c

Human Resource Development (HRD)

Definition
Human Resource Development (HRD) is the framework for helpingemployees
develop their personal and organizational skills, knowledge, and abilities. Human
Resource Development includes such opportunities as employee training, employee
career development, performance management and development,coa chi ng,
mentoring, succession planning, key employee identification, tuition assistance, and
organization development.
The focus of all aspects of Human Resource Development is on developing the most
superior workforce so that the organization and individual employees can
accomplish their work goals in service to customers.
Human Resource Development can be formal such as in classroom training, a
college course, or an organizational planned change effort. Or, Human Resource
Development can be informal as in employee coaching by a manager. Healthy
organizations believe in Human Resource Development and cover all of these
bases.
îraining and Development Options
One key factor in employee motivation and retention is the opportunity
employeeswant to continue to grow and develop job and career enhancing skills. In
fact, thisopportunity to continue to grow and develop through training and
development isone of the most impo rtant factors in employee motivation.
There are a couple of secrets about what employees want from training and
development opportunities, however. Plus, training and development opportunities
are not just found in external training classes and seminars. T hese ideas emphasize
what employees want in training and development opportunities. They also
articulate your opportunity to create devoted, growing employees who will benefit
both your business and themselves through your training and development
opportunities.
îraining and Development Option: Job Content and
Responsibilities
Ô ëou can impact training and development significantly through the
responsibilities in an employee¶s current job.
Ô Expand the job to include new, higher level responsibilities.
Ô Reassign responsibilities that the employee does not like or that are routine.
Ô Provide more authority for the employee to self -manage and make decisions.
Ô Invite the employee to contribute to more important, department or
company-wide decisions and planning.

c
Ô Provide more access to important and desirable meetings.
Ô Provide more information by including the employee on specific mailing lists,
in company briefings, and in your confidence.
Ô Provide more opportunity to establish goals, priorities, and measurements.
Ô Assign reporting staff members to his or her leadership or supervision.
Ô Assign the employee to head up projects or teams.
Ô Enable the employee to spend more time with his or her boss.
Ô Provide the opportunity for the employee to cross -train in other roles and
responsibilities.

îraining and Development Option: Formal îraining and

Development

Ô Enable the employee to attend an external seminar.

Ô Enable the employee to attend an internally offered training session.

Ô Perform all of the activities listedbe f ore,during, andaf te r a training session

to ensure that the learning is transferred to the employee¶s job.
Ô Ask the employee to train other employees with the information learned at a
seminar or training session.
Ô Purchase business books for the employee. Sponsor a book club or offer the
time at a department meeting to discuss the information or present the
information learned to others.
Ô Offer commonly-needed training and information on an Intranet, an internal
company website.
Ô Pay for the employee to take online classes and identify low or no cost online
training.
Ô Provide a flexible schedule so the employee can take time to attend
university, college, or other formal educational sessions.
Ô Provide tuition assistance to encourage the employee's pursuit of additional
education.
Ô I promised several motivation and retention ³secrets´ relative to employee
training and development. These are key factors in multiplying the value of
the training and development you provide.
Ô Allow employees to pursue training and development in directions they
choose, not just in company-assigned and needed direction
IN IAN INS I U E F M E N MANAGEMEN IIMM
i t ti N . :IIMM/ /1/2007/5516
C
: PM &
ASSIGNMEN : l t
A 1.
F t i ti , it ilit t tt t t i it l ill
it t ti l . t ti t t i ti
t i t , t t f , l t t t
i l i l . All t i i ti ll f t t i ti ¶
it tt t l i ± .
A f i i ti t l t i i i
i tt it l . i t i it t, i ti
t t i ti l it t l , t i
it t i i i iti t ¶, i tf , i t i li i
it j ti it l ¶ i ti .
l f i t i t f f i ti
i i i t ffi i f f l .W i t l
l ill , ti t , ti ti , i ti ,
ttit i t.
i ti :A N t l ti
iti l l t l i t i t f i ti l l
l i t i ti t i i t i ll . G l
lt i ti t i i t i ll . G
l lt i ti . t i ilit f
tti t i t i f l , ti i t i i lt t t t
t l t. W il t t ill f i lit t t , t l
ll i i ti i t t i i ilit it li
.
i t t l t t
i ti . E t i ti , t, ti , l , &
l t, it t i ti IF l
ffi i tl ti t , t i ,i f , , tili .I f t
ti l i t i i , i t t ll t it. St t .
E i ti t t iliti f it f . Gi
t i i tt t i , i ti t l t it l
t tt t i i . I i l , i ti ti l
ll C i f L i ffi K l M , i iliti
i l :
‡
M i t i l i t ll t l it l i t , t t lti
‡
G t i , i i i t i ti ¶ i f ti l
t
‡
C ti i t f i t f i l t
l
‡
L i l f ll t l t il i ti t t t i
N f
A i ti l , t i i f t t t
l t t li . W il t l t ti l
ti t t iq , t l , t , t .,
ti l, t ft i t i ti l i i it .
1

