Question: Discuss in detail the concept of Human Resource Development

(HRD). Take an Organization, study its Human Resource practices and

give your comments on the same vis-à-vis the HRD services.

Answer:

Meaning of Human Resource Development:

Human Resources Development (HRD) is a framework for the expansion of
human capital within an organisation. Human Resources Development is a
combination of Training and Education that ensures the continual improvement
and growth of both the individual and the organisation. Adam Smith states,
“The capacities of individuals depended on their access to education”.

Human Resources Development is the medium that drives the process between
training and learning. Human Resources Development is not a defined object,
but a series of organized processes, “with a specific learning objective”. It is the
structure that allows for individual development, potentially satisfying the
organisation’s goals. The development of the individual will benefit both the
individual and the organisation. The Human Resources Development
framework views employees, as an asset to the enterprise whose value will be
enhanced by development, “Its primary focus is on growth and employee
development…it emphasises developing individual potential and skills, it can be
in-room group training, tertiary or vocational courses or mentoring and
coaching by senior employees with the aim for a desired outcome that will
develop the individual’s performance. An apprentice will step through the
development process to become a tradesman in their field as will a white-collar
trainee to become a professional in their field. Training will allow the individual
to complete a task within their field today Gutteridge and Hutcheson maintain
that, “Training provides, maintains and enhances skills to perform the job”
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Education and training will develop the individual to become a tradesman or a
professional in the future. A successful Human Resources Development
program will prepare the individual to undertake a higher level of work,
“organised learning over a given period of time, to provide the possibility of
performance change”. Human Resources Development is the framework that
focuses on the organisations competencies at the first stage, training, and then
developing the employee, through education, to satisfy the organisations long-
term needs and the individuals’ career goals and employee value to their present
and future employers. Human Resources Development can be defined simply as
developing the most important section of any business its human resource by,
“attaining or upgrading the skills and attitudes of employees at all levels in
order to maximise the effectiveness of the enterprise”. The people within an
organization are its human resource, Human Resources Development from a
business perspective is not entirely focused on the individual’s growth and
development, “development occurs to enhance the organization's value, not
solely for individual improvement. Individual education and development is a
tool and a means to an end, not the end goal itself”.

 Definition:
Human Resource Development (HRD) is a framework for helping employees,
develop there personal and organizational skills, knowledge and abilities.
Human Resource Development includes such opportunities as employee
training, employee carrier development, coaching, succession planning, key
employee identification, tuition assistance and organizational development.

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  Roles of Human Resource Development:
Human Resource Development reinforce the executive skills by marketing
people aware about the skills required for job performance and by outlining
performance standards.

It uploads career planning and ensure all around growth of employees.

It makes utilization of manpower by employing right man to right job at
right time.
It is two ways process and establishes congenital growth of employees.

It is action oriented. Employee’s contributions are rewarded handsomely.

It facilitates human resource planning and control by maintaining update
data about the manpower for present and future use.

It fights resistance to changes and employees become accommodating

and willing to accept the change.
It brings about an atmosphere of mutual trust and confidence leading to
overall better performance.
It maintains transparency in administration.
It encourages people to show innovation while solving problems and also
take calculated risks.

 Responsibilities of Human Resource Development:

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Fairness in the workplace:
One important managerial responsibility is making sure that all managers
and staff apply personnel policies on a day-to-day basis and distribute
tasks and responsibilities fairly and equitably among employees. When
developing an integrated human resource management system, you
should review your organization's job classifications and related salary
scales to ensure that salaries are appropriate to the level of responsibility
and are competitive when compared with local economic conditions.

Setting Work Priorities:

You should also review your organization's personnel policies, update
them as needed, and make the updated information available to all staff.
One of the steps you can take in strengthening an HRD system is to make
sure that all staff has a current and up-to-date job description that
provides them with information about their general duties and
responsibilities. The job description provides the
supervisor with a starting place in developing a work plan with the
employee.

Encouraging Good Performance:

An important element of a work planning and performance review system
is holding joint work planning and performance review meetings on a
regular basis. This system allows both the supervisor and the employee to
evaluate performance and to plan ahead for training or other career
development activities, if needed. A work planning and performance
review system can improve individual staff performance and increase
staff motivation. If you use the system as the basis for creating a staff

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 development plan, it will also help you align staff development efforts
more closely with your organization's goals.

