HUMAN RESOURCE DEVELOPMENT SYLLABUS

UNIT - I TITLE: INTRODUCTION

Definition, Scope and objectives -Evolution of HRD - Developmental Perspective of HRD -
HRD at macro and micro levels: Outcomes of HRD in the National and Organizational
contexts. Qualities and Competencies required in a HRD professional. Importance of HRD in
the Present Context. Development of HRD Movement in India. Difference between HRM
and HRD Organization of HRD Function.

TITLE: HUMAN RESOURCE DEVELOPMENT

UNIT - II
SYSTEM LEARNING AND HRD

Human Resource Development System: HRD Mechanisms – Climate and Culture –

Influences of Employee Behaviour – Model of Employee Behaviour – External and Internal
Factors Influencing Employee Behaviour.
Learning and HRD: Learning Principles – Maximizing Learning – Individual Differences in
the Learning Process – Learning Strategies and Styles – Recent Developments in
Instructional and Cognitive Psychology.

UNIT - III TITLE: DEVELOPING HUMAN CAPACITY

Developing Human Capacity Aptitude - Knowledge - Values - Skills of Human Relations -
Responsiveness - Loyalty and Commitment - Transparency - Leadership Development.
Evaluating HRD: Human Resource Accounting - HR Audit and Benchmarking - Impact
Assessment of HRD initiatives on the bottom-line of an organization.
UNIT - IV TITLE: TRAINING AND DEVELOPMENT
Training and Development: Meaning and Scope of training - education and development;
Training need analysis - Types of training Internal and external – On - job Training & Job
shadowing, SGTA- Outbound Training - Attitudinal training - Principles Involved in
Selection of Training Method – Techniques of Training Different Levels - Training
effectiveness.

TITLE: CAREER PLANNING AND DEVELOPMENT

UNIT - V
RECENT TRENDS IN HRD

Career Planning and Development: Definition - objectives – importance – career

development –Career path defining- principles of theories career planning – steps involved –
succession planning.
Recent Trends in HRD: Training for trainers and HRD professionals – Goal-directed work
system behavior- Dynamics of HR & Employee Engagement- Sustainable Human
Development- Promoting Research in HRD.
 HUMAN RESOURCE DEVELOPMENT

UNIT-I

MEANING OF HUMAN RESOURCE DEVELOPMENT (HRP)

Human resource development is defined as the cultivation of an organization’s employees. It

entails providing workers with skills and relevant knowledge that may help them to grow in the
workplace.

DEFINITION OF HRP

“Human resource development is the increasing knowledge, skills, capabilities and positive work
attitudes of all the people working at all levels in a business”.

-MOHAMED KHAN

SCOPE OF HRD

1. Improve productivity

2. Facilitate employee’s growth

3. Motivate employees

4. Training and development

5. Performance management

6. Career development

7. Compensation and benefits.

EVOLUTION OF HRD

 Early Industrial Era (Late 19th to Early 20th Century):

 Focus on labor management and efficiency.
 Limited emphasis on employee development.

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 Post-World War II Era (1940s – 1950s):
 Rise of scientific management principles.
 Emergence of training programs for skill development.

 1960s – 1970s:
 Shift towards humanistic approaches in management.
 Introduction of behavioral sciences to understand human behavior at work.
 Emergence of training and development as formal functions within organizations.

 1980s – 1990s:
 Integration of HRD with organizational strategy and planning.
 Focus on Total Quality Management (TQM) and continuous improvement.
 Introduction of concepts like organizational learning and knowledge management.

 Late 1990s – Early 2000s:

 The advent of technology-driven learning and development.
 Growing emphasis on e-learning and virtual training programs.

 21st Century (2000s – Present):

 Increased attention on talent management and succession planning.
 Expansion of HRD to include career development, mentoring, and coaching.
 Integration of diversity and inclusion initiatives in HRD practices.
 Rise of data-driven HRD with the use of analytics for decision-making.

 Current Trends (2020s):

 Emphasis on agile and innovative learning methodologies, incorporating adaptive and
personalized learning techniques.
 Integration of artificial intelligence and machine learning in HRD processes for enhanced
efficiency and personalized skill development.
 Focus on employee well-being and mental health support as part of HRD initiatives.

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HRD AT MACRO AND MICRO LEVELS

 MACRO LEVELS (NATIONAL LEVELS): Here, HRD focuses on developing a skilled

and qualified workforce for the entire country. This benefits the national economy and
overall growth.
- skill development initiatives
- educational reforms
- Promoting lifelong learning.

 MICRO LEVELS (ORGANIZATIONAL LEVELS): This is where HRD practices

happen within individual organizations. Businesses focus on developing their employee’s
capabilities to achieve their strategic goals.
- Training and development
- Performance management
- Career development
- Organizational development.

HRD OUTCOMES

1. Training makes people more competent. they develop new skills, knowledge and attitudes.
2. There is greater clarity of norms and standards. People become better aware of the skills
required for job performance.
3. People become more committed to their jobs because there comes greater objectivity in the
administration of reward.
4. People develop greater trust and respect for each other. They become more open in the
behavior and the new outcome like values are generated.
5. There is great collaboration and team work which produces synergy effect.
6. They find themselves better equipped with problem solving capabilities.
7. Lot of useful and objective data on employees are generated which facilitate human resource
planning.
8. Participation develops in works a sense of achievement and pride.
9. HRD helps including multi skills to the employees.

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QUALITIES OF HRD PROFESSIONALS

 Integrity
 Self-discipline
 Communication
 Problem solving
 Creative
 Strategic thinker
 Technologically updated
 Multi-tasking
 Legal knowledge
 Organizational skills
 Leadership
 Decision making

IMPORTANCE OF HRD

 Enhances employee relations

It can improve how your employees interact by creating a series of guidelines. This guidance
could help employees develop better methods of teamwork, establish proper conduct and set
rules for resolving conflicts.

 Creates focus on company goals

Developing an HRD can help connect your employees more effectively to your overall company
goals. For instance, your HR team may create a series of training videos that educate your
employees about company vision and goals.

 Clarifies hiring practices

Developing your human resources team can help define your hiring practices, leading to greater
efficiency and productivity. For example, better HR practices that focus on company culture and

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needs could help you filter your options more efficiently. In this way, better HR could improve
your hiring practices and advance the qualifications of your teams.

 Improves workplace operation

Creating an HRD can also improve the operation of your workplace. For example, it could help
you identify employee engagement and methods of improving it. It could help you track your
team's interaction, identify obstacles to completion and develop methods of improving operation
efficiency.

 Increases employee skills

A human resources development may help you improve your employees' skills in the workplace.
For example, your team may hold further education courses that teach your team new skills and
abilities. Your HR strategy can also spot any new laws affecting your business and train your
employees about how these changes might affect them. In this way, your company could be
better prepared to handle new guidelines and restrictions.

DEVELOPMENT OF HRD MOVEMENT IN INDIA

The HRD movement in India is a relatively recent phenomenon, emerging in the 1970s. Here's a
breakdown of its development:

Early Traces (Pre-1970s):

Focus on worker welfare existed even before independence, with the Royal Commission on
Labour in 1931 recommending the appointment of labor officers.

Birth and Growth (1970s-1980s):

The turning point came in the mid-1970s. Larsen & Toubro (L&T), a major Indian company,
collaborated with the Indian Institute of Management, Ahmedabad (IIMA) to review their
performance appraisal system. Professors Udai Pareek and T.V. Rao led this initiative, which
eventually led to the development of a comprehensive HRD system – possibly the first of its kind
in India.

