Introduction to Human

Resource Development
 INTRODUCTION
Have you ever:
• Trained a new employee to do his or her job (either formally or
informally)?
• Taught another person how to use a new technology, for example,
how to conduct an effective PowerPoint presentation, set up a
wireless Internet connection, or use of a device such as a
Blackberry, an Android, or an iPod?
• Attended an orientation session for new employees?
• Taken part in a company-sponsored training program, for example,
diversity training, sexual harassment awareness and prevention, or
career development?
• Completed some type of career planning project or assessment?
• Participated in an organization-wide change effort, for example, your
organization was seeking to change its culture and move toward a
flatter, more team-oriented structure?
ORGANIZATIONAL CHART
• Human resource planning activities are used to predict how
changes in management strategy will affect future human resource
needs. These activities are critically important with the rapid
changes in external market demands. HR planners must continually
chart the course of an organization and its plans, programs, and
actions.
• Equal employment opportunity activities are intended to satisfy
both the legal and moral responsibilities of an organization through
the prevention of discriminatory policies, procedures, and practices.
This includes decisions affecting hiring, training, appraising, and
compensating employees.
• Staffing (recruitment and selection) activities are designed for the
timely identification of potential applicants for current and future
openings and for assessing and evaluating applicants in order to
make selection and placement decisions.
• Compensation and benefits administration is responsible for
establishing and maintaining an equitable internal wage structure, a
competitive benefits package, as well as incentives tied to individual,
team, or organizational performance.
• Employee (labor) relations activities include developing a
communications system through which employees can
address their problems and grievances. In a unionized
organization, labor relations will include the development of
working relations with each labor union, as well as contract
negotiations and administration.
• Health, safety, and security activities seek to promote a
safe and healthy work environment. This can include actions
such as safety training, employee assistance programs, and
health and wellness programs.
• Human resource development activities are intended to
ensure that organizational members have the skills or
competencies to meet current and future job demands. This
last point, quite obviously, is the focus of this book.
 Definition of
HRM & HRD
• Human resource management (HRM) can be
defined as the effective selection and utilization of
employees to best achieve the goals and
strategies of an organization, as well as the goals
and needs of employees.
• 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.
• 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
 Early apprenticeship programs

• The origins of HRD can be traced to

apprenticeship training programs in the
eighteenth century. During this time, small shops
operated by skilled artisans produced virtually all
household goods, such as furniture, clothing,
and shoes. To meet a growing demand for their
products, they started to educate their workers
by themselves.
 Early vocational education
programs
• In 1809, a man named DeWitt Clinton founded the
first recognized, privately funded vocational school,
also referred to as a manual school, in New York
City. The purpose of the manual school was to
provide occupational training to unskilled young
people who were unemployed or had criminal
records.
• Programs regarding agricultural trades, home
economics, industry, and teacher training
 Early factory schools
• With the advent of the Industrial Revolution during the late
1800s, machines began to replace the hand tools of the
artisans. “Scientific” management principles recognized the
significant role of machines in better and more efficient
production systems.
• Factories made it possible to increase production by using
machines and unskilled workers, but they also created a
significant demand for the engineers, machinists, and skilled
mechanics needed to design, build, and repair the machines.
Fueled by the rapid increase in the number of factories, the
demand for skilled workers soon outstripped the supply of
vocational school graduates. To meet this demand, factories
created mechanical and machinist training programs, which
were referred to as “factory schools.”
 Early training for
unskilled/semiskilled
• Although both apprenticeship programs and factory schools
provided training for skilled workers, very few companies
during this time offered training programs for unskilled or
semiskilled workers.
• first car to be mass-produced using an assembly line, in which
production required only the training of semiskilled workers to
perform several tasks. The new assembly lines cut production
costs significantly and Ford lowered its prices, making it
affordable to a much larger segment of the public. With the
increased demand for demand for product company had to
design more assembly lines.
• Another significant historical event was the outbreak of World
War I. To meet the huge demand for military equipment
 Human relations movement

• “Human relations” movement advocating

more humane working conditions. Among
other things, the human relations
movement provided a more complex and
realistic understanding of workers as
people instead of merely cogs in a factory
machine.
 Establishment of training
profession
• With the outbreak of World War II, the industrial
sector was once again asked to retool its
factories to support the war effort. As with World
War I, this initiative led to the establishment of
new training programs within larger
organizations and unions. The federal
government established the Training Within
Industry (TWI) Service to coordinate training
programs across defense-related industries.
 Emergence of HRD
• During the 1960s and 1970s, professional trainers
realized that their role extended beyond the training
classroom. The move toward employee involvement in
many organizations required trainers to also coach and
counsel employees. Training and development (T&D)
competencies therefore expanded to include
interpersonal skills such as coaching, group process
facilitation, and problem solving. This additional
emphasis on employee development inspired the ASTD
to rename itself as the American Society for Training and
Development (ASTD).
 HRD Functions

• Training and development (T&D)

• Organizational development
• Career development
 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
 Organizational Development

• The process of improving an

organization’s effectiveness and member’s
well-being through the application of
behavioral science concepts
• Focuses on both macro- and micro-levels
• HRD plays the role of a change agent
 Career Development
• Ongoing process by which individuals
progress through series of changes until
they achieve their personal level of
maximum achievement.
– Career planning
– Career management
 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
Learning & Performance
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?
 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
 Roles and competencies of an
HRD professional
 Learning strategies – involved in the high-level
decision making concerning how HRD initiatives will
support the goals and strategies of an organization.
 Business partner – works together with managers
and others in determining how the HRD initiative will
be implemented and evaluated.
 The project manager – involved with the day-to-day
planning, funding, and monitoring of HRD initiatives.
 Professional specialist – adds his or her expertise to
particular areas, for example, designing, developing,
delivering, and evaluating an HRD initiative.
 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