UNIT-5-HRD-ppt_cbcc9d5d72f0587dc07bdcf43c02a437.pptx

Human Resource

1. UNIT 5:HUMAN RESOURCE DEVELOPMENT Concept and Importance

2. DEFINING HRD Human Resource Development is the process of increasing the knowledge, the skills, and the capabilities of all people in a society. In economic terms, it could be described as the accumulation of human capital and its investment in the development of an economy. In political terms, human resource development prepares for adult participation in political processes, particularly as citizens in a democracy. From the social and cultural points, the development of human resources helps people lead fuller and richer lives, less bound by tradition. In short, the processes of human resource development unlock the door to modernization (Harbison & Myers, 1964). HRD is a series of organized activities conducted within a specified time and designed to produce behavioral change (Nadler, 1970 p.3)

3. Defining HRD (Prof. T.V. Rao) Human Resource Development in the organizational context is a process by which the employees of an organization are helped in a continuous and planned way to: 1. Acquire or sharpen capabilities required to perform various functions associated with their present or expected roles. 2. Develop their general capacities as individuals and discover and exploit their own inner potentials for their own and / or organizational development purposes; and 3. Develop an organizational culture in which supervisor-subordinate relationships, team work and collaboration among sub-units are strong and contribute to the professional well being, motivation, and pride of employees

4. 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.

5. Emergence of HRD Employee needs extend beyond the training classroom Includes coaching, group work, and problem solving Need for basic employee development Need for structured career development

6. HRD - Characteristics

7. Difference between HRM and HRD The discipline of HRD was developed because the human resource management function failed to meet the new challenges of the 20th century. Some of organizations have merely redesigned their personnel departments as HRD departments. But there are certain differences in both the areas: Human Resource Management (HRM) is viewed as a set of independent subfunctions while Human Resource Development (HRD) is seen as a system of a larger system in an organization. ƒ HRM is considered as mainly a service function enduring with the demands of the organization as and when they arise, but HRD is considered as a proactive function which forecasts the needs of the organization and keep itself prepared to face the unseen competition in an organized manner. ƒ The main focus of HRM is on enhancing skills and increasing efficiency of people in the organization whereas HRD is based on the concept of building up the right organizational climate that could discover, nurture and utilize human capabilities in an optimum manner. ƒ

8. In HRM, main motivators are salary, wage incentives and job simplifications. On the other hand, HRD relies on job enrichment, job challenge, informal organizational climate, autonomous work groups and creativity for motivating the work force in the organization. ƒ HRM is supposed to be the exclusive responsibility of the Human Resource (HR) Managers and their concerned department. But HRD is considered as the responsibility of all the managers in an organization. In fact, HRD aims at developing the capabilities of all the line managers to carry out various human resource management functions. Under HRM, higher morale and satisfaction are regarded as the cause of improved performance. On the contrary, HRD perceives improved performances as the cause of improved job satisfaction and morale of employees on work (Gupta: 2007)

9. Principles of HRD Syste m 1. HRD system should help the company to increase enabling capabilities which include: development of human resources in all aspects, organizational health, improvements in problem solving capabilities, diagnostic skills, capabilities to support all the other systems in the company, etc. 2. It should help individuals to recognize their potential and help them to contribute their best towards the various organizational roles they are expected to perform. 3. It should help maximize individual autonomy through increased responsibility. 4. It should facilitate decentralization through delegation and shared responsibility. 5. It should facilitate participative decision-making. 6. It should attempt to balance the current organizational culture with changing culture. 7. There should be a balance between differentiation and integration.

10. 8. There should be a balance between specialization of the function with its diffusion into the others. 9. HRD system should ensure responsibility for the function. 10. It should build upon feedback and reinforcement mechanisms. 11. It should maintain a balance between quantification and qualitative decisions. 12. There should be a balance between external and internal help. 13. It should plan the evolution of the function. 14. There should be a continuous review and renewal of the function.

11. Frameworks of HRD The Strategic HR Framework Approach The Integrative Framework Human Capital Appraisal Approach HRD Score Card Approach P-CMM Approach For details read the attached article

12. CHALLENGES TO ORGANIZATIONS AND TO HRD PROFESSIONALS The ASTD-sponsored study mentioned following emerging workplace trends that impact HRD: competing in a global economy, eliminating the skills gap, increasing workforce diversity, meeting the need for lifelong individual learning, facilitating organizational learning, and addressing ethical issues and dilemmas in a proactive and effective manner.

13. Outcomes of HRD At the Organizational level Training increases competency level of employees by updating their knowledge and upgrading their skills, Comprehensive abilities of the employees increases which enhances their horizons of vision and performance, ƒ Employees become more committed towards the organization and a sense of belongingness is developed among them, team-spirit among the employees in an organization goes up, with the proper implementation of HRD in an organization trust and openness is created among the employees and they begun to respect each other which helps in developing a cohesive working environment, Collaboration and team-work produces synergy effects, Employees feel capable enough of handling competition and becomes ready to accept change,

14. Participation among employees is promoted so that they could also contribute their share in decision making leading to sense of pride and achievement of task, HRD involves human resource aspects like skills, knowledge, creative abilities and talents which helps in molding aspects like values, beliefs, aptitudes and attitude according to the changing needs and aspirations of individuals along with that of the organization, ƒ improves the problem understanding and solving capability of employees. Sense of belongingness and dedication is developed in the employees towards the organization.

15. At the National Level HRD manifest development of basic human aspects such as aptitude, attitude, values, beliefs on one hand and knowledge, skills, on the other hand. This process improves the utilization value of the society. ƒ HRD facilitates fulfillment of the requirements of dynamism in today’s everchanging environment like increase in the competition among the organizations and firms inside a country and also from other countries globally. ƒ Vitality of the work force of any organization which implements HRD is increased to a desirable extent. ƒ HRD makes the human resource dynamic and growth oriented of any nation. ƒ HRD makes the work force vital, purposeful and diligent in performing their duties well and in an organized manner. ƒ HRD promotes a culture, where people utilize their knowledge, skills and ideas to take initiative for innovations to make things happen. ƒ It accelerates economic development as HRD creates a congenial and cohesive working environment in organizations which ultimately exists in a country and contributes directly to national development. It improves the quality of work life, and provides inner satisfaction to the work force which leads them to higher productivity and better results (Sheikh: 2009).

16. THE END