Human Resource Development

What is Human Resource Developmet? HRD Deals with development and up gradation of human capital. HRD is a process for developing and unleashing human expertise through organization development and personnel training and development for the purpose of improving performance. HRD tries to bring about qualitative changes in human capital in accordance with the needs of the organization and corporate objectives. It tries to mould the organization as per requirements.

HRM vs HRD HRD

HRM/Personnel Management

1. continuous process

1.a routine function

and

administrative

2. sub-system of a large 2. Function more independent with system, more organizational separate roles to play. oriented 3. More proactive; it copes with the 3. Mainly a reactive function changing needs of the people as responding to the demands which well as anticipate these needs. may arise. 4. Developing organization, e.g. OD.

the

whole

4. Concerned with people Only.

5. involvement of the entire work 5. It is basically the responsibilities force from top to bottom is more of the HR department. and a must in most of the cases

HRD Core Beliefs

Organizations are human-made entities that rely on human expertise to establish and achieve their goals. Human expertise is developed and maximized through HRD processes and should be done for the mutual long- and/or short-term benefits of the sponsoring organization and the individual involved. HRD professionals are advocates of individuals/group, work process, and organizational integrity

Beliefs about the Role of HRD       

Helping and facilitating Learning is the heart of HRD Change is a learning process Learning occurs on multiple levels Learning and performance are both valued roles of HRD Strong commitment to the development of people Development of systems is important

HRD Discipline – Field of Practice        

Training T&D Employee development Technical training Management development Executive and leadership development Organization development Organizational learning

HRD Points of Agreement  Goal of improvement – Making things better for the future  Problem / Opportunity orientation – HRD is problem oriented – It is going to “improvement opportunity” thinking  System Thinking – System thinking allows HRD to view things as a system –

AREAS DISCUSSED UNDER HRD

Human Resource Planning Manpower planning and human resource planning are synonyms. The basic idea of manpower planning is, we look at the numbers we are likely to need because of growth or contraction, promotion and wastages. In other words, it simply means ensuring availability of right numbers of men , right kinds [types in terms of skill], at the right point of time, at the right places for utilizing the most economically and effectively and develop their potentials in terms of skills, performance and capacity.

Recruitment and Selection Recruitment is the process of generating of applications or attracting applicants for specific positions through four common sources, viz. Advertisement, state employment exchange agencies , present employees and campus recruitment. Having identified the potential applicants the next step is to evaluate their experience and qualification for ascertaining their suitability for a job and make selection. Selection refers to the process of offering job to one or more applicants from the applications. Selection is thus a means of selecting the ”best-fit” for a job by using multiple hurdles such as screening, short listing based on marks, tests, interviewing ,and an equal opportunity dispenser.

Performance & Potential Appraisal Performance appraisal also called “merit rating” or “employee rating is a means of helping supervisors to evaluate the work of employees. It is the name given to the regular formalized and recorded review of the way in which an individual performs in his or her job. This is normally carried out by the job holder’s immediate boss. Performance appraisal focuses of helping the individual to develop his or her present role capabilities and to assume more responsibility for that role. Potential appraisal focuses primarily identifying the employee’s future likely roles within the organization.” Potential appraisal is done for placement as well as for development purposes keeping in mind futuristic requirement of the organization.

Counseling “Counseling is helping the employee to recognize his own strengths, weaknesses and potential and potential and helping him to prepare action plans for own development.” Giving feedback in a “threatening way” or correcting the undesirable or unsatisfactory behavior of employees by pointing it out the deficiencies or other malfunctioning and warning them not to repeat these behaviors are all integral parts of a manager’s role and are not the same as counseling.

Career Planning Career planning involves identifying the right potential well in time, for development to take over higher responsibilities. This includes promotion and planned job rotation under various conditions and environments of challenge. In this process, attention is focused on individual’s style of working than his current performance results. Current results can provide reasonable clues of future potential, but they are not the sole criterion; current results only, could be misleading in judging one’s potential. A person’s achievements are invariably affected by the forces outside his control. Similarly, a person may be highly successful in one situation, but he may not continue to be a high achiever when transferred to another job or situation.

