, suggests a change-management plan,
and then guides the organization through the necessary change. There are differ
ent definitions and views on how the change should occur.
* The Human Resources Development (HRD) department should be an integral part of
the overall OD strategy by directing personnel toward the desired outcomes.Since
HRD is a part of OD the strategic planning will involve similar and or the same
concepts.
* In recent years, one particular concept of increased interest is the measuring o
f the processes and affects of HRD.These HRD measurements are seen as a leading in
dicators rather than lagging indicators such as financial reports.
* The HRD measurements are documented to track how well each process is contribu
ting to the overall OD strategy.
* HRD must define and identify the performance drivers and enablers of the organ
ization that fit into the OD strategy.
* A performance driver that is identified to increase customer satisfaction may
stem from training sales associates to ask customers certain questions that will
better describe the customer's needs and desires.These measurements also allow fo
r the verification of how HRD contributes to the strategy and bottom line of the
organization.
* A major concept in HRD is the process of defining and training personnel in sp
ecific competencies.
* One of the functions of training is developing behavioral changes in personnel
to the betterment of both the person and the organization.These are valued changes
such as increasing competencies that improve process skills that further lead t
o the creation of opportunities for recognition, promotions for the employee and
increased productivity for the organization.
* The process of matching proper personnel to the position or tasks is also an i
mportant concept in HRD.Spending the right amount of time and money in recruiting
quality personnel is a trade off that, done properly, will result in lower turno
ver rates, higher aptitude toward learning the required competencies of the posi
tions and innovations of improving the positions and processes.
* HR and OD share similar roots in the human aspect of organizations. In the pas
t, distinct differences between HR and OD served to clearly differentiate the tw
o disciplines. However, as each discipline has evolved, the differences between
them have diminished. Currently, the fields of HR and OD are blurred, with no ev
ident dividing line drawing distinction between these two disciplines
* In the present, as HR functions are outsourced and OD departments emerge in or
ganizations, we have HRD and OD battling over who should be located inside the o
rganization. HRD is trying to protect their internal location as OD begins to mo
ve in
HRD experiences in India
Recent Approaches
o Design, delivery and resourcing of learning interventions and opportunities wi
thin organizations with the aim to enhance the contribution of individual employ
ed in order to secure an organization s skill base.
o The integrated use of training and development, organization development and c
areer development to improve individual, group and organizational effectiveness.
o Emphasis on the development of comprehensive, coordinated and dynamic approach
es for major learning initiatives within and outside an organization to order to
facilitate the achievement of corporate objectives in a competitive environment
.
Findings from Research of 20 leading Companies
o Individual initiative is encouraged. Skills are developed through training.
Unit 5
HRD CLIMATE
If we need to find a way to develop employees in order to become effective contr
ibutors to the goals of an organization, we need to have a clear view of what ane
ffective contribution would look like.
The use of personal capacities can be very helpful in describing the way in whic
h an effective employee should operate and behave, but there can be no general p
rescription of an effective employee.
> Meaning of HR + D + Climate
HR means employees in organization, whowork to increase the profit for organizati
on.
Development, it is acquisition of capabilities that are needed to do the present
job, or the future expected job.
After analyzing Human Resource and Development we cansimply stated that, HRD isthe
process of helping people to acquire competencies.
Climate, this is an overall feeling that is conveyed by the physical layout, the
way employees interact and the waymembers of the organization conduct themselves
with outsiders. (It is provided by anorganization.)
Quality of hrd leader
Top to Bottom effort : - Organization is only a complete organization after including top authority to
bottom lineof workers and efforts should take by each workers.
- Top authority should not have thinking in their mind that their task is to onl
y take decisions but they should also emphasized on proper implementation of dec
ision.
- Bottom level workers should have loyal mind-set towards theirorganization and h
ave to work with dedication.
Motivator role of Manager andSupervisor : - To prepare HRD Climate, Manager and Supervisor s responsibilities are more or wec
an say that they arethe key players.
- Manager and Supervisors have to helpthe employees to develop the competencies i
n the employees.
- To help the employees at lower level they need to updated properly and they ne
ed toshare their expertise and experience with employees.
Faith upon employees : - Means whatever amount is invested that should be based on development of emplo
yees.
- Top management shouldtrust the employees that after making huge effort to devel
op employees, employees will work for the well being oforganization and for human
being also.
Free expression of Feelings : - Whatever Topmanagement feels about employees they have to express to employees
and whatever employees thinkabout top management itmust be expressed.
- In other words we can say thatthere should not be anything hiddenwhile communica
tion process. Clear communication process will help to establish the HRD Climate
.
Feedback : - Feedback should be takenregularly to know the drawbacks in system. This will he
lp to gain confidence in employees mind.
- Employee will trust on management and he can express his opinion freely which
is very good forHRD Climate.
Helpful nature of employees : - Whenever we talk about 100% effort then we have to talk about employees effort
too.
- Nature of employees should be helping for management and for its colleagues. T
hey should be always readyto help to customers too.
Supportive personnel management: - Personnel policies of organization should motivate employees to contribute mor
e from their part.
*
*
*
*
* Cross-levelling knowlege
KNOWLEDGE MANAGEMENT
* A systematic, explicit and deliberate building, renewal and application of kno
wledge to maximize an enterprise knowledge-related effectiveness and returns fro
m its knowledge assets
USE OF KNOWLEDGE MANAGEMENT
* Improves organizational effectiveness
* Improves the returns
* Build competencies
* Create greater value
* See opportunities and exploit them
KNOWLEDGE MANAGEMENT PROCESS
* Identify competencies for organizational success
* Collect data on existing skills
* Compare existing skills with required skills
* Store selected skills in organizational knowledge bank
* Share knowledge by making it accessible
* Apply in organizational activities
* Get approval for the developments based on new knowledge
* Have provision for the development/creation of knowledge
BENEFITS OF KNOWLEDGE MANAGEMENT
* Companies discover opportunities provided by the environment
* Companies reduce threats created by environment
* Derive more value and competencies from the intellectual property
* Increased productivity, profits, etc.
* Ability to change
* Getting maximum from people
EVOLUTION OF THE ORGANIZATION DEVELOPMENT COMPONENT OF HRD
Much of the philosophy and methods of organization development (OD) were honed a
nd began to affect people and work environments during the years between 1940 an
d the 1960. Many parallel developments occurred, including (
1) a shift to the human resources school of thought,
(2) the growth of laboratory training,
(3) the use of survey research and feedback,
(4) an increased use of action Evolution of the Organization Development Compon
ent of HRD 47 research (problem solving) techniques,
(5) an acknowledgment of sociotechnical systems and quality of work life, a
nd (6) a new emphasis on strategic change.
In the 1950s, Eric Trist and his colleagues at Tavistock extended the idea of so
ciotechnical systems and undertook projects related to productivity and quality
of work life. Their approach increasingly examined both the technical and human
sides of organizations and how they interrelated (Cummings & Worley, 1993). The
trend to develop interventions that more effectively integrated technology and p
eople spread throughout Europe and to the United States during the 1960s, where
the approach tended to be more eclectic and became increasingly popular.