human resource development

all about human resource development

1. HUMAN RESOURCE DEVELOPMENT ASHWANI DUBEY

2. CONCEPT OF HRD Definition: Human resource development (HRD) is a planned process of continuously helping employees to acquire and sharpen necessary skills to efficiently perform their present and future job assignments and also to equip them with capabilities to discover and exploit their inner potential for their own satisfaction as well as for organizational effectiveness . HRD is a function more concerned with training and development, career planning and development, performance and potential appraisal, counselling, succession planning and welfare.

3. Features/ Characteristics of HRD HRD is a planned learning process: Ongoing activity, which is dynamic and proactive in nature: Involves development of employee competencies and organizational effectiveness: Draws heavily on behavioral science knowledge: Based on systems perspective:

4. Objectives of HRD HRD aims at developing: Capabilities of all individuals working in an organization in relation to their present role. Capabilities of each employee as an individual Capabilities of each employee in relation to his/her expected future role. Dynamic relationship between each employee and his/her employer. Team spirit and functioning in every organizational unit. Collaboration among different units of the organization. Organization's overall health and self renewing capabilities.

5. Benefits of HRD HRD has the following benefits: Improves the capabilities of employees. Improves team work. Leads to greater organizational development. Performance related rewords help employees realize the importance of utilizing their skills fully in the service of organizational goals.

6. Evolution of HRD The early part of the century saw a concern for improved efficiency through careful design work. In the middle part of the century, emphasis shifted to the availability of managerial personnel and employee productivity. Recent decades have focused on the demand for technical personnel, responses to new legislation and governmental regulations, increased concern for quality of working life, total quality management and a renewed emphasis on productivity.

7. Evolution of HRD functions

8. HRD @ Macro and Micro Level Macro level : concerned with the development of people for the nation’s well being. It takes, health, capabilities, skills, attitudes of people, etc. useful to the development of the nation as a whole. Micro level : generally, HRD at micro level involves an organization’s manpower planning, selection, training, performance appraisal, development, potential appraisal, compensation, organizational development, etc.

9. HRD matrix and HRD subsystems HRD instruments HRD process HRD outcomes Organizational effectiveness

10. Scope/mechanism of HRD Performance appraisal. Potential appraisal. Career planning. Training and development. Organization development. Employee welfare. Quality of work life (QWL). Rewards. Human Resource Information System.

11. Essentials of an Effective HRD system Support from top management Congenial HRD climate Competent HRD staff Allow sufficient time to HRD system to mature and succeed

12. HRD v/s HRM Basis of Difference HRM HRD Objective Making available a competent and willing workforce to the organization. Working with the existing employees to improve their capabilities to handle current and future roles in the organization. Activity coverage Broad; include Human Utilization functions like recruitment, selection, placement, compensation, etc.. Part of HRM; includes functions such as performance and potential appraisal, career planning, etc. Focus and orientation Growth and prosperity of the organization as a productive unit. Adding value to individuals, teams, and organization as a human system. Responsive nature Largely a reactive function. Dynamic and pro-active function. Outcome Socialism and integration of employees with the organization. Healthy organizational culture conductive to organizational goal accomplishment and effectiveness.

13. CASE STUDY: JET AIRWAYS The present study is based on: How to acquire and sharpen necessary skills To efficiently perform their present and future job assignments To equip them with capabilities for their own satisfaction as well as for organizational effectiveness

14. Jet Airways Basic problems: Quality and efficiency of services, Shortage of qualified manpower, Need to employ well educated and well trained tourism personnel,

15. Findings Not satisfied in terms of promotion and incentives. Employees feel that they are eligible for incentives according to their performance appraisal. Timely meetings with HR managers. Polite treatment. Training and development of human resource.

16. Conclusion HRD system has to be groomed to its fullest to achieve competitiveness on international platform. Quality of manpower is the major challenge faced by the tourism industry. The government should look after the needs of the human resource by setting up a committee consisting of HRD professionals and professionals from the tourism industry. To upgrade the human resources, we need to educate the personnel regarding career planning career development and career counselling so that they may become aware of the general phases of their growth and development. The need of the hour is to tackle grassroots realities of HRD and then take some harsh measures to infuse a new blood in Jet Airways (I) Ltd.

17. Thank You!!!! ASHWANI DUBEY 1986