Al it t it i ti ft t i , t
tl l t li t .C q tl t t ,f ti ,
i i i ti t t ll. lt i i i i l ,
i f ti i l i t , j t t tfi i , l t
ll t i t l liti i , lti i
i t li .
i ti l l i , , t i it l f t ti
i lti i f lli f . Wit i t i l f i it
t t i ti l i it , t i i i l¶ l
l iffi lt t t t t i t f i i l .
f li t t i l i l , t i i t
ti it f ll
f i l, fi i l, i f ti , . i ?
‡
P i l :W j i t t i ti i l
q i t, t
it t t f t t ti t l f iliti .
‡
Fi i l :S , ll it l i t i .B tt t t t f
ti i .
ill f ll i , , ti it .
‡
I f ti l : t f t i .
i t i ti t t f t i i ti . i
i t t t t f t i . B t t t f t ti
tt ti it l i titi it t i ti ; t t
i i t l f i f ti . It ti t j i t I t t. B t
t t t t f t ti .
‡
: i i t l i t! i ifi t
iff i li ,
, i ti .
P l W I ?, I l t ,
i ti q t t. C q tl t it l li i t
i t t i ti , l .
l ti ti
‡
It i i ti t t l t l t q i t i l
it t ill
t lf l i .
‡
It i i ti t t l t i i i l ,
l i
i ti it .
‡
It i i ti t t l t l t i f i
lt t t t i i i l t i t i i f ti
i ti l l t.
Wit t l t i li , f tt ti
q ii t ti l
i t i l ill t t l ff ti l i
i ti l l t.
I t i t t, it i l i ti t t l t l t

i t t i t t f l i i ti l .
l t i l i lt , it t l t ,
t
i ti ti t l .
2

A 1.
i l t l t l
it ti l it i
ti i t. W ? B i j i t
l t f ll l t t l t t
lll t t ti if t . f t
ll f i l t l t i i l i t ill
t l i i i l , t , i t j t t
i ti i i l lit . i t t i l t
l t t f i t l t i ,
t i , t i ti l it t i i ti l
l l , t ff ti i l ti i it t i ti t t i
t .
It i t f i ti t t i l t l t
f l i t t iq t f t t
ttit , i ill t i
t i t .
Mi l t l t l t l t ilit t
it
i ti l , iti ti , f l tt t t , i , t .
 p l f p
P f i l  F ti 
 i  l q i t  p  f

i l i
 i ti  t t
  l
li
t
 i  l :
1.C itt pflt : I 
i    l   l  l l 
l  

i
 l i
 it  q i, it  l  q i f  t p
 f

i l t  t  f i ti l  itt.

3

c
Edition 13: Workforce planning at British Gas Services
1. Introduction
¦
People in business


 

Biti
 G
i
t f t Cti G . It i
t  t

t  i
  . Cti i

 ltiti l   , it
i


i   ti
. Cti 
f  i 1997   
i
t
f it

 t lt

i


, i f  t
l f 
 ltiit t  



i
ti 
i t UK  E  , t
t  f 
f  t  i
,  i  i    it.
 UK  t i
il i. C
t 
l  f  t 
t l
  i
il   t

it
li
. I 2007, 900,000 
t 

it   i
. A     
t
  it i

 t j
t   titi  i, t tt it  l
 i t it ll
f 
t 
i t ttt  ti

t 
.