Providing Meaningful Work:

Communicating to employees that their work matters is an important
element in an HRD strategy. Engaging in systematic planning and taking
steps to make sure that people's day-to-day work directly supports
the priorities of the organization is critical to meeting your organization's
objectives. These objectives represent the strategic areas in which your
organization has decided to focus in a given year, as identified during
your organization's annual planning process.

Staff Development Responsibility:

Making staff development a priority is an importance component of a
comprehensive HRD system. A well-managed program of training and
staff development can broaden the skills and competencies of your staff
and reap many pay-offs. Formal, organized training is only one vehicle
for staff development. Other staff development strategies include:
On-the-job learning through mentoring relationships.
Cross-functional assignment.
Membership in task forces and committees.
Additional job assignments.
Technical presentations and discussions at staff meetings.
These can all provide the challenge and opportunity needed for personal and
professional growth as well as increase the knowledge that people have in
common and expose them to new ways of thinking and doing.

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  Functions of Human Resource Development:

Develop a HR philosophy for the entire organization and get the top
management committed to it openly and consistently.
Keep inspiring the line managers to have a consistent desire to learn and
develop.
Constantly plan and design new methods and systems of developing and
strengthening the HRD climate.
Be aware of the business/social/other goals of the business organizations
and direct all their HRD effort to achieve these goals.
Monitor effectively the implementation of various HRD sub systems.
Work with unions and associations and inspire them.
Conduct human process research, organizational health surveys and
renewal exercise regularly.
Influence human resource policies by providing necessary inputs to the
human resource development/top management.

 Importance Of Human Resource Development:

Human Resource is the most Important and vital Factor of Economic

Development or it can be said that humans are the agents of development.
Some of the importance of Human Resource or Human Capital is as follows:

1) Country Develops if The Human Resource is developed:

To enhance economic development the state constructs roads,
buildings bridges, dams, power houses, hospitals etc. to run these
units doctors, engineers, scientist, teachers, are required. So if the
state invests in a human resource it pays dividend in response.

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2) Increase in Productivity:
The batter education , improved skills, and provision of healthy
atmosphere will result in proper and most efficient use of resources
(non-natural & natural) which will result in increase in economic
production.

3) Eradication of Social and Economic Backwardness:

Human resource development has an ample effect on the
backwardness economy and society. The provision of education will
increase literacy which will produce skilled Human Resource.
Similarly provision of health facilities will result in healthy Human
Resource which will contribute to the national economic
development.

4) Entrepreneurship Increase:
Education, clean environment, good health, investment on the human
resource, will all have its positive effects. Job opportunities would be
created in the country. And even business environment will flourish
in the state which creates many job opportunities.

5) Social Revolution:
Because of Human Resource Development the socio economic life of
the peoples of a country changes drastically. Over all look changes
thinking phenomena changes, progressive thoughts are endorsed in to
the minds of people.

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Why are employees in some companies happy to stick with the company while
others look for a change?

The reason is that some companies know how to take good care of their
employees and provide a working environment that helps them retain their
identity, while proving themselves and growing along with the company.

Here are some of the best HR practices performed in ITC LTD. that helps in
the creation of a highly satisfied and motivated work force.

Policy on Human Rights

ITC believes that all its employees must live with social and economic dignity
and freedom, regardless of nationality, gender, race, economic status or religion.
In the management of its businesses and operations therefore, ITC ensures that
it upholds the spirit of human rights as enshrined in existing international
standards such as the Universal Declaration and the Fundamental Human Rights
Conventions of the ILO.

Policy
ITC upholds international human rights standards, does not condone human
rights abuses, and creates and nurtures a working environment where human
rights are respected without prejudice.

Implementation
The Corporate Human Resources function of ITC is responsible for the Human
Rights Policy design, implementation and updation.

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The policy is implemented at all locations of ITC through a set of separate
policies and procedures covering each of the main constituents of human rights
applicable at the workplaces.

Monitoring & Audit

The assessment procedures for different constituents of this policy are defined
against each specific policy.

Consideration of Human Rights Impacts Across the

Supply Chain

As a large and multi-product enterprise whose products are benchmarked

nationally and internationally, ITC's main supply chains can be grouped as
follows:

For all its operations, technology, machinery and equipment are sourced
from reputed and globally benchmarked suppliers/vendors who are
expected to follow internationally accepted norms and standards on
human rights.

