Introduction to Human Resource

Development

-Karan Chawla
-Yash Rane
 Definition of HRD
• 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.
 OBJECTIVES

• Develop human resource of the company continuously for

better performance to meet objectives.
• Provide opportunity for development of different level of
employees.
• suitable need based training programs
• Prepare newly inducted staff to perform their work with
high level of competency and excellence.
• Meet social obligations of industry to contribute towards
the excellence of technical and management education.
 OBJECTIVES

• Assist the existing and potential customers in

the better use of our equipments by training
the employees.
• Promote a culture of creativity, innovation,
human development, respect and dignity.
• Achieve excellence in every aspect of working
life.
• Create environment for the trainees conducive
to their character building.
 Evolution of HRD
• Early apprenticeship programs
• Early vocational education programs
• Early factory schools
• Early training for unskilled/semiskilled
• Human relations movement
• Establishment of training profession
• Emergence of HRD
 HRD Functions
• Providing skill input to apprentices and trainees
• Identifying training needs and imparting training
• Outside deputation for competency enhancement
• Competency mapping
• Organisational development activities
• Conducting sessions and workshops
• Training and development (T&D)
 THE NEED FOR HRD:
BUSINESS AND ECONOMICS CHANGED

• HRD can be ‘a platform for organisational transformation,

• a mechanism for continuous organisational and individual

renewal

• and a vehicle for global knowledge transfer’.

 THE NEED FOR HRD

• Implementing a new policy

• Implementing a strategy
• Effecting organisational change
• Changing an organisation’s culture
• Meeting changes in the external environment
• Solving particular problems
 THE NEED FOR HRD:
TECHNOLOGICAL CHANGES

• Technological change creates requirements

for training and development
 THE NEED FOR HRD:
ORGANISATIONAL CHANGE

• Organisations that work in less time will have a competitive

advantage.
• A customer and quality focus will permeate tomorrow’s superior
organisation.
• The arena for an organisation’s planning and action will be global.
• Business strategies now depend on quality and versatility of the
human resource.
• Work structure and design will change dramatically.
 THE NEED FOR HRD
:SOCIAL,LEGEL & OTHER CHANGES
• Social attitudes, legal requirements, industrial
relations and so on generate training and
development needs.
• They demand new skills in the workplace
 Training and Development (T&D)
• Training – improving the knowledge, skills
and attitudes of employees for the short-
term, particular to a specific job or task –
e.g.,
– Employee orientation
– Skills & technical training
– Coaching
– Counseling
 Training and Development (T&D)
• Development – preparing for future
responsibilities, while increasing the
capacity to perform at a current job
– Management training
– Supervisor development
 Benefits of Training and
Development
• Training and development helps the
employees to achieve their personal goals
which in turn help to achieve the overall
organizational objectives.
• Thus, we can bifurcate the benefits of training
and development into two broad heads:
• Organizational benefits
• Personal benefits
Organizational benefits:
• Improves the morale of the workforce.
• Leads to improve profitability and more positive
attitudes towards profit orientation
• Improves the job knowledge and skills at all levels
of the organization.
• Aids in organizational development
• Improves relationship between superior and
subordinate.
 Personal benefits
• Helps the individual in making better decisions and
effective problem solving.
• Aids in encouraging and achieving self-development
and self-confidence.
• Provides information for improving leadership,
knowledge, communication skills and attitudes.
• Helps a person handle stress, tension, frustration and
conflicts.
• Helps a person develop speaking and listening skills.
• Helps eliminate fear in attempting new tasks.
 Impact on Training
 Training practices
rapidly changing in
response to pressures
 Impacting instruction
design, delivery, and
evaluation processes
 Global interest in E-
learning is growing
Training & HRD Process Model
 Needs Assessment Phase
• Establishing HRD priorities
• Defining specific training and objectives
• Establishing evaluation criteria
 Design Phase
• Selecting who delivers program
• Selecting and developing program content
• Scheduling the training program
 Implementation Phase
• Implementing or delivering the program
 Evaluation Phase
Determining program effectiveness – e.g.,
• Keep or change providers?
• Offer it again?
• What are the true costs?
• Can we do it another way?
Learning & Performance
THE LEARNING CURVE
 Critical HRD Issues
• Strategic management and HRD
• The supervisor’s role in HRD
• Organizational structure of HRD
 Strategic Management & HRD
• Strategic management aims to ensure
organizational effectiveness for the
foreseeable future – e.g., maximizing
profits in the next 3 to 5 years
• HRD aims to get managers and workers
ready for new products, procedures, and
materials
 Supervisor’s Role in HRD
• Implements HRD programs and
procedures
• On-the-job training (OJT)
• Coaching/mentoring/counseling
• Career and employee development
• A “front-line participant” in HRD
 Organizational Structure of HRD
Departments
• Depends on company size, industry and
maturity
• No single structure used
• Depends in large part on how well the
HRD manager becomes an institutional
part of the company – i.e., a revenue
contributor, not just a revenue user
 HR Manager Role
• Integrates HRD with
organizational goals
and strategies
• Promotes HRD as a
profit enhancer
• Tailors HRD to
corporate needs and
budget
• Institutionalizes
performance
enhancement
 HR Strategic Advisor Role
• Consults with corporate strategic thinkers
• Helps to articulate goals and strategies
• Develops HR plans
• Develops strategic planning education and
training programs
 Challenges for HRD
• Changing workforce demographics
• Competing in global economy
• Eliminating the skills gap
• Need for lifelong learning
• Need for organizational learning
 Summary
• HRD is too important to be left to
amateurs
• HRD should be a revenue producer, not a
revenue user
• HRD should be a central part of company
• You need to be able to talk MONEY