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HRD Introduction

HUMAN RESOURCE development (HRD) is the process of helping people to acquire competencies. It is a continuous process to ensure the development of employee competencies, dynamisms, motivation and effectiveness in a systematic and planned way.

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39 views10 pages

HRD Introduction

HUMAN RESOURCE development (HRD) is the process of helping people to acquire competencies. It is a continuous process to ensure the development of employee competencies, dynamisms, motivation and effectiveness in a systematic and planned way.

Uploaded by

PurnashaRoy
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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HUMAN RESOURCE DEVELOPMENT

WHAT IS HUMAN RESOURCE DEVELOPMENT (HRD)?

It is the process of helping people to acquire competencies.


In Organisations, HRD can be defined as a set of systematic and
planned activities designed by an organisation to provide its members
with the opportunities to learn necessary skills to meet current and
future job demands.

It is a continuous process to ensure the development of employee


competencies, dynamisms, motivation and effectiveness in a
systematic and planned way.
IN ORGANISATION HRD-

Is a process by which the employees of an organisation are helped in a


continuous and planned way to:

Acquire or sharpen capabilities required to perform various functions


associated with their present or expected future roles

Develop their general capabilities as individuals and discover and


exploit their inner potential for their own and/or organisational
development purposes

. Develop an organisational 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.

EMERGENCE OF HUMAN RESOURCE DEVELOPEMNT GOALS OF


HRD

Employee competency development:

Develop the individual to realise his potential as an individual to the


maximum extent

Develop the individuals capabilities to perform his present job better

Develop the capabilities to handle future roles.

Employee motivation development: Develop and maintain a high


motivation level of employees

Organisational climate development:

Strengthen superior subordinate relationships

Strengthen team spirit among different teams

Promote inter-team collaboration

Promote climate development and organisational health development

HRD MECHANISMS OR SUBSYSTEMS OR INSTRUMENTS

HRD Department
Performance Appraisal
Performance review, Feedback, Counselling sessions
Role analysis
Potential Development Exercises
Training
Communication Policies
Job Rotations
OD Exercises
Rewards
Job-enrichment Programmes

HRD PROCESSES & HRD CLIMATE VARIABLES

Role clarity
Planning of development of every employee
Awareness of competencies required for job performance
Proactive orientation
Trust

Collaboration and Team work


Authenticity
Openness
Risk-taking
Value Generation
Clarification of norms and standards
Increased communication
More objective rewards
Generation of objective data on employees

HRD OUTCOMES VARIABLES

More competent people


Better developed roles
Higher work commitment & job involvement
More problem solving
Better utilisation of human resources
Higher job satisfaction and work motivation
Better generation of internal resources
Better organisational health
More team-work, synergy and respect of each other
ORGANISTIONAL EFFECTIVENESS DIMENSION

Higher productivity
Growth and diversification
Cost reduction
More profit
Better image
HUMAN RESOURCE DEVELOPMENT STRATEGIES

A strategy is a course of action planed to be undertaken to achieve


desired goals.

HRD strategy indicates the desired course of action planned by an


organisation to achieve HRD goals or HRD outcomes.

The course of action may deal with the choice of various means to
achieve the desired goal and a plan for implementing the chosen
activity or action.
DIMENSIONS OF HRD STRATEGY

What are the HRD goals?


What instruments are expected to be used? What assumptions are
made in choosing these instruments?

What are the ways in which HRD methods and instruments are
envisaged to be implemented?

FOCI OF HRD

The Individual
The Dyad (Employee-Boss)
The Collectives
Department/Organisation
OBJECTIVE OF THE HRD DEPARTMENT

To create a learning environment in the organisation so that each


member of the organisation continuously learn and acquire new
competencies.
TASKS OF HRD DEPARTMENT

Develop a HR philosophy for the entire organisation and get the top
management committed to it openly and consistently.

Keep inspiring the employees to have a constant desire to learn and


develop

Constantly plan and design new methods and systems of developing


and strengthening HRD climate.

Be aware of the business/social/other goals of the organisation and


direct HRD efforts to achieve these goals.

Monitor effectively the implementation of various HRD subsystems/


mechanisms

Work with unions and associations and inspire them


Conduct human process research, organisational health surveys and
renewal exercises periodically
HRD IN INDIAN ORGANISATIONS

Dayal ( 1989) identified three approaches:

Men-centred approach

Reciprocal approach

Selective approach

MEN CENTRED APPROACH

HRD is a philosophy shared by managements that believe


development of people to be their primary responsibility.

Factor like promoting trust, open communication, authenticity in


interpersonal relationship, and welfare of employees and their families
are top priority.

Organisational Characteristics:

Building a Coterie

Visibility

Autonomy of the General manager

MEN CENTRED APPROACH

Difficulty arises due to:

Change in the leadership

Change in technology

Changes in the aspirations of the young

RECIPROCAL APPROACH

This perspective comes partly from humanistic and partly from


business interests.

It regards development of people as the most important asset for either


improving or sustaining organisational performance.
RECIPROCAL APPROACH

HRD programme comprised of- Developing roles, role relationships,


appraisal systems, training, job design etc.

Followed by L&T, SBI, LIC, ITC


SELECTIVE APPROACH

It considers the Succession Planning


It identifies promising persons and carefully grooming them for
leadership positions.

Such programmes are applicable for senior or middle level managers.

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