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Shifting Focus (1990s-Onwards):

By the early 1990s, the emphasis of HRD shifted. The focus moved from HR development for its
own sake to HR as a tool for business growth and strategic advantage.

DIFFERENCE BETWEEN HRM AND HRD

Aspect HRM HRD

Focus Managing current workforce Developing future workforce

Goal Efficient resource utilization. Enhance individual performance.

Activities Staffing, compensation, roles. Talent identification, training.

Approach Reactive, short-term. Proactive, long-term investment.

Outcome Efficient workforce. Skilled, motivated employees.

HRD FUNCTIONS

 Training and development: This involves providing employees with the skills and
knowledge they need to perform their jobs effectively. Training programs can include
classroom instruction, on-the-job training, and online learning.
 Organization development: This focuses on improving the overall effectiveness of the
organization. This can involve things like developing a more positive work culture,
improving communication, and streamlining processes.
 Career development: This helps employees to plan and develop their careers within the
organization. This can involve things like providing career counseling, mentoring programs,
and opportunities for job shadowing.
 Succession planning: This involves identifying and developing employees who can replace
senior leaders when they retire or leave the organization.

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 Performance management: This involves setting goals for employees, providing feedback
on their performance, and helping them to improve.
 Compensation and benefits: This involves developing and administering programs that
provide employees with financial security and other benefits.
 Employee engagement: This involves creating a work environment where employees feel
motivated and committed to their jobs.

IMPORTANT QUESTIONS

1. Explain about the objectives of HRD.

2. Explain the evolution of HRD.
3. Narrate the outcomes of HRD in national and organization.
4. Discuss about development of HRD in present scenario.
5. What are the functions of HRD?

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 UNIT-II

HRD SYSTEM LEARNING AND HRD

HRD MECHANISMS

HRD mechanisms are the tools and processes that organizations use to develop their employees'
skills and knowledge. They are essential for ensuring that employees have the capabilities they
need to perform their jobs effectively and contribute to the organization's success.

 Training and development: This includes formal training programs, as well as on-the-job
learning and development opportunities.
 Performance management: This involves setting goals and objectives for employees,
providing feedback on their performance, and helping them to improve.
 Career development: This includes helping employees to identify their career goals and
develop the skills and experience they need to achieve them.
 Succession planning: This involves identifying and developing employees who have the
potential to fill key positions in the organization.
 Compensation and benefits: This includes offering competitive salaries, benefits, and other
forms of recognition to attract and retain top talent.

HRD CULTURE

HRD culture is the overall philosophy and values that a company has towards employee
development. It encompasses things like the company's commitment to training and
development, the opportunities for growth that are available to employees, and the overall
learning environment.

 Supportive: Management is committed to HRD and provides the resources and support
that employees need to develop their skills.
 Learning-oriented: There is a continuous focus on learning and development, and
employees are encouraged to take advantage of training opportunities.

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  Performance-driven: HRD is seen as a way to improve employee performance and
achieve organizational goals.
 Empowering: Employees are given the autonomy and responsibility to develop their
own skills.

HRD CLIMATE
The HRD climate is the day-to-day experience that employees have with HRD practices. It's
influenced by things like the quality of training programs, the way that feedback is given, and the
opportunities for employees to use their new skills.

 Open: Employees feel comfortable asking questions and seeking feedback.

 Trusting: Employees trust that their development is important to the company.
 Collaborative: Employees are encouraged to work together to learn from each other.
 Rewarding: Employees are recognized for their development efforts.

WHY HRD CULTURE AND CLIMATE MATTER

A strong HRD culture and climate can lead to a number of benefits for both employees and
organizations.

 Improved career opportunities

 Enhanced skills and knowledge
 Greater sense of accomplishment
 Improved employee performance
 Increased innovation
 Reduced turnover
 Stronger competitive advantage
 Increased job satisfaction

INFLUENCES OF EMPLOYEE BEHAVIOUR

Organizational Factors:

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 Leadership: The way leaders behave, communicate, and make decisions has a significant
impact on employee behavior. Strong, ethical leaders who inspire and motivate their teams
will see a positive reflection in employee behavior.
 Work Culture: The overall culture of the company, including its values, beliefs, and
expectations, shapes how employees interact and behave. A positive culture that emphasizes
collaboration, trust, and respect will foster positive employee behavior.
 Job Design: The nature of the job itself can influence behavior. Repetitive or unchallenging
tasks can lead to boredom and disengagement, while challenging and meaningful work can
motivate employees to go above and beyond.
 Communication: Clear and effective communication from leadership about goals,
expectations, and feedback is essential for positive employee behavior.
 Reward Systems: The way a company rewards employees can influence their behavior. A
reward system that recognizes desired behaviors will encourage employees to repeat them.

Individual Factors:

 Personality: An employee's personality traits can influence their behavior at work. For
example, someone who is extroverted may be more likely to take initiative and collaborate
with others, while someone who is introverted may prefer to work independently.
 Values and Attitudes: An employee's personal values and attitudes can also influence their
behavior at work. Employees who value honesty are more likely to be ethical in their work
practices.
 Motivation: What motivates an employee can greatly influence their behavior. Some
employees may be motivated by intrinsic factors like the desire to do a good job, while others
may be motivated by extrinsic factors like money or recognition.
 Work-Life Balance: An employee's ability to balance their work and personal life can also
influence their behavior at work. Employees who are stressed or burned out due to poor
work-life balance may be more likely to exhibit negative behaviors such as absenteeism or
presenteeism (being physically present but not mentally engaged).

External Factors:

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  Economic Conditions: The state of the economy can influence employee behavior.
During economic downturns, employees may be more worried about job security, which
could lead to increased absenteeism or presenteeism.
 Personal Life Events: Major life events, such as a death in the family or a new child, can
also influence employee behavior. Employers who are understanding and supportive can
help employees manage these challenges and minimize the impact on their work.

FACTORS AFFECTING EMPLOYEE BEHAVIOUR

There are several internal as well as external factors affecting employee behaviour.

1. Leadership
2. Work Culture
3. Job Responsibilities
4. Effective Communication
5. Family and Personal Life
6. Relationship at Work

MODEL OF EMPLOYEE BEHAVIOUR

(EXTERNAL AND INTERNAL FACTORS INFLUENCING EMPLOYEE

BEHAVIOUR )

Internal Factors

 Skills and Abilities: An employee's skillset, knowledge, and experience all play a role in
how they approach tasks and interact with colleagues. Someone with strong problem-
solving skills might take initiative, while someone new to the role might be more
cautious.
 Personality: Personalities influence how employees react to situations, communicate,
and collaborate. An extroverted employee might thrive in a fast-paced environment,
while an introvert might prefer quieter, more focused work.

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  Values and Attitudes: An employee's values and attitudes shape their work ethic and
motivation. Someone who values work-life balance might prioritize leaving on time,
while someone who values achievement might be more willing to put in extra hours.

