Human Resource Development

Definition

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.

Learn

Perform

Grow

HRM vs. HRD

Human resource management (HRM) encompasses many functions. Human resource development (HRD) is just one of the functions within HRM.

Functions/Parts of HRD

Training & Development Organizational Change Performance Improvement Career Development

Training & Development

Training : Improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task .

Development :Preparing for future responsibilities, while increasing the capacity to perform at a current job

Management training Supervisor development

Organizational Development
Defreeze (INPUT) Change (TRANSFORMATION) Re-freeze (OUTPUT)

OD is an effort: Planned Managed from the top Increases the organizational effectiveness

Career Development

A systematic process of guiding the movement of human resources of an enterprise through different hierarchical positions. Career Planning Career Management

HRD Process
HRD consists of following four phases (or stages): Needs assessment

Design Implementation Evaluation

HRD Process
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

HRD Process
Implementation Phase

Implementing or delivering the program

Evaluation Phase Determining program effectiveness: Keep or change providers? Offer it again? What are the true costs? Can we do it another way?

Sample HRD Jobs/Roles

Executive/Manager HR Strategic Advisor HR Systems Designer/Developer Organization Change Agent

Organization Design Consultant

Learning Program Specialist

Instructor/Facilitator

Individual Development and Career Counselor

Performance Consultant (Coach)

Researcher

Challenges/Hurdles in HRD

Cost of HRD Culture Knowledge Life style & Trends Technology Diversity

HRD Strategies in India

Total Quality Management Kaizen JIT Production Empowerment Benchmarking

Continued
Total Quality Management Aims at continuous improvement in quality of products which calls for improvement in the quality of work of employees through training and development. Kaizen Japanese word. Continuous improvement with involvement of everybody in the organization to generate value For the customers.

Continued
JIT Production Focuses attention on eliminating waste by purchasing/manufacturing just enough of right items just in time. Benefits: Quality improvement Higher productivity Lower cost Increased team work

HRD Climate

Feeling of employees towards the organization. Such climate should be there where HRD can happen. Collective conditions should be there which are conductive for growth.

Components of HRD

Organizational Structure Organizational Culture Human resource processes

Continued
Organizational Structure Enable peoples energy to be more focused Towards process achievement and goal achievement. Organizational Culture It is a pattern of beliefs, knowledge, attitudes and customs that exists in an organization. It can be supportive/unsupportive, positive/ Negative. It can affect the ability/willingness of employees to perform well in the organization.

Continued
HR Processes HR department should be comprehensive enough to take care of the employees specially when they join the organization to have their faith. From recruitment to retirement, the whole process should be according to employee expectation and ability of the employer.

Requirements for HRD Climate

Faith in employees: Organizations feel that the employees can meet its expectations. With faith comes responsibility, thus improving the skills. No Favoritism & Stereotyping FAVORITISM : Favoring of one over the another without any basis. STEREOTYPING: Categorize people and same behavior expected from that category. e.g. Females are not good drivers etc.

Continued

Motivational Supervision Related with leadership.

TRANSACTIONAL TRANSFORMATIONAL

Give and Take (For Example, do the work in time or before time and bonus/ reward will be given.)

No give and take. A leader should have the qualities and traits which can stimulate the people to do work without any feeling for bonus/reward.

Continued

Give freedom Physical fitness: Work on muscles Mentally Fit : Work on mind When freedom given, mind will develop. Some level of risk has to be there only then development will take place. Supportive HR functions (Training & Development, Performance Appraisal etc.) There should be no contradiction between them.

Continued

Evaluation of people It is not performance appraisal but trying to know the competencies in employees that are helpful for the growth of employees.

Feedback Team-spirit (Spirit de corpe of 14 principles of Fayols principles of management)

Coaching and Mentoring

These definitions indicate some overlap and some differences between Mentoring and Coaching. Mentoring is often seen as a longer term process, for example offering support during a career change such as induction or becoming a senior manager.

Coaching

Coaching is normally used to support the process of reviewing established or emerging practices. It is focused on innovation, change or specific skills. Coaching is conceived as a more structured learning process aimed at explicit professional development in an agreed area of performance.

Mentoring

Mentoring is usually concerned with supporting practitioners whilst they make a significant career transition.
Mentoring in intended to be supportive of the individual and occurs at need. Here the emphasis is on ready and confidential access to a critical friend who can be used as a sounding board and who offers a free form of advice.

Activities involved in mentoring and coaching and their overlap

What Mentoring and Coaching is not

Mentoring and Coaching is not counseling although some counseling skills may be used by the Mentor/Coach. Learning conversations do not focus on personal problems. Neither is the learning conversation therapy although the outcome of the conversation may leave the person feeling up-lifted and may feel their emotions have changed. But learning is always the focus.
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