Human Resource Development Organizational Bahaviour .pptx

Organizational Behavior

1. HUMAN RESOURCE DEVELOPMENT(HRD) MANAV(09) PRAGATI RAWAT(11) SUMIT KUMAR(19 )

2. INDEX Introduction Of HRD. Definitions of HRD. Features of HRD. Objectives of HRD. Function of HRD. Importance of HRD. Types of HRD. Difference Between HRM & HRD. Training. Purpose of Training. Development. Difference Between Training and Development. Types of Training. Methods of Training.

3. INTRODUCTION Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development. The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers.Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by experts in the industry or by a manager. Healthy organizations believe in Human Resource Development and cover all of these bases. b

4. DEFINITIONS According to Leonard Nadler, "Human resource development is a series of organised activities, conducted within a specialised time and designed to produce behavioural changes." In the words of Prof. T.V. Rao, "HRD is a process by which the employees of an organisation are helped in a continuous and planned way to :- (i) acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles; (ii) develop their general capabilities as individual and discover and exploit their own inner potential for their own and /or organisational development purposes; (iii) develop an organisational culture in which superior-subordinate relationship, team work and collaboration among sub -units are strong and contribute to the professional well being, motivation and pride of employees."

5. FEATURES OF HRD HRD aims at the continuous development of employees throughout their careers in the organization. It involves a systematic approach to identify the training and development needs of employees. HRD is a process that involves both the employee and the organization working together to achieve mutual goals. It includes a variety of methods such as training, mentoring, coaching, job rotation, and career development. OBJECTIVES OF HRD To improve the productivity and performance of employees To enhance the skills, knowledge, and abilities of employees to meet the changing demands of the organization To provide opportunities for career development and growth for employees To create a positive work environment that fosters continuous learning and development

6. FUNCTIONS OF HRD Assessment of Training Needs :- This involves identifying the skills and knowledge gaps of employees and designing training programs to address them. Design and Delivery of Training Programs:- This involves developing and delivering training programs that meet the needs of employees and the organization. Evaluation of Training Programs:- This involves measuring the effectiveness of training programs in terms of improving the skills, knowledge, and abilities of employees. Career Planning and Development:- This involves providing employees with opportunities for career growth and development. Performance Management : This involves setting performance goals, providing regular feedback, and conducting performance appraisals.

7. IMPORTANCE OF HRD HRD helps to improve the skills, knowledge, and abilities of employees, which leads to improved performance and productivity. It helps to create a positive work environment that fosters continuous learning and development. HRD helps to align the goals of employees with the objectives of the organization. It helps to retain talented employees by providing them with opportunities for career development and growth. HRD helps to build a skilled and competent workforce that is capable of meeting the changing demands of the organization.

8. TYPES OF HRD Training and Development:- It involves imparting knowledge and skills to employees through various methods such as classroom training, e-learning, on-the-job training, etc. Career Development:- It involves providing opportunities for employees to advance in their careers through promotions, job rotations, and other career development programs. Performance Management:- It involves setting goals and objectives for employees and providing regular feedback to help them improve their performance. Succession Planning:- It involves identifying and developing future leaders of the organization.

9. DIFFERENCE BETWEEN HRM AND HRD BASIS OF DIFFERENTIATION HRM HRD DEFINITION AND FULL FORM The full form of HRM is Human Resource Management. It refers to how the principles of management can be applied to manage the employees working in an organization effectively. The full form of HRD is Human Resource Development. It refers to continuous development functions that are implemented for improving the performance of those working in an organization. NATURE HRM is a management function. HRD is a sub- function of HRM. FUNCTION The functions of HRM are reactive and are usually applied to gaining holistic organizational goals. The functions of HRD are proactive and have to be applied consistently to enhance the productivity of employees.

10. DIFFERENCE BETWEEN HRM AND HRD BASIS OF DIFFERENTIATION HRM HRD GOALS The objective of HRM is related to improving the overall performance of employees. HRD goals are usually connected with skill development, knowledge enhancement, and increasing the competency of employees. PROCESS Most HRM processes are routine and have to be carried out as and when the need arises. HRD processes are ongoing and not occasional. CONCERNED WITH HRM deals with and has concerns for people only. It handles recruitment, rewards, etc. HRD is concerned with the development of all aspects and people within an organization and manages its skill development processes.