External Factors

 Leadership and Management: The way employees are led and managed has a big
impact on their behavior. Supportive and encouraging leadership can boost morale and
productivity, while micromanaging or unclear expectations can lead to frustration and
disengagement.
 Work Environment: The physical and social aspects of the workplace can influence
behavior. A comfortable, well-equipped workspace with positive social dynamics can
enhance focus and collaboration, while a cramped, noisy office with strained
relationships can have the opposite effect.
 Organizational Culture: The overall culture of an organization sets the tone for
employee behavior. A culture that values creativity and innovation might encourage
employees to take risks, while a more traditional culture might emphasize following
procedures.
 Work-Life Balance: The ability to balance work and personal life is a major factor in
employee well-being and behavior. Employees who feel burnt out or overwhelmed by
personal issues are less likely to be engaged and productive at work.
 External Forces: Events outside of work can also influence employee behavior. For
instance, economic downturns might cause stress and anxiety, while personal life events
like illness or family problems can lead to absenteeism or decreased focus.

PRINCIPLES OF LEARNING

 Active participation: Learners learn best when they are actively involved in the learning
process. This means doing more than just listening to lectures or reading textbooks. It means
asking questions, discussing ideas, and applying what they are learning to new situations.

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 Relevance: Learners are more motivated to learn when they see the relevance of the material
to their lives. This means helping them to understand how what they are learning can be
applied to their own interests and goals.
 Feedback: Learners need feedback in order to know how they are doing and to make
progress. This feedback can come from teachers, instructors, peers, or even oneself.
 Repetition: Repetition is important for learning. This means revisiting material multiple
times and in different ways.
 Challenge: Learners need to be challenged in order to grow. This means providing them
with tasks that are difficult enough to be interesting but not so difficult that they become
discouraged.
 Collaboration: Learning can be enhanced through collaboration. This means working with
others to learn and solve problems.
 Motivation: Learners are more likely to learn when they are motivated. This means finding
ways to make learning interesting and engaging.

INDIVIDUAL DIFFERENCES IN THE LEARNING PROCESS

 Learning styles: People have different preferences for how they take in and process
information. Some learn best visually, through pictures and diagrams. Others learn better
auditorily, by listening to lectures or discussions. Kinesthetic learners benefit from hands-on
activities and movement.
 Prior knowledge and experience: What someone already knows about a topic greatly
influences how they learn new things. If they have a strong foundation, they can build on it
more easily. Conversely, learners with little background knowledge may need more
explanation and simpler language.
 Motivation and attitude: A student's interest in a subject and their overall attitude towards
learning can significantly impact their success. Motivated learners are more engaged and
persistent, while those who lack interest may struggle to focus and retain information.
 Cognitive abilities: There are natural variations in cognitive abilities like memory, attention
span, and critical thinking. These differences can affect how quickly someone grasps
concepts and how efficiently they learn.

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 Learning disabilities: Some individuals have learning disabilities like dyslexia or ADHD
that can hinder their learning process. These require specific accommodations and strategies
to help them learn effectively.

LEARNING STRATEGIES AND STYLES

 Learning styles refer to your natural preferences for how you take in, process, and
understand information.
 Learning strategies are the specific actions you take to learn more effectively, based on
your learning style and the material you're learning.

Learning Styles

 Visual learners: learn best by seeing information. They benefit from using pictures,
diagrams, charts, graphs, mind maps, and flashcards.
 Auditory learners: learn best by hearing information. They benefit from lectures,
discussions, podcasts, audiobooks, and group study.
 Kinesthetic learners: learn best by doing. They benefit from hands-on activities,
experiments, simulations, role-playing, and field trips.
 Reading/writing learners: learn best by reading and writing information. They benefit from
textbooks, articles, notes, outlines, and essays.

Learning Strategies

 Goal setting: Set specific, measurable, achievable, relevant, and time-bound (SMART)
goals for what you want to learn.
 Organization: Organize your study materials in a way that makes sense to you.
 Time management: Create a study schedule and stick to it.
 Active learning: Don't just passively read or listen to information. Engage with the material
by taking notes, asking questions, summarizing what you've learned, and applying it to real-
world situations.
 Practice and repetition: The more you practice something, the better you'll be at it. This
includes things like taking practice tests, doing homework problems, and using flashcards.

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 Metacognition: Think about your thinking. How do you learn best? What strategies work
best for you? By reflecting on your learning process, you can make adjustments as needed.

RECENT TRENDS IN INSTRUCTIONAL AND COGNITIVE

PSYCHOLOGY:

 Focus on Metacognition: There's a growing emphasis on helping learners develop

metacognition, which is "thinking about thinking." This involves teaching students how to
monitor their own learning process, identify areas of difficulty, and adjust their strategies
accordingly.
 Spaced Repetition and Interleaving: Research highlights the benefits of spaced repetition,
where learners revisit information at increasing intervals to boost long-term memory.
Similarly, interleaving - practicing different concepts in a mixed order - can lead to deeper
understanding compared to studying concepts in isolation.
 Harnessing Technology for Personalized Learning: Educational technology is evolving to
create more personalized learning experiences. This includes adaptive learning platforms that
tailor instruction based on individual strengths and weaknesses, along with educational
games and simulations that make learning more engaging.
 The Science of Motivation: Cognitive psychology is delving deeper into the science of
motivation. This research is informing strategies to promote learner autonomy, build self-
efficacy (belief in one's ability to learn), and foster a growth mindset (the idea that
intelligence can be developed).
 The Role of Emotion in Learning: The field is recognizing the importance of emotions in
learning. Positive emotions like curiosity and excitement can enhance focus and retention.
Strategies to manage stress and anxiety can also improve learning outcomes.

IMPORTANT QUESTIONS
1. Explain the factors influencing employee behavior.
2. Define HRD mechanisms?
3. Narrate the principles of learning.
4. Explain learning strategies and styles.
5. Enumerate the recent developments in instructional and cognitive psychology.

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 UNIT-III

DEVELOPING HUMAN CAPACITY

The essence of management of any organization is to utilize effectively all the available human
and physical resources, financial and technological resources. HRD is concerned with
development of human capacity. Human capacity or human potential includes-aptitude,
knowledge, values, skills of HR, responsiveness, loyalty and commitment, transparency,
leadership development.

Aptitude:
Aptitude refers to the potential for learning or acquiring a specific skill. Aptitude differs from
achievement which refers to previous learning. It also differs from intelligence which refers to a
person’s general potential to find solutions to problems, think ideally, adapt to changing situation
and gain from experience.

The distinction between the three concepts is thin because they are closely interrelated. At work,
employee should have aptitude for learning which is beneficial to him and organisation. All the
three concepts aptitude, achievement and intelligence are grouped as human ability. Aptitude of
persons can be tested to evaluate individual differences. The aptitude test measures potential for
acquisition of a specific skill. Through aptitude employees potential for learning can be
evaluated.

Through aptitude tests, evaluation of wide range of experiences obtained by the employees can
be made. Aptitude test is used to judge or predict future performance. It also evaluates the effect

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of an unknown or uncontrolled set of experience, to gain from a course of training. The interest
and choice of the person can also be known from the aptitude test. These tests are the useful tool
in the hands of employers who are in search for right persons for the right job.

Knowledge:
Knowledge is another capacity acquired and possessed by a person through his or her efforts.
The knowledge is the fact or condition of knowing something with familiarity or acquaintance
gained through experience or association. It understands of technique, science or art by an
individual. It is a condition of being aware of something. Knowledge is acquired through
learning. Knowledge facilitates learning. Knowledge of results leads to increases in learning.

Values:
According to M. Rokeach values represent basic convictions that, “a specified mode of conduct
or end-state of existence is personally or socially preferable to an opposite or converse mode of
conduct or end-state of existence.” Values focus on the judgment about what is right, good or
desirable.

Human Relations Skill:

Organisations are composed of people who come from different walks of life; differ with each
other in psychological makeup. People are human resources constituting the sum total of inherent
abilities, knowledge skills, represented by talents and aptitudes.

