MS22 HUMAN RESOURCE DEVELOPMENT HRD

1
MS-22HUMAN RESOURCE DEVELOPMENT (HRD)

• SESSION 1 2 - HRD CONCEPTS AND SYSTEM
• SESSION 3 HRD SYSTEMS AND PROFESSION
• SESSION 4 COMPARATIVE HRD
• SESSION 5 HRD ISSUES AND EXPERIENCES
• SESSION 6 MOCK TESTS

2
MS 22 HRDSESSION 1 CONCEPT SYSTEM

• PROCESS AND SYSTEM OF HRD
• CAREER SYSTEM
• COMPETENCY MAPPING
• PMS

3
PROCESS SYSTEM OF HRD

• CONCEPT OF HRD
• VALUE ANCHORED HRD PROCESSES
• HRD SYSTEM AND SUB SYSTEMS
• CHANGING BOUNDARIES OF HRD
• HRD TRENDS

4
EVOLUTION OF HRD

• HYGIENE FACTORS PERSONNEL DEPT
• MOTIVATION FACTORS HR DEPT
• STRATEGIC BUSINESS PARTNERS HRD DEPT (VALUE
  BASED)

5
CONCEPT OF HRD

• HUMAN ASSETS
• HUMAN RESOURCE WITH INDIVIDUALITY
• FOCUS ON INDIVIDUALS, ROLES, TEAMS AND WHOLE
  ORGANIZATION

6
VALUE PROCESSES OF HRD

• INDIVIDUAL
• SELF MANAGEMENT -GOAL ORIENTATION
• COMPETENCE BUILDING - KSA
• ADVANCEMENT POTENTIAL IDENTIFICATION DEVELOP
• ROLE
• OPTIMAL STRESS STRETCHED GOALS
• LINKAGES IMPORTANCE OF ROLE
• AUTONOMY DECISION, INITIATIVES
• DYAD (EMPLOYEE SUPERVISOR)
• TRUST
• MUTUALITY HELPING RELATIONSHIP
• COMMUNICATION GIVE AND RECEIVE FEEDBACK

7
VALUE PROCESSES OF HRD

• TEAMS
• COHESION - SYNERGY OF EFFORT
• RESOURCE UTILIZATION - MAXIMISE
• INTER TEAMS (DEPTS/ VERTICALS)
• ORGANIZATION
• GROWTH SIZE, OPERATIONS, ACTIVITIES
• IMPACT NEW MARKET/ SERVICE/ TECH
• SELF RENEWAL - SURVIVAL

8
DEFINITION OF HRD

• TO INCREASE EFFECTIVENESS AND POTENTIAL OF HUMAN
  UNITS
• INDIVIDUALS,
• ROLES,
• DYADS,
• TEAMS,
• INTER TEAMS AND
• ORGANIZATION

9
SYSTEMS

• PMS APPRAISAL TO ENHANCEMENT
• CAREER SYSTEM CAREER PLAN, MENTORING
• REINFORCEMENT REWARD RECOGNITION
• DEVELOPMENT DEVELOPMENT OF HUMAN UNITS
• CULTURE VALUES IN ACTION
• SELF RENEWAL SELF EXAMINE, OD, RESEARCH
  ORIENTATION

10
CULTURE AS A SYSTEM

• CUMULATIVE WAYS OF THINKING AND BEHAVING
• STRONG CORPORATE IDENTITY BROCHURE, BOOKLET,
  NEWSLETTERS, FILMS
• DEVELOPING IMPORTANT VALUES ROLE MODELING,
  VALUE ORIENTATION PROGRAMS, SURVEYS, OD
  INTERVENIONS
• HEALTHY TRADITIONS PRACTICES INDUCTION,
  PROMOTIONS, RITUALS, REWARDING, CELEBRATIONS
• COMMUNICATION- FLOW OF GOAL ORIENTED INFORMATION

11
COMMUNICATION

• DOWNWARD
• DIFFUSION OF INFO, FEEDBACKS, DEVELOPMENT
• UPWARD
• MANAGERIAL CONTROL, FEEDBACK, GRIEVANCE, PROBLEM
  SOLVING
• HORIZONTAL
• EXP/ KNOW SHARING, PROBLEM SOLVING, INTEGRATION,
  COORDINATION
• EXTERNAL
• BRAND, IMAGE, CREDIBILITY, INFLUENCING