ITC's major businesses are vertically integrated across several Divisions.

A substantial part of the supply chain is therefore internal through
strategic backward linkages. Common values relating to human rights
performance are shared across this supply chain.

Being a major agri-based company, the agriculture sector is a major

supplier of inputs for its operations. The bulk of agricultural commodities
are procured from state controlled trading platforms and the open market.

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 A very small proportion of ITC's business consists of supply chains
comprising local vendors and suppliers. The policy framework for such
entities is enunciated separately in 'Policy to Ensure Respect for Human
Rights across the Supply Chain'.

Policy to Ensure Respect for Human Rights Policy across

the Supply Chain

ITC provides products and services of superior quality and value by sourcing its
technologies, equipment and inputs from reputed international and Indian
manufacturers and suppliers. Common values, relating to human rights
performance, are shared across the entire supply chain because ITC is
committed to the importance of a socially responsible and accountable supply
chain.

Policy
ITC nurtures an internal working environment which respects human rights
without prejudice. Likewise, it expects its business partners to establish a
human rights compliant business environment at the workplace.

Implementation
The responsibility for implementation of this policy rests with the Divisional
Chief Executive of the concerned business and the Unit Manager. The policy is
communicated internally through policy manuals and intranet portals, and
externally by the HR personnel of concerned units to vendors/suppliers.

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Monitoring & Audit
ITC has established a policy intent for mapping/monitoring progress and
performance of existing and potential vendors/suppliers on human rights
performance.

Policy to Prevent Discrimination at Workplace

ITC acknowledges that every individual brings a different and unique set of
perspectives and capabilities to the team. A discrimination-free workplace for
employees provides the environment in which diverse talents can bloom and be
nurtured. This is achieved by ensuring that a non-discrimination policy and
practice is embedded across the Company in line with corporate principles and
benchmarked business practices.

Policy
ITC's approach to its human resources is premised on the fundamental belief in
fostering meritocracy in the organisation which, pari passu, promotes diversity
and offers equality of opportunity to all employees. ITC does not engage in or
support direct or indirect discrimination in recruitment, compensation, access to
training, promotion, termination or retirement based on caste, religion,
disability, gender, age, race, colour, ancestry, marital status or affiliation with a
political, religious, or union organization or minority group.

Implementation
The policy is communicated to all employees through induction programmes,
policy manuals and intranet portals.

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The custodian of this policy is the head of each operational unit and Divisional
Chief Executives of the respective business.

ITC's complaints resolution procedure is premised on the freedom of employees

to approach higher officials beyond his/her immediate superior. For the
unionised employees, compliance of the policy is ensured through a robust
grievance handling procedure and the presence of a union that brings violations
to the notice of the unit HR head.

Monitoring & Auditing

The accountability for the application of the non-discrimination employment
policy rests with the Unit Head who reviews anti-discriminatory complaints
annually or on a case-by-case basis.

The Corporate Human Resources function conducts non-discrimination reviews

annually on a sample basis with unit heads and through on-site assessments.

Policy on Freedom of Association

ITC's culture is characterized by cooperative relationships and high employee
involvement that relies on building partnerships and interdependence. Adhering
to these principles has helped build, sustain and strengthen harmonious
employee relations in the organisation.

Policy
ITC respects the employees' right to organize themselves into interest groups as
initiatives of the workers, independent from supervision by the management. In
keeping with the spirit of this Policy, employees are not discriminated against
for exercising this right.

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Implementation
The policy is comunicated to all employees through induction programmes,
policy manuals and intranet portals.

The custodian of this policy is the HR head of each operational unit who reports
directly to Unit Head on such issues.

The actualisation of this policy is evident from the joint agreements and minutes
that are signed between the union and the management.

Monitoring & Audit

Each ITC Unit has appropriate systems and checks to ensure compliance with
the Policy and statutory provisions, including means for filing of grievances,
collective bargaining agreements and minutes from worker meetings.
Compliance with the Policy is regularly monitored by Divisional and Corporate
HR.

Policy Prohibiting Child Labour and Preventing Forced

Labour from Workplace

The foundation of ITC's "No Child or Forced Labour policy" is based on the
Company's commitment to find practical, meaningful and culturally appropriate
responses to support the elimination of such labour practices. It thus endorses
the need for appropriate initiatives to progressively eliminate these abuses.

