Unit –II Framework of human resource

development
Meaning:
Human Resource Development (HRD) is a framework
designed to serve company employees. It helps to
develop their personal and organisational skill-set,
abilities, and knowledge criteria. HRD is one of the
primary forms of a system that retains and motivates
employees.
 HRD Process
Human Resource Development (HRD) process has
the following four-phase:
•Need Assessment Phase
•Design Phase
•Implementation Phase
•Evaluation Phase
1. Need Assessment Phase
A process by which an organization’s HRD needs are
identified and articulated. It identifies:
An organizations’ goals and its effectiveness in reaching
these goals.
Gaps between current skills and the skills needed to
perform the job successfully.
Gaps between employees’ skills and the skills required for
effective current job performance.
1. The conditions under which the HRD activity will occur.
2. Design Phase
The second phase of the training in the HRD process involves
designing the HRD program and intervention. In this phase the
following activities are carried out:
•The objective of the program should be defined.
• Develop an appropriate lesson plan for the program.
•Develop and acquire the appropriate materials for the trainers to
use.
•Determine who will deliver the program..
•Select the appropriate method to conduct the program.
•Schedule the program
3. Implementation Phase
This phase is to implement effective HRD programs or
interventions after the assessment and design phase,
which aims that the program must be delivered and
implemented by using the most appropriate methods.

Delivering any HRD program generally presents numerous

challenges such as executing the program as planned,
creating an environment that enhances learning, and
resolving problems that may arise.
4.Evaluation Phase
This is the final phase in the training and HRD
process after which the effectiveness of the HRD
intervention is measured. This determines
whether a program is accomplishing its
objectives. It identifies the strengths and
weaknesses of HRD programs and determines
the cost-benefit ratio of an HRD program.
 HRD MODEL
1. The Standard Causal Model of HRM

The Standard Causal Model of HRM is derived from

many similar models published throughout the 90s
and early 2000s. According to this model, HR will
only be effective if its strategy is aligned with the
business strategy.
The model shows a causal chain of how HR
processes impact the organization. The chain
starts with the company’s overall business
strategy, which influences the HR strategy and
processes. The chain ends with improved business
performance.
2. The 8-Box Model by Paul Boselie
The 8-box model by Paul Boselie shows the
eight external and internal factors that
influence the effectiveness of HR practices.
Itstarts by identifying the four external forces that
influence how organizations do HR:

•External general market context

•External population market contex

•External general institutional context

•External population institutional context

3. The HR Value Chain
The HR value chain is one of the best-known
models in HR. It is based on the work of
Paauwe and Richardson (1997) and creates a
nuance in the models above regarding how HR
operates.
If we focus on measuring just HRM
activities, we will automatically prioritize
maximizing efficiency to reduce costs.
However, this may not produce the best
long-term results.
4. The HR Value Chain Advanced
The original source for the HR Value Chain
Advanced model is unclear. It is very similar
to the HR value chain but with two key
differences.
First, organizational performance is defined in the
balanced scorecard. The balanced scorecard contains
the key performance indicators from a financial
perspective, a customer perspective, and a process
perspective. These are integrated into the HR value
chain. The scorecard helps to align and show the
added value of HR to the business.
5. The Harvard Model of HRM
The Harvard model of HRM has been attributed
to Michael Beer in 1984 and contributions from
Paauwe and Richardson in 1997. It takes a more
holistic approach to HR and includes different
levels of outcome.
This model comprises the following five
components:
•It starts, on the left, with stakeholder interest.
These stakeholders include shareholders,
management, employee groups, government, and
more. These interests define the HRM policies.
6. The Guest Model
The Guest model was developed in the late 1980s and
1990s by David Guest, a professor at King’s Business
School in the United Kingdom. The model positions the
strategic role of HR and differentiates strategic HRM
from traditional personnel management activities.
(1) The premise is that HRM starts with particular
strategies that align with business intent; (2) which
in turn informs the practices and policies of HRM,
(3) that result in specific HRM outcomes, that lead to
(4) desired employee behaviors such as commitment
and motivation, that collectively (5) drives
performance outcomes, (6) which results in financial
outcomes.
7. The Warwick Model
Another noteworthy model of HRM was developed
by researchers Hendry and Pettigrew from the
University of Warwick in the early 1990s. This
model, although similar to both the Guest and
Harvard models, contributes another perspective on
aligning HRM practices with external and internal
contexts.
The model consists of the following elements:
•Outer context – The macro-environmental
(political, economic, societal, technological, legal,
environmental) factors that influence HR policies.

•Inner context – The internal elements, such as

organizational culture, technology, and leadership
that influence HR policy and practice and will be
influenced by the outer context.
8. The Ulrich Model
The Ulrich Model was proposed in David Ulrich’s 1996
book Human Resource Champions, which outlines four key
roles the HR function must take on:
•Administrative Expert: Handles the internal operations
by overseeing HR processes and strategies for managing
people.

•Employee Champion: Manages workforce competencies

and employee engagement levels to improve productivity.
Focuses on maintaining a healthy employer-employee
relationship.
This model includes four key roles:
•Shared services – A centralized team accessed by
employees and managers that handles routine administrative
services and inquiries.
•Centers of excellence – Specialists that address more
complex situations and requests. They support management
in implementing HR programs and policies.
•HR business partners – Strategic HR professionals who
work with management to provide tactical guidance on
people issues.
•HR leadership team – A team of HR leaders that design
the HR function to deliver on its goals and priorities.