They behave in different manners. A manager has to understand human relations and behaviour
to extract hundred percent from the employees to the advantage of enterprise. Quality of human
resources can be modified through education, training and development.

Human resources are distinct from physical resources which are passive. Human resources differ
in qualities possessed by them. They possess immense skills. According to Sophocles, “the
wonders of wonders is man who has infinite capacity to think, to develop to create, to invent, to
feel, to love, to give, to kill, to respect and to hate, analyze or destroy.”

Efficiency of employees can be maximized by creating and maintaining good human relations
among them. W.W.G. Scott defined human relations as “a process of an effective motivation of

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individuals in a given situation in order to achieve a balance of objectives which will yield
greater human satisfaction and help accomplish company goals.” Human relations refer to the
interaction of people in all walks of life including in enterprises.

Responsiveness:
Responsiveness is yet mother human capacity present in employees. Responsiveness means
responding readily and positively to a call or command from superior to the subordinate. This is
the quality possessed by an employee which enables speedy work. This quality among human
assets put them ahead of others.

For being responsive you must possess some other qualities and analytical mind. Positive
response means ability to execute the work with perfection and that too on time. You should
approach problems with logic and sound reasoning.

Executives must respond to the opportunities for involving others in decision asking. You should
be good communicator and provide outstanding support to your subordinates. Responsiveness
leads to seeking out innovative solutions to challenging problems and give you a chance to
establish benchmark of performance and standard of excellence.

An employee with this quality is busy in developing new appropriate systems and procedures to
function efficiently. The benefits like early promotions accrue to the employee He/She remains
in the good books of superiors is an added advantage of the quality of responsiveness. These are
the people who take initiative in their organisations and accept change easily.

Loyalty and Commitment:

Loyalty is the state of being loyal to the work and to the organisation. A sense of loyalty
develops a strong feeding of support or allegiance. A loyal employee shows a firm and constant
support or allegiance to the organisation and its members. Employee is loyal to the established
rules, regulations, and procedures and follows them strictly. Every employee must be loyal to his
organization. Loyalist supports the organisation when it is passing through difficult times.

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Another human capacity commitment means the state or quality of being credited to a cause or
policy. It is a pledge or undertaking or an obligation to remain committed to the cause of the
organisation. Every organisation needs committed people for its progress.

The committed workforce establishes a long term emotional relationship with their organisation.
They are dedicated people for accomplishment of objectives of the organisation. They restrict
themselves from taking undue advantage from the organisation.

They give their hundred percent to their organisation. They are the hand-working people. They
receive full faith of their superiors. They enjoy confidence of their higher ups. Superiors delegate
authority to such people. Organisations flourish where such committed people work.

Transparency:
Transparency means the condition of being transparent. It means no concealment of action,
command, policy, procedure, work culture of the organisation. The employees should be made
known by the organisation about rules and regulations, procedure for action in case of any breach
committed by the employees. Transparency ensures fairness. There should not be any hidden
agenda on the part of the organisation. There must be fair deal which is ensured only when
transparency prevailed in the organisation. It takes out fear from the minds of the employees and
they work without any worries. Transparency is image building tool for the organisation. It leads
to the speedy growth.

Leadership Development:
Managers have to work with many people having distinct behaviour patterns. Managers have to
lead and guide his subordinates at the workplace. Hence he must possess leadership qualities for
effective management of people. A good leader extracts work from the toughest employee. He
can take anyone to task in his endeavour to attain organisational objectives. Leadership qualities
can be an acquired through experience and training.

Leadership is a process of influencing the behaviour of others in the direction of an objective or

set of objectives or toward a vision of the future. A constructive leadership style which provides
vision and direction and furthers cooperation and productive group effort is essential for
organisational effectiveness.

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For effective leadership, a leader should have self-confidence, physical attractiveness,
intelligence, drive, alertness and insight in respect of tasks to be performed and the feelings of
the persons performing those tasks.

A leader must encourage and support his people and provide information and suggest new
procedures. He must be production centric i.e. he should assign task by fixing a deadline and
make a review of deficient work.

HR ACCOUNTING AND HR AUDIT BENCHMARKING

HR benchmarking is a valuable tool for both HR accounting and HR audits. It allows you to
compare your organization's HR practices against those of similar organizations to identify areas
for improvement.

HR Accounting Benchmarking

Here are some key HR accounting processes that you can benchmark:

 Payroll processing: This includes metrics such as the time it takes to process payroll, the
accuracy of payroll checks, and the cost of processing payroll.
 Benefits administration: This includes metrics such as the cost of administering benefits,
the participation rate in benefits programs, and the employee satisfaction with benefits
programs.
 General ledger accounting for HR costs: This includes metrics such as the accuracy of HR
costs in the general ledger, and the timeliness of recording HR costs.
 Tax compliance for HR activities: This includes metrics such as the number of tax errors,
and the cost of complying with tax regulations.
 Recordkeeping for HR data: This includes metrics such as the accuracy of HR data, and the
time it takes to retrieve HR data.

HR Audit Benchmarking

Here are some key HR audit procedures that you can benchmark:

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 Review of HR policies and procedures: This includes metrics such as the number of HR
policies and procedures, and the time it takes to review HR policies and procedures.
 Testing of HR controls: This includes metrics such as the number of HR controls tested, and
the effectiveness of HR controls.
 Analytical procedures for HR data: This includes metrics such as the number of analytical
procedures performed, and the time it takes to perform analytical procedures.
 Substantive testing of HR transactions: This includes metrics such as the number of HR
transactions tested, and the accuracy of HR transactions.
 Reporting of HR audit findings: This includes metrics such as the time it takes to prepare
the HR audit report, and the comprehensiveness of the HR audit report.

IMPACT ASSESSMENT OF HRD INITIATIVES ON THE BOTTOM LINE

Metrics and Data Collection

 Identify Relevant Metrics: Choose metrics that align with the specific HRD initiative and
your overall business goals. Examples include:
o Employee Turnover: Reduced turnover translates to cost savings on recruitment
and training.
o Employee Engagement: Engaged employees are more productive and contribute to
higher customer satisfaction (leading to increased sales).
o Training Effectiveness: Track if training translates to improved skills and
performance, impacting efficiency and output.
o Time to Hire: Faster hiring reduces costs associated with a vacant position.
o Absenteeism: Lower absenteeism rates mean less disruption and higher
productivity.
 Data Collection Methods: Gather data through:
o Surveys: Employee satisfaction surveys, post-training surveys, exit interviews.
o Performance Reviews: Track performance improvements after HRD initiatives.
o Cost Data: Track costs associated with the HRD initiative and compare them to the
resulting savings (e.g., reduced turnover costs).

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 o Financial Data: Analyze if HRD initiatives contribute to increased sales or
improved customer satisfaction (indirect impact on bottom line).

Impact Analysis

 Analyze the Data: Look for correlations between HRD initiatives and changes in your
chosen metrics.
o Did employee engagement increase after a wellness program?
o Did training lead to a decrease in errors and improved product quality?
 Consider External Factors: Account for external factors that might also influence the
metrics (e.g., market fluctuations, industry changes).
 Qualitative Data: Include qualitative feedback through surveys or focus groups to
understand employee sentiment and program effectiveness.