11. TRAINING Training is the most important activity which plays an important role in the development of human resources. Training is regarded as the systematic process of acquisition of attitudes, knowledge, or skills that result in improved performance at work. The fundamental purpose of training is to help people develop skills and abilities which, when applied at work, will enhance their job performance. To put the right man at the right place with training has now become essential in today’s globalized market. No organisation has a choice on whether or not to develop employees. Therefore, training has, nowadays, become an important factor in maintaining and improving interpersonal and intergroup collaboration. According to Edwin Flippo , ‘training is the act of increasing the skills of an employee for doing a particular job’. Dale S. Beach defines training as ‘the organized procedure by which people learn knowledge and/or skill for a definite purpose’.

12. PURPOSE OF TRAINING To prepare the employee, both new & old to meet the present as well as the changing requirements of the job & the organization. To develop the potentialities of the people for the next level job(promotions). To ensure smooth & efficient working of a department. To ensure economical output of required quality. To build up a second line of competent officers & prepare them to occupy more responsible position. To prevent obsolesce. Training fills the gap between what employees has and what the job demands. After training an employee can change jobs quickly (job rotation) and improve his performance.

13. DEVELOPMENT Development is concerned with the growth of employees in all respects. It is the process by which managers or executives acquire skills and competency in their present jobs and also capabilities for future tasks. The purpose of development is imparting advanced knowledge and competencies among the employees.Development is a continuous process of building competencies of employees and thus facilitating their overall development. The term is generally used in relation to managers or executives and is described as ‘management development’ or ‘executive development’. Hurlock defines, “Development means a progressive series of changes that occur in an orderly, predictable pattern as a result of maturation and experience.” According to Liebert, Poulos, and Marmor , “Development refers to a process of change in growth and capability over time, as a function of both maturation and interaction with the environment.” J.E. Anderson defines, “Development is concerned with growth as well as those changes in behavior which result from environmental situations.”

14. DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT BASIS OF COMPARISON TRAINING DEVELOPMENT MEANING Training is a learning process in which employees get an opportunity to develop skill, competency and knowledge as per the job requirement. Development is an educational process which is concerned with the overall growth of the employees. TERM Short Term Long Term FOCUS ON Present Future ORIENTATION Job Oriented Career Oriented Short Term

15. DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT BASIS OF COMPARISON TRAINING DEVELOPMENT MOTIVATION Trainer. Self. OBJECTIVE To improve the work performances of the employees. To prepare employees for future challenges. NUMBER OF INDIVIDUALS Many. Only one. AIM Specific job related. Conceptual and general knowledge.

16. TYPES OF TRAINING CROSS FUNCTIONAL TRAINING:- This involves training employees to perform operations in areas other than assigned jobs. For ex:- A person working in marketing department has given the training of production, so that he can explain the production process of a product to the customers. This type of training is given by high performing workers of an organisation. The benefits of this training is that workers become versatile , able to handle diverse job and this leads to growth of an organisation. SKILL TRAINING:- This training is provided to develop the basic skills ( such as reading, writing, computing, speaking, listening , problem solving , managing oneself, knowing how to learn, working as a part of team, leading etc. The method which is used lectures, apprenticeships, on the job, coachings etc. REFRESHER TRAINING:- The Refresher Training or Retraining is a training programme designed for the old or existing employees of an organization, with a purpose to acquaint them with the new skills, methods, and processes required to improve their performance on the jobs. The need of this training comes when new technologies comes into existence.

17. TEAM TRAINING:- Team Training covers two areas : Content Tasks & Group Processes. Content Tasks can be defined as the team’s goals such as problem solving and cost control. Group processes can be defined as the way member function as a team. For Ex- How they interact with each other, How they sort out differences and How they participate etc. CREATIVITY TRAINING:- Creativity training can be defined as instruction to develop an individual's capability to generate novel and potentially useful solutions to (often complex and ill-defined) problems. DIVERSITY TRAINING:- Diversity training is training delivered to make participants more aware of diversity issues in the workplace, their own beliefs on diversity, as well as provide skills to help them interact, collaborate and work more closely with people that have different qualities to their own.From the perspective of corporate culture , diversity training helps people to understand each other so that they can work together effectually.