12
CHANGING BOUNDARIES OF HRD

• REORGANIZATION RESTRUCTURING
• M A
• QUALITY INITIATIVES
• SURVEYS
• REWARD RECOGNITION SYSTEMS
• CORPORATE UNIVERSITY, KNOWLEDGE BANKS, E LEARNING
• ASSESSMENT DEVELOPMENT CENTERS
• LEADERSHIP DEVELOPMENT
• WORK LIFE BALANCE
• STRATEGIC THINKING
• TALENT HUNT, RETAIN, DEVELOP

13
CAREER SYSTEM
14
CAREER

• INDIVIDUALLY PERCEIVED, EXPERIENCED, ASSOCIATED
  WITH WORK RELATED ACTIVITIES
• INFLUENCED BY AND INFLUENCES ALL OTHER LIFE
  ACTIVITIES
• NEED NOT IMPLY UPWARD MOBILITY
• NEED NOT BE WITH ONE ORGANIZATION
• FOR ORG PRODUCTIVITY, CREATIVITY, EFFECTIVENESS
• FOR INDL CHALLENGE, SECURITY, OPPORTUNITY

15
CAREER TRANSITION

• CHRONOLOGICAL CONCEPT
• EXPLORATION
• ESTABLISHMENT
• MAINTENANCE
• DISENGAGEMENT
• COGNITIVE CONCEPT
• HEALTH, THINK AGE LEAD TO SUBJECTIVE OR COGNITIVE
  AGE

16
ASSOCIATED NEEDS

• EXPLORATION
• SELF ASSESSMENT
• CAREER GUIDANCE
• EDUCATION/ TRAINING
• JOB PREVIEWS
• ESTABLISHMENT
• FEEDBACK/ APPRAISAL
• SELF DEVELOPMENT
• CAREER COUNSELING
• MAINTENANCE
• FEEDBACK/ APPRAISAL
• SELF DEVELOPMENT
• POTENTIAL ASSESSMENT
• DISENGAGEMENT
• PLATEAU SOLUTIONS/ OBSOLESCENCE
• SUCCESSION PLANNING
• RETIREMENT PLANNING
• RETURN TO EXPLORATION

17
EXERCISE

• WHAT DO YOU WANT IN YOUR CAREER
• ACHIEVEMENT
• SURVIVAL
• AFFILIATION
• CONTROL
• SUPER ORDINATION

18
CAREER ANCHOR

• SELF CONCEPT OF CAREER
• SELF PERCEIVED TALENT (BASED ON ACTUAL SUCCESSES)
• SELF PERCEIVED MOTIVES AND NEEDS (BASED ON SELF
  DIAGNOSIS AND FEEDBACKS)
• SELF PERCEIVED ATTITUDES AND VALUES (BASED ON
  ENCOUNTERS BETWEEN SELF AND ORGANIZATION)
• Areas where individual has contributed and feels
  competent

19
CATEGORIES OF CAREER ANCHORS

• MANAGERIAL COMPETENCE MOTIVATION TO RISE TO
  MANAGERIAL POSITIONS.
• TECHNICAL/ FUNCTIONAL COMPETENCE
• SECURITY SEEKS JOB SECURITY
• CREATIVITY
• AUTONOMY INDEPENDENCE

20
CAREER PATHS

• TRANSITORY NO CLEAR PATTERN, YOUNG AGE, ENTRY
  JOB, LATERAL CAREER MOVES, ENTREPRENEURS
• STEADY STATE CRAFT TYPE OCCUPATIONS DOCTORS,
  TRADESMAN, DESIRED ROLE HELD FOR LIFE.
• LINEAR STEADY UPWARD PROGRESSION ON A
  MANAGERIAL/ PROFESSIONAL LADDER, INSATIABLE
  UPWARD MOTIVATION, SACRIFICE OF OTHER INTERESTS,
  PLATEAU CAUSES CAREER CRISIS.
• SPIRAL PATTERN GREATEST OPPORTUNITY FOR
  DIVERSITY OF EXPERIENCES. DESIRE FOR SELF GROWTH,
  SELF DEVELOPMENT AND AWARENESS.
• INTERNAL SPIRAL PROJECTS WITHIN ORGANISATION
• EXTERNAL SPIRAL VARIED ORGANISATIONS AND FIELDS