Cost-Benefit Analysis

 Calculate Costs: Factor in the cost of the HRD initiative, including program
development, implementation, and ongoing expenses.
 Calculate Benefits: Quantify the financial benefits resulting from the initiative based on
your data analysis (e.g., cost savings from reduced turnover).
 Compare: Compare the costs to the benefits to determine the return on investment (ROI)
of the HRD program.

Reporting and Communication

 Present Findings: Clearly communicate the impact assessment results to stakeholders,

highlighting both quantitative and qualitative data.
 Focus on Business Impact: Frame the results in terms of how they contribute to the
organization's bottom line.
 Continuous Improvement: Use the assessment to refine your HRD initiatives and
ensure they remain aligned with business goals..

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HR DEPARTMENT CAN HAVE A POSITIVE IMPACT ON AN
ORGANISATION’S BOTTOM LINE:

 Know the Business

 Hire and Engage the Right Talent
 Good HR Leaders and Profitability Go Hand-in-hand
 Innovate
 Construct a Positive Experience
 Align HR strategy with Overall Business Strategy
 Developing Strong Leaders.

IMPORTANT QUESTIONS

1. Explain about Developing Human Capacity.

2. Define HR accounting and audit benchmarking.
3. Discuss about impact of HRD on the bottom line of an organization.

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 UNIT-IV

TRAINING AND DEVELOPMENT

MEANING OF TRAINING

It refers to a system of educating employees within a company. It includes various tools,

instructions and activities designed to improve employee performance. It’s an opportunity for
employees to increase their knowledge and upgrade their skills.

SCOPE OF TRAINING

 Increased Knowledge and Skills: This is the most basic objective. Training aims to equip
learners with new information, improve their understanding of existing knowledge, and
develop new skills or refine existing ones.
 Enhanced Job Performance: By gaining new knowledge and skills, employees can perform
their jobs more effectively and efficiently. This can lead to increased productivity, better
decision-making, and fewer errors.
 Improved Motivation and Engagement: Well-designed training programs can boost
employee morale and motivation. When employees feel they are developing their skills and
knowledge, they are more likely to be engaged in their work.

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  Career Development: Training can help employees prepare for future opportunities within
the organization. It demonstrates a commitment to employee growth and can lead to
promotions or career advancement.
 Improved Overall Performance: A skilled and knowledgeable workforce is more
productive and efficient. This can lead to increased revenue, improved customer satisfaction,
and a stronger competitive advantage.
 Reduced Costs: Training can help reduce costs associated with errors, rework, and
accidents. Skilled employees can also help identify and solve problems more effectively.
 Enhanced Innovation: Training can foster a culture of creativity and innovation. By
exposing employees to new ideas and approaches, organizations can develop new products
and services.
 Increased Compliance: Training can help ensure that employees are aware of and follow
legal regulations and company policies. This can help to mitigate legal risks and fines.

TRAINING NEEDS ANALYSIS METHODS

1. Direct observation- In different working situations the training managers observe the working
style of the employees. With the help of this observation, the managers get information about the
performance gaps. The observation includes watching over the technical methodology followed
to perform the job, the functional aspects of the job, and the behavioral aspects of the employee.
It provides both qualitative and quantitative feedback about the current performance of the
employee.

2. Interviews- It is a face-to-face conversation about the way an employee performs the job. It is an
effective way to collect information about output gaps by talking with each employee or a team.
It can be a formal or informal setting of the interview. The interview can be conducted in person
or through virtual means.

3. Focus groups- It is a brainstorming process to understand the skill gaps among the employee.
The employees working in the organization are encouraged to talk and discuss the ways to
improve their work performance. This conversation is closely observed by analyzed by the
training manager to understand the training requirement in the organization.

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4. Assessments/surveys- Surveys are an effective and simple way to identify the performance
deficiencies in a particular department. A well-designed questionnaire is circulated among
employees to understand the training needs of the employees. The questionnaire can consist of a
combination of open-ended and closed-ended questions along with some ranking and projective
questions. To improve the credibility of the survey the employees are allowed to submit the
answers anonymously.

5. Customer Feedback- In most of the service industry performance deficiencies are identified
using customer feedback. The direct feedback from the customer indicates the specific work area
which needs improvement.

6. Others: There are a few other methods of training that need analysis such as consolation with
the persons working in a key position in the organization, by reviewing relevant literature of the
work area, with the use of reports, records, and work samples.

TRAINING NEEDS ANALYSIS PROCESS

Step 1- Performance Gap Analysis: Here the current and desired operation results of the
employee performance are compared to identify the performance gaps. These performance gaps
can also be termed as the difference between the required and actual productivity of the
organization.

Step 2- Root Cause Analysis: Root cause analysis is a way to determine the basic issue behind
the performance gaps. The issues are classified into 5 categories as skill, resources, incentives,
motivation, and information such as feedback. Using rood cause analysis it is identified which
area is leading to a lack of performance and which area needs improvement.

Step 3- Needs Analysis: A detailed analysis is carried out to design and implement the
appropriate intervention to resolve the performance issues. Based on the categories identified in
the root cause analysis a specific need for improvement is addressed in this step. This analysis
includes analysis of the audience of training, job analysis, task analysis, environment analysis,
and cost-benefit analysis.

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Step 4- Recommendations: In this step, an appropriate training solution is proposed. It
identifies the right kind of training program that an organization should run to improve the
overall work productivity.

COMPONENTS OF TRAINING NEEDS ANALYSIS

1. Organizational Level
Providing training to employee which are not aligned with the business goals is considered a
wastage of resources. It is very vital that training programs conducted in the organization would
help the employees to achieve the strategic business goals of the organization. The organizational
level training need analysis using data sources such as business goals, skill inventory, employee
inventory, organizational culture, and customer satisfaction data to identify the training needs of
the employees.

2. Operational Level

It is a job level analysis that is used to determine what kind of training is needed by the employee
in order to achieve the desired level of work proficiency. It identifies the knowledge and skill
required to execute a specific job in the organization. The operational level training need analysis
using data sources such as work performance standards, job description, job specifications, and
analysis of operational problems to determine the training needs of the employee.

3. Individual Level

At the individual level, the training need analysis to verify the way employee performs their job.
The difference between the expected and actual performance of the employee is analyzed to
arrive at the training need of the employee. The individual-level training need analysis using data
sources such as performance appraisals, assessment of employee skills, interviews and
questionnaires, customer surveys, and work samples to determine the training needs of the
employee.

TRAINING METHODS: ON-THE-JOB AND OFF-THE-JOB.

On-the-job training methods involve learning while working. Here are some common examples:

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  Apprenticeship programs:These programs combine classroom instruction with
supervised on-the-job training. Apprenticeships are a great way to learn a skilled trade.
 Coaching:In coaching, a more experienced employee provides guidance and support to a
less experienced employee. Coaching can be a very effective way to develop new skills
and knowledge.
 Internship training:Internships are temporary work experiences that allow students to
gain practical experience in a field of interest. Internships can be a great way to learn
about a career and make connections in your field.
 Job rotation:Job rotation involves moving trainees from one job to another to give them
a broad range of experience. Job rotation can be a helpful way to develop well-rounded
employees.

Off-the-job training methods involve learning away from the workplace. Here are some
common examples:

 Classroom training: Classroom training is a traditional method of training that involves

a trainer presenting information to a group of learners. Classroom training can be
effective for teaching new knowledge and concepts.
 ELearning: eLearning is a form of online training that can include videos, simulations,
and interactive exercises. ELearning is a flexible and convenient way to deliver training.
 Simulation training: Simulation training involves using simulations to create realistic
work environments. Simulation training can be a helpful way to prepare employees for
challenging situations.
 Case studies: Case studies are a method of training that involves presenting learners with
real-world scenarios and asking them to analyze them. Case studies can be a helpful way
to develop critical thinking and problem-solving skills.
 Lectures: Lectures are a traditional method of training that involves a speaker presenting
information to a large audience. Lectures can be effective for conveying a large amount
of information in a short period of time.