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Policy
ITC does not employ any person below the age of eighteen years in the
workplace.

ITC prohibits the use of forced or compulsory labour at all its units. No
employee is made to work against his/her will or work as bonded/forced labour,
or subject to corporal punishment or coercion of any type related to work.

Implementation
This policy is publicly available throughout the Company and clearly
communicated to all employees in a manner in which it can be understood
through induction programmes, policy manuals and intranet portals.

The responsibility for the implementation of the policy rests with the Units HR
Department and the security staff who do not permit underage persons to enter
the factory as workers.

Employment contracts and other records documenting all relevant details of the
employees, including age, are maintained at all units and are open to
verification by any authorized personnel or relevant statutory body.

Compliance with the policy is evident in the transparent system of recruitment

and the policy of exit interviews which are undertaken by a manager not
directly connected with the employee. For the unionised employees, compliance
is also ensured through a robust grievance handling procedure and the presence
of a union that brings violations to the notice of the unit HR head.

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Monitoring & Audit
Sample checks of the records are undertaken annually by Corporate Human
Resources function.

Audit and assessment is undertaken annually by Corporate Internal Audit and

the Environment, Occupation Health and Safety function.

Policy on Information and Consultation on Changes

ITC's core values support an employee engagement process that aligns its
employees with a shared vision and purpose of the Company in the belief that
every individual brings a different perspective and capability to the team. ITC
thus harnesses the creative potential of all its employees by promoting a culture
of partnerships to unleash relevant synergies between different groups of
employees.

Policy
All major changes in operations involving work processes, manning norms and
other productivity linked issues are carried out after discussions with the
employees and the recognized unions at each location.

Implementation
Business plans are shared with employees at all units through a series of formal
communication meetings, and through the intranet portals. Unionised
employees at the concerned units are informed of all major changes well in
advance through their representatives.

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The responsibility for the implementation of the policy rests with the Unit's HR
Department in the case of unionized employees and with the concerned
Divisional Management Committees for other employees.

The employees are given enough time to consider the implications of change
and an opportunity to discuss their apprehensions, if any, with the management.

The Policy is actualised through consultative meetings with representatives of

employees, culminating in joint minutes/agreements.

Monitoring & Auditing

Compliance with the Policy is regularly monitored by the Unit Head.

HIV/AIDS: Policy Guidelines

Background
ITC is committed to providing a safe and healthy work environment to all its
employees. These policy guidelines on HIV/AIDS are an endorsement of this
commitment and, in particular, of the Company's commitment to specific
programmes and actions in response to the HIV epidemic.

The Company's position is based on scientific and epidemiological evidence

that people with HIV/AIDS do not pose a risk of transmission of the virus to co-
workers by casual, non-sexual contact in the normal work setting.

Policy Guidelines
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 Compliance
The Company's policies on HIV/AIDS with regard to its employees will, at a
minimum, comply with all relevant Central and State legislation and the
Company will implement all policies and directions of the Government
regarding HIV/AIDS whenever issued.

Prevention through Awareness

The Company will provide to all its employees sensitive, accurate and the
latest information about risk reduction strategies in their personal lives, with
the objectives of reducing the stigma of HIV/AIDS, encouraging safe
behaviour and improving understanding of treatment.

Safe and Healthy Workplace

The Company is committed to providing a safe and healthy workplace to all
its employees. It is the Company's objective that employees will have access
to health services to prevent and manage HIV/AIDS.

Non-discrimination
The Company will not discriminate against any employee infected by

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HIV/AIDS with regard to promotions, training and other privileges and
benefits as applicable to all employees.

1) HIV positive employee will be allowed to continue to work in

his/her job unless

Medical conditions interfere with the specific job being done, in

which case reasonable alternative working arrangements will be
made; or
The employee is incapacitated to perform his/her duties and is
declared medically unfit by a medical doctor, in which case the
employee will be assisted to rehabilitate himself/herself outside
the Company.
2) Company will not make pre-employment HIV/AIDS screening
mandatory as part of its fitness to work assessment. Screening
of this kind refers to direct methods (HIV testing), indirect
methods (assessment of risk behaviour), and questions about
HIV tests already taken.
3) HIV/AIDS test will not be part of the annual health check-ups
unless specifically requested for by an employee.