Succession Planning Succession planning entails in identifying the key jobs in an organization and ensuring that , if anything, planned or unplanned were to remove the present job holder from his post, there would be some one ready to take the place. This benefits the company by ensuring that there are no expensive gaps, or panic measures to fill them. It benefits the individual by providing him with opportunities for advancement. Three broad steps are required in this context (I) to decide which are the key jobs in the organisation; (ii) to identify the potential incumbent who can fit the position; & (iii) to make necessary records in the organization chart. Therefore, a succession plan to indicate who can succeed whom in the hierarchy.

Training Training comprises an integral part of HRD process. The purpose of training is to improve the capabilities of the human resources in order to increase their efficiency and effectiveness on the job. Training is expected to indicate positive changes in knowledge, skill and attitudes. Training is job oriented and fulfills the current needs of an individual to overcome job difficulties. Training won’t solve all problems, not all problems are training problems. As we all know Training aims at development of the people in an organization. HR Department analyses and develops various Training programs

Job Evaluation Job evaluation is concerned with establishing the relative worth of a job compared to other jobs within an organization. In job evaluation one attempts to consider and measure the inputs required of employees (know-how, accountability and problem solving etc.) for minimum job performance and to translate such measures into specific monetary returns. Transfer, Promotion & demotion.

• • •

Transfer is a lateral movement within the same grade, from one job to another. A transfer may result in changes in duties and responsibilities, supervisory and working conditions, but not necessarily salary. Promotion is the advancement of an employee from one job level to a higher one, with increase in salary. Demotion is the opposite of promotion. It is a downward movement from one job level to another, leading to a reduction in rank, status, pay and responsibility

Job Analysis Job analysis is the process of studying and collecting department information relating to operations and responsibilities of a specific job. The immediate products of this analysis are job description and job specification. Job description is an organized factual statement of duties and responsibilities of a specific job, whereas, job specification is a statement of the minimum acceptable qualities necessary to perform a job properly.

Rewards Rewards are the positive reinforcements given by the organization. Rewards act as effective motivators and help people to increase productivity and efficiency. Rewards include: • • •

Promotion Incentives Increments, etc

PHASES FOR ADOPTING HRD Learning and HRD  Maximizing learning and creating a learning environment is essential for building HRD in organization  Individual differences in the learning process should be recognized and treated differently accordingly. Making full use of individual skills and knowledge is the core essence of HRD  Learning strategies and styles. Adopting strategic planning and adopting leadership according to the situation so to have effective decision making

Assessing HRD needs

 Strategic organizational analysis. Conducting a strategic analysis and assessing what organization needs are and how they are to be dealt with. Keeping in focus the external pressure that may effect the organization such as: • Political pressure • Technology • Economic factor • competition  Task analysis This involves the task and guidelines needed to manage HRD practices. The organization must follow SOP’s to effective implement HRD practices. Must evaluate each alternative so to have a better view of how to manage.  Person analysis. Conducting a persosn analysis of individuals who are responsible for implementing HRD. Evaluating whether they would be able to manage and implement practices.  Prioritizing HRD needs. Giving priority to HRD resource as to when which practice is to be focused first. In case of technological change it would be necessary to provide effective training first. Similarly in case of increasing performance conducting performance appraisal and provided incentives would be the first priority.

Designing Effective HRD Programs     

Defining the objectives of HRD interventions. Creating or purchasing HRD programs. Selecting the trainer. Preparing a lesson program. Scheduling the HRD program.

Implementing HRD Programs  Training delivery methods. o On the job training method. o Classroom training approach. o Self-Paced/computer-based training. o Media and methods.  Some final Issues concerning training. o Post-training evaluation