JOB SHADOWING

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It is a type of on-the-job training that allows an interested employee to follow and closely
observe another employee performing role. This type of learning is usually used to onboard new
employees into an organization or into a new role.

Example: observing meetings and interactions with client. Fulfill office tasks or support
projects.

OUTBOUND TRAINING

It is a training and facilitation methodology used to enhance the effectiveness and performance
of employees through use of experiential learning activities and games.
Outbound activities like:
 Toss the ball
 Blindfold tent pitching
 Tallest tower
 White water rafting
 Magic carpet
 Valley crossing
 Pass the ring

ATTITUDINAL TRAINING

It is a type of training that focuses on influencing or changing a person’s attitudes. Encouraging

employees to participate in wellness programs, promoting the use of conflict resolution
techniques, or fostering a positive customer service approach.

Methods :

 lectures and discussions

 Role-playing
 Case studies

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PRINCIPLES INVOLVED IN DIFFERENT LEVELS OF TRAINING

 Specificity: Training should target the specific skills or knowledge you want to develop.
Example: Sales training focusing on the specific products a salesperson is selling.
 Progression: Gradually increase the difficulty or complexity of training as skills improve.
Example: In management training, starting with basic supervisory skills and progressing to
more advanced topics like delegation and performance management.
 Overload: Challenge learners slightly beyond their current capabilities to promote growth.
Example: Assigning a project with a slightly tighter deadline to encourage improved time
management skills.
 Individualization: Tailor training to the learner's specific needs, strengths, and weaknesses.
Example: Providing visual aids for learners who prefer visual learning.
 Feedback: Provide regular feedback to help learners identify areas for improvement and
track progress. Example: A teacher providing written feedback on a student's essay.
 Engagement: Create a stimulating and interactive learning environment to keep participants
motivated. Example: Using role-playing exercises in a customer service training program.
 Transfer of Learning: Ensure that learners can apply the acquired skills and knowledge to
their actual jobs. Example: Providing opportunities to practice new skills in a simulated
work environment.

TRAINING EFFECTIVENESS

Training effectiveness refers to the degree to which a training program or initiative achieves its
intended goals and produces desired outcomes. It assesses the impact and value of training
efforts on individual learners, teams, and the organization as a whole.

1. Visual Authentication of Effectiveness

The visual authentication approach measures training effectiveness via visual confirmation of
employees completing the learned tasks in real life. Employees upload videos, audios, or images
as proof of a task completed by harnessing the learnings from the training sessions. Such visual
proof helps managers gauge if the training is successful and tailor future sessions accordingly.

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For example, L&D teams record salespersons’ pitches before training and compare them to the
call with a prospective client after the training. The difference in the quality of the pitch helps
L&D managers make improvements in future training modules.

2. Intelligent Measurement with xAPI

Nowadays, learning can happen anywhere and anytime, which is great for learners but poses
tracking issues for the L&D team. The growing popularity of such blended learning, adaptive
learning, long-term learning, and interactive learning experiences led to the advent of Experience
API (xAPI).

3. Measuring Adoption of Enterprise Software & Digital Processes

For application training, measuring software adoption before and after the training is a beneficial
outcome-based way to measure training effectiveness. End-user adoption can be measured by
conducting pre and post-training assessments, tracking user activity within the software to
identify patterns of engagement and utilization, analyzing user feedback and surveys for valuable
insights into learners’ experiences and challenges, monitoring performance metrics such as
completion rates and task efficiency to assess the real-world application of training, and more.

Some enterprise software provide adoption information within their dashboards to track how
much time users spend on the system, how many activities are successfully completed etc. These
dashboards show how well users are engaging with the software and hence how well they can
apply their learnings on the job.

4. Measuring While Doing

Measuring training effectiveness while doing refers to employing real-time assessment methods
during the training process to gauge learners’ progress and grasp of the material. This can be
achieved through interactive quizzes, polls, and knowledge checks integrated into the training
modules, allowing learners to immediately apply what they have learned.

Utilizing training analytics to track learner engagement and progress during the training enables
trainers to identify areas of improvement and adjust the training content dynamically. By
measuring training effectiveness “while doing,” organizations can ensure learners stay actively

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engaged, reinforce their understanding, and address any knowledge gaps in real-time, ultimately
leading to more effective and impactful training outcomes.

5. Modern HR & Training Analytics

HR analytics play a crucial role in measuring training effectiveness by providing comprehensive
data insights and analytics related to training initiatives. These platforms can track and analyze
various training metrics, such as completion rates, learner engagement, assessment scores, and
time spent on each module.

They also help identify patterns and trends in learners’ progress, allowing HR professionals to
understand how effectively employees acquire new skills and knowledge. HR analytics platforms
generate visual reports and dashboards, simplify data interpretation and facilitate data-driven
decision-making.

By leveraging these platforms, organizations gain a holistic view of training performance,

enabling them to assess the impact of training on employee performance, identify areas for
improvement, and make informed adjustments to training programs for enhanced learning
outcomes and organizational success.

6. Employee Feedback Surveys

While they may seem like the most basic forms of evaluation, they are highly critical to
determine the success of your training program. The approach here is to collect real-time
feedback to measure training effectiveness and make required changes to the program
immediately without delays. L&D professionals can curate a list of post-training survey
questions to collect valuable feedback on company-wide and role-specific training.

7. Kirkpatrick’s 4 Levels of Evaluation

The Kirkpatrick Model of training evaluation is best known for analyzing and evaluating the
effectiveness and results of employee training programs. It takes into account the style of
training, both informal and formal, and rates them against four levels of criteria:

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  Reaction – Understand learner satisfaction through feedback forms.
 Learning – Gauge the understanding of a topic and degree of skill development by taking
pre and post-test measures and hands-on assignments. This helps understand if the training
objectives were met.
 Behavior – Evaluate if employees apply their learnings from training to their everyday
work.
 Results – Check if the business objectives (such as greater productivity and fewer errors)
linked to corporate training are met.

8. Phillips ROI Model

The Phillips ROI Model is a methodology that ties the costs of training programs with the actual
results. It builds on the Kirkpatrick Model and classifies data from different types employee
training programs to measure:

 Reaction – Training managers use short surveys to gather data about participants’
responses to their training.
 Learning – Participants complete an MCQ survey or quiz both before and after the
training for training managers to determine how much knowledge has been acquired.
 Application and implementation – The Phillips Model doesn’t only collect data to find if
the training worked or not; it also evaluates the WHY behind the success/failure of the
training. It adds qualitative feedback to the data process to help organizations improve
their training programs.
 Impact – The model lets you analyze the impact of training content and other factors that
contribute to participants’ final performance.
 Return on investment – Uses cost-benefit analysis to map impact data to tangible
monetary benefits and a set of intangible benefits. Training managers can use this data as
hard evidence to prove the value of training to the authorities.

9. Kaufman’s Five Levels of Evaluation

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Kaufman’s model is yet another model built on the Kirkpatrick Model. It is a response or
reaction to Kirkpatrick’s model that aims to improve upon it in various ways. Kaufman’s five
levels of training evaluation include:

 Input – The training materials used to support the employee training.

