Introduction to Human Resource Development

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Introduction to Human Resource Development

• -Achin Bansal
• -Anu A Natraj

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Definition of HRD

• A set of systematic and planned activities
  designed by an organization to provide its
  members with the necessary skills to meet current
  and future job demands.

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OBJECTIVES

• Develop human resource of the company
  continuously for better performance to meet
  objectives.
• Provide opportunity for development of different
  level of employees.
• suitable need based training programs
• Prepare newly inducted staff to perform their
  work with high level of competency and
  excellence.
• Meet social obligations of industry to contribute
  towards the excellence of technical and
  management education.

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OBJECTIVES

• Assist the existing and potential customers in
  the better use of our equipments by training the
  employees.
• Promote a culture of creativity, innovation,
  human development, respect and dignity.
• Achieve excellence in every aspect of working
  life.
• Create environment for the trainees conducive to
  their character building.

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Evolution of HRD

• Early apprenticeship programs
• Early vocational education programs
• Early factory schools
• Early training for unskilled/semiskilled
• Human relations movement
• Establishment of training profession
• Emergence of HRD

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HRD Functions

• Providing skill input to apprentices and trainees
• Identifying training needs and imparting training
• Outside deputation for competency enhancement
• Competency mapping
• Organisational development activities
• Conducting sessions and workshops
• Training and development (TD)

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THE NEED FOR HRDBUSINESS AND ECONOMICS CHANGED

• HRD can be a platform for organisational
  transformation,
• a mechanism for continuous organisational and
  individual renewal
• and a vehicle for global knowledge transfer.

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THE NEED FOR HRD

• Implementing a new policy
• Implementing a strategy
• Effecting organisational change
• Changing an organisations culture
• Meeting changes in the external environment
• Solving particular problems

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THE NEED FOR HRDTECHNOLOGICAL CHANGES

• Technological change creates requirements for
  training and development

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THE NEED FOR HRDORGANISATIONAL CHANGE

• Organisations that work in less time will have a
  competitive advantage.
• A customer and quality focus will permeate
  tomorrows superior organisation.
• The arena for an organisations planning and
  action will be global.
• Business strategies now depend on quality and
  versatility of the human resource.
• Work structure and design will change
  dramatically.

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THE NEED FOR HRDSOCIAL,LEGEL OTHER CHANGES

• Social attitudes, legal requirements, industrial
  relations and so on generate training and
  development needs.
• They demand new skills in the workplace

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Training and Development (TD)

• Training improving the knowledge, skills and
  attitudes of employees for the short-term,
  particular to a specific job or task e.g.,
• Employee orientation
• Skills technical training
• Coaching
• Counseling

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Training and Development (TD)

• Development preparing for future
  responsibilities, while increasing the capacity
  to perform at a current job
• Management training
• Supervisor development

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Benefits of Training and Development

• Training and development helps the employees to
  achieve their personal goals which in turn help
  to achieve the overall organizational objectives.
• Thus, we can bifurcate the benefits of training
  and development into two broad heads
• Organizational benefits
• Personal benefits

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Organizational benefits

• Improves the morale of the workforce.
• Leads to improve profitability and more positive
  attitudes towards profit orientation
• Improves the job knowledge and skills at all
  levels of the organization.
• Aids in organizational development
• Improves relationship between superior and
  subordinate.

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Personal benefits

• Helps the individual in making better decisions
  and effective problem solving.
• Aids in encouraging and achieving
  self-development and self-confidence.
• Provides information for improving leadership,
  knowledge, communication skills and attitudes.
• Helps a person handle stress, tension,
  frustration and conflicts.
• Helps a person develop speaking and listening
  skills.
• Helps eliminate fear in attempting new tasks.

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Impact on Training

• Training practices rapidly changing in response
  to pressures
• Impacting instruction design, delivery, and
  evaluation processes
• Global interest in E-learning is growing

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Training HRD Process Model
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Needs Assessment Phase

• Establishing HRD priorities
• Defining specific training and objectives
• Establishing evaluation criteria

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Design Phase

• Selecting who delivers program
• Selecting and developing program content
• Scheduling the training program

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Implementation Phase

• Implementing or delivering the program

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Evaluation Phase

• Determining program effectiveness e.g.,
• Keep or change providers?
• Offer it again?
• What are the true costs?
• Can we do it another way?

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Learning Performance
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THE LEARNING CURVE
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Critical HRD Issues

• Strategic management and HRD
• The supervisors role in HRD
• Organizational structure of HRD

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Strategic Management HRD

• Strategic management aims to ensure
  organizational effectiveness for the foreseeable
  future e.g., maximizing profits in the next 3
  to 5 years
• HRD aims to get managers and workers ready for
  new products, procedures, and materials

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Supervisors Role in HRD

• Implements HRD programs and procedures
• On-the-job training (OJT)
• Coaching/mentoring/counseling
• Career and employee development
• A front-line participant in HRD

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Organizational Structure of HRD Departments

• Depends on company size, industry and maturity
• No single structure used
• Depends in large part on how well the HRD manager
  becomes an institutional part of the company
  i.e., a revenue contributor, not just a revenue
  user

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HR Manager Role

• Integrates HRD with organizational goals and
  strategies
• Promotes HRD as a profit enhancer
• Tailors HRD to corporate needs and budget
• Institutionalizes performance enhancement

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HR Strategic Advisor Role

• Consults with corporate strategic thinkers
• Helps to articulate goals and strategies
• Develops HR plans
• Develops strategic planning education and
  training programs

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Challenges for HRD

• Changing workforce demographics
• Competing in global economy
• Eliminating the skills gap
• Need for lifelong learning
• Need for organizational learning

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Summary

• HRD is too important to be left to amateurs
• HRD should be a revenue producer, not a revenue
  user
• HRD should be a central part of company
• You need to be able to talk MONEY