18. METHODS OF TRAINING On The Job Training Method. JIT( Job Instruction Training) Coaching Mentoring Job Rotation Apprenticeship Training Off The Job Training Method. Vestibule Training Role Playing Lecture Method Programmed Instruction Behaviorally Experienced Training

19. ON THE JOB TRAINING METHOD On- the- job training is considered to be most effective method of training the operative personnel. Under this method, the worker is given training at the workplace by his immediate supervisor. In other words, the workers learns in the actual work environment. Job instructions training : Many jobs (or parts of job) consists of a sequence of steps that can best learned step by step. Such step by step training is called job instructions training (JIT) .First, list the job’s required steps (let’s say for using a mechanical paper cutter) each in its proper sequence. Then the list a corresponding ‘’key point” (if any) besides each step. The steps in such a job instruction training sheet show the trainees what to do, and the key point show how it’s to be done and why. Coaching : Under this method, the supervisor imparts job knowledge and skills to his subordinate. The emphasis in coaching or instructing the subordinate is on feeling by doing. This method is very effective if the superior has sufficient time to provide coaching to his subordinates.

20. Mentoring: Mentoring is a connection in which a leading manager in a company acquires the accountability for educating junior personnel. Technical, social, and political skills are usually transferred in such a connection from the more knowledgeable person to their juniors. A guide is a teacher, advisor, builder of skills and abilities, manager, mentor, and most significantly follower and organizer in respect of the perspective, that the young person has almost the class of life he needs as an adult. Job Rotation: The purpose of position rotation is to broaden the background of the trainee in various positions .the trainee is periodically rotated from job to job instead of sticking to one job so that he/she acquires a general background of different jobs. However rotation of an employee from one job to another should not be done frequently .he/she should be allowed to stay on a job for a sufficient period so that he/ she may acquire the full knowledge of the job. Apprenticeship training: Apprenticeship training is a process by which people become skilled workers, usually through a combination of formal learning and long term on the job training, often under the tutelage of a master craftsmen. The apprentice learns the by observing the manner of doing the job by the master craftsman or else he may be allowed to work on the job under his supervision. The process continues till the new employee is able to do the job independently. This type of training has traditionally been more appropriate for developing skills of craftsmanship such as that of weaver, carpenter, plumber, machinist and fitter.

21. OFF THE JOB TRAINING METHOD Off the job training requires the workers, to undergo training for a specific period away from the work place .off the job methods are concerned with both knowledge and skills in doing certain jobs. The workers are free of tension of work when they are learning. Vestibule training: Clerical and semi-skilled employees of the company are trained in this method for a few days. The company provides the equipment’s for such training, and these kinds of training are provided in classrooms, in which trainees have to face various work situations which they really need to face while working in the company. Role Playing: I n this training, the company tries to build the imaginary situations on which the trainee has to work and teaches the trainee how to behave and perform their work on being on that position in a realistic situation. The trainees play various roles such as manager, clerk, supervisor, accordingly with their work profile. Role-playing is conducted to develop the quality of maintaining interpersonal relations in the company.

22. Lecture Method: This method is most common and generally used by every organization for giving training to the recruited employees. The trainee can provide vast information regarding the company’s working policies to a various number of employees altogether in this method which saves time as well as the cost of the company. However, it also has a disadvantage that some trainees may understand what the trainer has taught in his lecture, while some may not learn effectively. Programme Instruction: This approach has become famous in recent years. The topic to be learned is discussed in a sequence carefully to prepare subsequent units. These units are organized from elementary to more complicated levels of teaching. The trainee inspects these units by solving queries. Thus, this method is costly and stagnant. Behaviorally Experienced Training: A few training programs aim at spontaneous and developmental learning. In this place, personnel can learn the manner of conducting oneself by role-playing in which the role participants try to act their role in that matter of a case, as they confer in real-life scenes. Sensitivity training is an example of the method used for spontaneous learning. The target of the experimental approach is accomplishing a group mechanism, an improved understanding of individuality and others.

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