 Process – Measure process acceptability and efficiency.
 Acquisition – Study whether learners acquired the learning and are using it on the job.
 Application – Evaluate how well participants utilize their learnings in their day-to-day
tasks.
 Organizational payoffs – Measure payoffs for the organization as a whole. This level
includes performance improvement evaluations and a cost-benefit or cost-consequence
analysis.
 Societal outcomes – Measure the societal benefits of the contribution as a whole from and
to the client and society’s evaluation.

10. Anderson’s Model of Learning Evaluation

The Anderson learning evaluation model is a three-stage evaluation cycle applied at an

organizational level to measure training effectiveness. The model is more concerned with
aligning the training goals with the organization’s strategic objectives.

The three cycles of Anderson’s model are:

 Determining current alignment against strategic priorities.

 Using a range of methods to assess and evaluate the contribution of learning.
 Establishing the most relevant approaches for the organization.

11. Brinkerhoff’s Success Case Method

Brinkerhoff’s success case method is a comprehensive approach, developed by Robert O.

Brinkerhoff, to measure training effectiveness. It aims to identify and analyze the impact of
training programs by focusing on extreme cases of success or failure.

Brinkerhoff’s success case method helps to answer two very important questions:

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  “How well does a training program work in a best-case scenario?”
 “When a training program doesn’t work, what’s the reason for it?”

IMPORTANT QUESTIONS

1. What are the scopes of training?

2. Explain about the types of training.
3. Define job shadowing.
4. Discuss about the effectiveness of training.
5. Narrate the principles involved in different levels of organization.

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 UNIT-V

CAREER PLANNING AND DEVELOPMENT RECENT TRENDS IN HRD

DEFINITION

A career path is defined as a long-term plan that includes specific steps or tasks that help you
advance to a desirable occupation or new role. It typically involves a series of related jobs or
roles that provide increasing levels of responsibility, skill development, and possibly higher
levels of compensation.

IMPORTANCE OF CAREER DEVELOPMENT

 Increased employability
 Greater job satisfaction
 Higher earning potential
 Personal growth
 Increased confidence
 Financial stability
 Improving business performance
 Goal setting
 Motivate employees

CAREER PATH

A career path is the sequence of jobs or positions through which an individual progresses in
their professional life. It represents the various stages and positions that a person may move
through as they advance in their career.

One of the best ways to prepare for your dream job is to create and follow a career path. A
career path is a specific set of jobs that prepare you for upward growth in your
industry. coaching and map a strategic career journey with expert

Key stages or elements of a career path may include:

36
  Entry-level positions: These are the initial roles someone takes on when starting
their career in a particular field. They often require less experience and expertise.
 Mid-level positions: As individuals gain experience and skills, they may move into
mid-level positions that involve more responsibility and may require specialized
knowledge.
 Senior-level or management positions: With further experience, individuals may
progress to senior or management roles, where they are responsible for decision-
making, leadership, and overseeing teams or departments.
 Executive or leadership roles: At the top of the career path are executive or
leadership roles, where individuals have significant responsibility for the overall
direction and success of an organization.
 Specialization or expert roles: Some career paths involve becoming a specialist or
expert in a specific area, where individuals focus on developing deep expertise in a
particular skill or domain.
 Entrepreneurship: Some individuals choose to follow a career path that
involves starting and running their own businesses.

kinds of career paths—an organizational career path and a personal career path.

Organizational career path

An organizational career path (also known as a career ladder or vertical career plan) is a
career path that you create with your direct manager. The goal is to climb a career ladder
within a company.

While many career paths lead to management positions, there are several for those who
don't aspire to management.

Many organizations have already developed a career path framework for their employees.
Here's what the process may look like: You create a career path with your manager.
Together, you will establish career goals for you to meet. These goals will prepare you for
the next step in your career path, including:

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  Helping with special projects
 Taking an online course
 Earning a certification
 Mentoring colleagues
 Shadowing a colleague for a day

To stay on track with your career path, you should review your milestones and goals often.
You also need to review your career path with your direct manager at least quarterly.

Personal career path

A personal career path is one that you create for yourself. It's based on a self-assessment of
your skills, interests, hobbies, values, and passions. A personal career path can lay the
foundation of your career without being restricted to one organization.

If you’re ready to create your career path, start by making a list of the skills you’re good at,
followed by your interests and hobbies. Then write down the things that matter most to you.

Look at everything on your list and think about the industries that could benefit from your
talent. For example, if you’re great with children, consider a career path in education. If you
prefer healthcare more than teaching, look into a career path for pediatric nurses or doctors.

You can also take a career path quiz or a personality assessment to find out the best careers
for you.

With a personal career path, you have complete control of your career development. A
personal career path may require more work, but it can be very rewarding. You have to take
the initiative with research, planning, and networking.

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TYPES OF CAREER PATHS

Knowledge

Knowledge-based career paths allow you to use the knowledge you acquired over time to do
your job. Employees in human resources, marketing, and accounting all follow a
knowledge-based career path. Other examples include IT professionals and engineers.

Skills

Skill-based professions need an understanding of how a specific job function operates.

These are often physical, hands-on, or service skills. Many of these roles fall in the
construction industry, as well as performers, artists, and restaurant chefs.

You may notice that many positions are cross-functional. Your job may need a combination
of knowledge-based and skills-based work. This is the case with lawyers, doctors, and
administrative personnel.

Entrepreneurs

An entrepreneur solves a problem or a specific need by selling their own product or service.
An entrepreneur can work independently or start a company and hire employees. Many
startups, including BetterUp, began with an entrepreneur solving a problem for consumers.

Freelance

People hire independent contractors (or freelancers) to perform a specific job or project.
Freelancers offer many services, including graphic design, consulting, home repair, and
photography.

EXAMPLES OF CAREER PATHS

Accounting: Staff Accountant > Senior Accountant > Accounting Manager > Senior
Accounting Manager > Firm Partner

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Administrative: Administrative Assistant > Executive Assistant > Office Manager > Event
and Conference Planner > Event Manager > Director of Events

Construction: Constructive Services Associate > Site Manager > Construction Manager >
Facilities Manager > Project Manager

Customer Service: Associate > Team Lead > Manager > Senior Manager > Director >
Chief Operating Officer

Human Resources: HR Coordinator > HR Manager > HR Director > VP of HR > Chief of
HR

Marketing: Marketing Coordinator or Marketing Specialist > Marketing Manager >

Director of Marketing > VP of Marketing > Chief Marketing Officer

THEORIES OF CAREER DEVELOPMENT

Career development theories are frameworks that help us understand how people develop their
careers over time. They consider factors such as interests, skills, personality, and experiences.
These theories can be helpful for individuals who are making career decisions, as well as for
career counselors who are working with clients.

 Trait and Factor Theories: These theories focus on the individual's unique characteristics, such
as their interests, skills, and personality. The idea is that these traits can be matched to specific
occupations. One example of a trait and factor theory is Frank Parsons' theory of vocational
choice, which suggests that people should choose careers that match their interests and abilities.
 Needs Theories: These theories focus on the individual's needs, such as the need for security,
achievement, or social interaction. The idea is that people will choose careers that fulfill their
most important needs. An example of a needs theory is David McClelland's theory of needs,
which identifies three primary needs: the need for achievement, the need for affiliation, and the
need for power.
 Developmental Theories: theories focus on the stages that people go through as they develop
their careers. These stages may be based on age, education, or experience. An example of a

40
 developmental theory is Donald Super's theory of career development, which proposes eight
stages of career development, from childhood to retirement.
 Social Cognitive Theory: This theory focuses on the role of learning and observation in career
development. The idea is that people learn about careers by observing others and by having their
own experiences. An example of social cognitive theory is Albert Bandura's social cognitive
theory, which emphasizes the importance of self-efficacy, or the belief that one can be successful
in a particular career.

