Professional Documents
Culture Documents
Definition of HRD
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. Meet social obligations of industry 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
HRD Functions
Providing skill input to apprentices and trainees Identifying training needs and imparting training Outside deputation for competency enhancement Competency mapping Organisational development activities Conducting sessions and workshops Training and development (T&D)
HRD can be a platform for organisational transformation, a mechanism for continuous organisational and individual renewal and a vehicle for global knowledge transfer.
THE NEED FOR HRD Implementing a new policy Implementing a strategy Effecting organisational change Changing an organisations culture Meeting changes in the external environment Solving particular problems
THE NEED FOR HRD: ORGANISATIONAL CHANGE Organisations that work in less time will have a competitive advantage. A customer and quality focus will permeate tomorrows superior organisation. The arena for an organisations planning and action will be global. Business strategies now depend on quality and versatility of the human resource. Work structure and design will change dramatically.
THE NEED FOR HRD :SOCIAL,LEGEL & OTHER CHANGES Social attitudes, legal requirements, industrial relations and so on generate training and development needs. They demand new skills in the workplace
Organizational benefits:
Improves the morale of the workforce. Leads to improve profitability and more positive attitudes towards profit orientation Improves the job knowledge and skills at all levels of the organization. Aids in organizational development Improves relationship between superior and subordinate.
Personal benefits
Helps the individual in making better decisions and effective problem solving. Aids in encouraging and achieving self-development and self-confidence. Provides information for improving leadership, knowledge, communication skills and attitudes. Helps a person handle stress, tension, frustration and conflicts. Helps a person develop speaking and listening skills. Helps eliminate fear in attempting new tasks.
Impact on Training
Training practices rapidly changing in response to pressures Impacting instruction design, delivery, and evaluation processes Global interest in E-learning is growing
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?
HR Manager Role
Integrates HRD with organizational goals and strategies Promotes HRD as a profit enhancer Tailors HRD to corporate needs and budget Institutionalizes performance enhancement
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