Confidentiality
Voluntary testing for HIV/AIDS when requested for by the employee, will
be carried out by private or community health services and not at the
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 workplace.

There will no obligation on the part of the employees to inform the Company
about their clinical status in relation to HIV/AIDS.

Information on clinical diagnosis of an employees' status in terms of his/her

HIV/AIDS status if advised to the Company, will be kept strictly
confidential.

Work Environment
A safe and happy workplace makes the employees feel good about being there.
Each one is given importance and provided the security that gives them the

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motivation and incentive to stay. This is usually achieved through internal
surveys to find out whether they are satisfied and if not what they think needs to
be changed.

Open Management
Employees don’t like the feeling of being kept in the dark about what is
happening in the company. They feel motivated and develop enthusiasm only
when the management opens up to them and discusses the company policies,
sales, clients, contracts, goals and objectives. This encourages participative
management. Asking them for ideas on how to improve will get their creative
juices flowing. Being open about everything related to the company will help in
building trust and motivating the employees. This open management policy can
be practiced using several tools.

Performance Incentives
Every good performance is appreciated in the form of a pat on the back,
bonuses or giving some other compensation for a job well done. Organizations
that struggle to keep up with the attrition rate are mostly those that think
employees are “just” doing their job. Even if it is the employee’s job,
completion in an appreciable manner calls for an incentive, and this goes a long
way in boosting the staff morale. These incentives can be implemented at the
individual as well as the team level and it has been seen that this works wonders
in getting the best out of the employees. But it is important to keep in mind that
these bonuses should not be given without a reason, unless it is a commitment
for annual bonuses or some such thing. Doing so will only reduce the perceived
value of the bonuses.
Performance Feedback
This is one the methods that is being followed by many organizations. Feedback
is not only taken from the boss, but also from other seniors and subordinates.

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Previously, appreciation was only sought from the immediate boss or the
management, but now organizations understand the importance of collecting
performance feedback from several quarters. The opinion of everyone matters,
especially for someone who is in a leadership role at any level. Each person in
the team is responsible for giving constructive feedback. This kind of system
helps in identifying people who can perform well as leaders at higher levels in
the organization. Even the senior level managers can use this system to their
advantage, as a tool to improve themselves.

Employee Evaluation
Every company has an employee evaluation system in place but a good system
links individual performance to the goals and priorities of the organization. This
works well when achievements are tracked over an year. For a fair review of
each employee, the evaluation, apart from being done by the boss, should be
done by another person at a higher level, for whom the employee’s contribution
is important. Ratings can also be obtained by other employees. This ensures a
fair and accurate rating of each and every employee.

Sharing of Knowledge
Knowledge sharing is a wonderful strategy that helps in the betterment of the
employees and their work. Keep all the knowledgeable information in central
databases that can be accessed by each and every employee. For example, if an
employee is sent on some training, the knowledge that is acquired by that
employee can be stored in these databases for others to learn from it. Even
innovative ideas that the management deems fit for employees to see, can be
stored here for all to see.

Publicize Good Performances

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Every company has some employees who outperform others. Such
performances should be highlighted and displayed where other employees can
look at them; such as on the display boards and intranet etc. This will encourage
others to give their best. A proper system should be set up to make a list of high
performances at specific times in a year.

Discussions
Successful organizations nurture ideas and they understand that employees who
are actually working and know the business can provide the best ideas. The
management should have discussions with employees to get these ideas out of
them. There can also be suggestion boxes to capture these ideas. Through this
system, managers can find talented employees and develop them.

Rewards
While recognition of talent is highly important, this recognition has to be made
public and what better way than holding ceremonies and announcing to the
whole world (the employees), the achievements of a fellow employee. There
can be nothing better for an employee than the heady feeling from a resounding
applause.

The Surprise Factor

Who doesn’t like a surprise? Surprise deserving employees – when they are
least expecting it. It could be a gift certificate or a small reward of some sort.
This surprise doesn’t have to be limited to the best performers, but it can be
randomly given to others as a motivating factor too. Anyone can be given this
surprise reward.

Such healthy HR practices encourage the growth of the organization as

employees after all play a major role in the well-being of a company. Making an

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employee feel like a million dollars pays in the form of the success of an
organization.

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