CAREER DEVELOPMENT STEPS

1. Self-Assessment: This is where you delve into your interests, values, skills, and personality.
It's about understanding what makes you tick and what kind of work environment you thrive
in. Consider taking personality assessments or talking to a career counselor for guidance.
2. Goal Setting: Once you have a better idea of yourself, set some goals! These can be short-
term objectives to develop specific skills or long-term aspirations for your dream career.
Make sure your goals are SMART (Specific, Measurable, Achievable, Relevant, and Time-
bound).
3. Action Planning: Now translate your goals into actionable steps. Research the skills and
qualifications needed for your target career and identify ways to bridge any gaps. This could
involve taking courses, attending workshops, or volunteering for relevant projects.
4. Implementation: This is where you put your plan into action! Start acquiring the skills you
identified, network with professionals in your field, and build your resume and portfolio.
Look for opportunities to showcase your skills and gain experience.
5. Refinement: Remember, career development is a continuous process. Regularly assess your
progress and adjust your goals or action plan as needed. Stay up-to-date on industry trends
and be open to new learning opportunities.

LIST OF HUMAN RESOURCE TRAINING PROGRAMS

1. LinkedIn Learning

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 LinkedIn Learning is one of the most popular host platforms for HR training programs. The
platform offers some of the best online human resource training programs. The site
provides a huge variety of programs, such as:

 HR Foundations

 Recruiting Foundations

 HR Interviewing Techniques

 Onboarding New Hires as a Manager

 Strategic Human Resources

2. Udemy

Udemy is one of the popular hosts of practical human resource training and development
programs. The site offers free online HR training courses teaching beginners administrative
human resources. The platform also teaches managers how to effectively utilize HR
analytics in Microsoft Excel to assess performance. One of their most effective HR training
programs is Human Resource Analytics using Microsoft Excel for HR Management.

3. Alison

Alison offers 36 Human Resource Management Training and Development courses for
employees and managers. These courses cover HR basics, recruitment and selection,
learning and development, strategic development, performance management, conflict
resolution, and health and safety.

4. Coursera

Coursera is a great platform that hosts HR training programs for managers. The Preparing
to Manage Human Resources Course is one of the most effective pro grams. With this
course, you will be able to develop a skillful approach to managing employees by creating
effective human resource strategies, introducing the importance of the legal context, and
considering employee motivations. These topics provide you with essential knowledge that

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 will help you develop analytical HRM skills in managing employee performance, hiring
employees, and rewarding staff effort. In addition, this course will give you a new-found
understanding of management techniques, insight into employee psychology, and the
readiness to develop your own HRM skills.

5. Learning Path

Learning Path is an online HR training site that offers free human resource training
programs.It is a little more elaborate in that this option is more geared toward what is
obtainable in degree-awarding institutions.

Some HR courses offered on this platform include:

 Training and Human Resource Management

 Strategic HR Management

 Urban Labour Market and Employment Policy

 People and Organizations

 Choosing a Human Resource Consultant

6. Ed App

Ed App is a popular tool that offers thorough and effective HR training programs with a
didactic approach to teaching. Courses on this platform cover subject material like
interviewing talents for startups managing remote employees, grievance policy, ethics and
code of conduct, equal employment opportunity, and mental health in the workplace. The
organization offers both free and paid certification programs.

7. Wharton

Wharton is one of the most prestigious institutions in the world. The site offers a variety of
courses for general managers, experienced HR professionals, business consultants, and

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small business owners. The HR Management and Analytics: Unlock the Value of Human
Capital course is one of many notable HR courses by Wharton worth investment.

TYPES OF TRAINING
 Orientation training
 Skills training
 Compliance training
 Product training
 Leadership training
 Technical training
 Soft skills training
 Team training

DYNAMICS OF HR AND EMPLOYEE ENGAGEMENT

 Recruitment and onboarding
 Compensation and benefits
 Performance management
 Training and development
 Employee relations

PROMOTING RESEARCH IN HRD

 Data-driven decision making
 Addressing current challenges
 Competitive advantage

IMPORTANT QUESTIONS
1. What are the Importance of career development?

2. Define career path.

3. Explain about theories of career planning.

4. Enumerate the steps involved in career development.

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5. Narrate the Importance of research in HRD.

CHECK YOUR PROGRESS

1. The primary focus of the HRD unit is:

(a) Recruiting new employees

(b) Developing employee skills and knowledge
(c) Managing employee payroll
(d) Handling employee grievances

2. HRD activities contribute to:

(a) Cost-cutting measures only

(b) Overall organizational performance
(c) Hiring managers only
(d) Short-term project completion

3. Which of the following is NOT a characteristic of HRD?\

(a) Continuous learning environment
(b) Focus on punishment for mistakes
(c) Emphasis on employee growth
(d) Development of a positive organizational culture

4. An example of an HRD activity is:

(a) Terminating an employee

(b) Conducting leadership training
(c) Processing employee benefits
(d) Disciplining an employee

5. HRD professionals should focus on:

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 (a) Standardizing tasks only
(b) Enhancing employee adaptability
(c) Micromanaging employee performance
(d) Maintaining the status quo

6. In system learning, employees are encouraged to:

(a) Follow instructions rigidly

(b) Think critically about processes
(c) Resist change and new technologies
(d) Focus solely on individual skill development

7. When designing HRD programs for system learning, it's important to consider:
(a) The user interface of new technologies
(b) How to reduce employee benefits
(c) Strict deadlines for learning new systems
(d) Limiting employee access to new technologies
8. A well-designed HRD program for system learning should:
(a) Emphasize a one-size-fits-all approach
(b) Provide opportunities for hands-on practice
(c) Focus solely on theoretical knowledge
(d) Discourage employee feedback on new systems
9. Which of the following is NOT an advantage of effective system learning within an
organization?
(a) Improved efficiency and productivity
(b) Enhanced problem-solving skills
(c) Reduced employee morale
(d) Increased capacity for innovation
10. Continuous system learning within an organization fosters a culture of:
(a) Stagnation and resistance to change
(b) Adaptability and responsiveness
(c) Limited employee engagement
(d) Disconnectedness between departments
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11. Developing human capacity focuses on
(a) Standardizing tasks for efficiency only
(b) Enhancing individual and organizational capabilities
(c) Reducing employee benefits costs
(d) Managing employee attendance records

12. The primary function of the training and development unit is to

(a) Track employee vacation days

(b) Enhance employee skills and knowledge
(c) Handle employee grievances
(d) Process payroll

13. Training and development programs can be used to:

(a) Punish employees for mistakes

(b) Prepare employees for new technologies
(c) Track employee attendance only
(d) Motivate employees solely through rewards

14. Training and development activities can be categorized as:

(a) On-the-job training only

(b) Off-the-job training only
(c) Both on-the-job and off-the-job training
(d) Neither on-the-job nor off-the-job training
15. Which of the following is NOT a key element of self-assessment in career planning?

(a) Identifying your strengths and weaknesses

(b) Evaluating your interests and values
(c) Comparing yourself constantly to others
(d) Assessing your transferable skills

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