21
CAREER PROBLEMS

• TOP MANAGEMENT
• LACK OF MANAGERIAL/ PROFESSIONAL SKILLS
• LACK OF COMMUNICATION INTERPERSONAL SKILLS
• MIDDLE MANAGEMENT
• FEWER TOP MANAGERIAL JOBS
• CLOSELY IDENTIFIED WITH A GROUP/ ORG
• INADEQUATE CAREER PLANNING
• YOUNG MANAGER
• UNDERUTILIZATION OF POTENTIAL
• INSUFFICIENT PM AND FEEDBACK
• POLITICAL ASPECTS OF ORG
• FEELING OF DEPENDENCE
• LOYALTY ISSUES AND ETHICAL DILEMMAS

22
INDIVIDUAL STRATEGY FOR CAREER DEVELOPMENT

• START NOW
• SELF AWARENESS
• CAREER OPPORTUNITIES
• ESTABLISH CAREER GOALS MEASURABLE, SHORT LONG
  TERM
• OBTAIN FEEDBACK
• MANAGE SEEK OPPORTUNITY, NETWORKING, MENTORS

23
ORGANIZATIONAL STRATEGY FOR CAREER DEVELOPMENT

• MANPOWER PLANNING AND FORECASTING
• DISSEMINATION OF CAREER OPTION INFORMATION
• CAREER COUNSELING
• EDUCATION AND TRAINING SUPPORT
• JOB POSTINGS
• SPECIAL ASSIGNMENT AND JOB ROTATION
• CAREER DEVELOPMENT WORKSHOPS
• FLEXIBLE WORKING HOURS, LEAVES
• FLEXIBLE REWARD AND PROMOTION
• POTENTIAL ASSESSMENT CENTERS

24
SELF ASSESSMENT

• ACHIEVEMENTS
• SKILLS AND ABILITIES
• PLANNING SKILLS
• COMMUNICATION SKILLS
• HUMAN AND INTERPERSONAL SKILLS
• CRITICAL THINKING SKILLS
• PROBLEM SOLVING SKILLS
• MANAGERIAL/ ADMINISTRATIVE SKILLS
• PERSONAL VALUES
• INTERESTS
• DISABILITIES
• PERSONAL AND FAMILY CIRCUMSTANCES

25
COMPETENCY MAPPING

• IDENTIFICATION OF COMPETENCIES TO PERFORM A JOB
  SUCCESSFULLY
• INVOLVES BREAKING DOWN JOB INTO SET OF ACTIVITIES
  AND IDENTIFYING COMPETENCIES REQUIRED
• COMPETENCY ASSESSMENT TO WHAT EXTENT AN
  INDIVIDUAL POSSESSES THOSE COMPETENCIES REQUIRED
  BY JOB/ ROLE

26
TYPES OF COMPETENCIES

• TECHNICAL/ FUNCTIONAL
• MANAGERIAL
• HUMAN
• CONCEPTUAL

27
FORM OF COMPETENCIES

• K
• S
• A
• OTHER MOTIVES, VALUES, TRAITS, SELF CONCEPT

28
METHODOLOGY

• INTERVIEWS (BEI)
• GROUP WORK
• TASK FORCES
• TASK ANALYSIS WORKSHOP
• QUESTIONNAIRE
• JD
• PERFORMANCE APPRAISAL FORMATS
• ASSESSMENT CENTERS

29
STEPS IN CM

• ROLE SELECTION
• HIERARCHY, STRUCTURE, ROLE SET, ROLE NETWORK
• OBJECTIVE OF DEPT
• OBJECTIVE OF ROLE
• KPA, KRA, JD
• ACTIVITIES
• KSA
• COMPILE LIST OF COMPETENCIES FOR EACH ROLE TASK
  WISE
• EXERCISE CM OF A HR MANAGER

30
LEVEL OF COMPETENCY

• BASIC
• INTERMEDIATE
• ADVANCED
• EXPERT
• TRAINER