Biti
 G
Si
BGS  
 t
l 
± ti
i
l  t Biti
 G
ii
i 
.    BGS
  t i
i
tllti   it
i
. BGS i
t UK
l
t t  i t i
tllti  
it f  
ti tl ti 

 li
. It  i
 it   
i
f  ltil it  
   ii.   t
 , BGS l
ff
i li
i
,
l i   
 it
i
.


li t

i
, BGS 
i li
tff. It  l 
  t 9,000 ti 
i
t
i
tll  iti tl ti  
 li
.


i


t   l 
  BGS 
t  itt 
lti  f   l 
.


 

 


  

  




 
 
!
"##$%¦&
Edition 13: Workforce planning at British Gas Services
2. The role of human resource management
¦
People in business


 


Mi 


f l l 
i

i l
q ii, l i  itii  i  f 

.


 

il  til
,  ili
, l, q i t, t l  ,  ill,  l.
A i
ti  
   l 
  t it
ill
t i t   
i
 jti
.
  
 t pM i
t 
i

f ti  tt f 

 t  l 
t
f 
i
ti . It 

t ffiit t f  l i t 
i

. It i


il f  
i tt 
i
ti  
t it  l t li it
ll 
i

l.
Cti, t t   ti  f BGS, 
t li l t  fitilit. It

 l
 t t

i

t
    t   ti i
tt  i  fit
,    i t f t . BGS 
t  ti t
t t
  fit
. i

 
i
ttl ti t 
f it

t 
it   titil i   t


i
tt i   t 
t t   . BGS
  
t  
 i

itil  



t  t. 
 
t 
 t t l

i t  i
. If BGS  
 t t ti

t, t
    l
 
i

t   tit 
.

¦ustomer satisfaction


 
t 
ti
fti , BGS i

t  t til

ill
t t   t t q i

t  t  l

ill
t li   
t 
i.   it
i  itt t, t
Biti
 G
A 
t tf  
 tt t    ttt
 ti
t 
t i
.

i
i l

l   lt t

. It q i
li t 

t BGS
f t  
f 
ill
 l 
. It q i
  itt 
lti    t i   l it t 
i

. It q i

tii ti  t q i   it
 i
ti  l 
it t it
ill
.
I ttl, BGS 
t l

 tt it ti
it

t  l.
It i
    
t ffti t ti ti  il
ill
tff t  it  ti   l.
BGS

t ti  l  ffi  i f fiil   fiil fit
. A
ll 
    

i 
, t     i
 l 
it t t it t  

i Cti  it ff

t l t    il

tii.


 

 


  

  




 
 
$!
"##$' 


Edition 13: Workforce planning at British Gas Services
3. Training
¦
People in business


 

A
  i 
i

, BGS  t i

 it
 f   t t 
t  .
At t  f 2002, BGS 
tli
 t Biti
 G
A.  A 
l  t l  f 

tii filiti
t l t t tii q it i  iti  iti l 5,000  l 
it t
ii
  f .
 
l tii  t
:
d r
 


 


 (







(
"


& 



$
)
*

 
 &







 






d (  


+ 

   


  

 

 
 


 & 



 
d r



 


 






 (




 





 


 


 






 

ii  
 t
i l f 
 til
ill
  l. M
t  l 
 it  tt it

t 
,
it i
i tt tt t     l
ill
. A

tii i
 i f   l 



Biti
 G
t   li li . A t   i
i  i
tff
 lt l


, ti ll t
t BGS
 i itti l ti 
.


 

 


  

  




 
 
!
"##,


Edition 13: Workforce planning at British Gas Services

4. Workforce planning
¦
People in business


 

W f  li i
t  

f 

i    
 t  f t  l  
. i


t

t  
i  t j
t ll  l   
 t l
t
ill
tt ill  q i iti t 
i

.
W f  li l
i l
i  tii   itt  

t 
 t i
ti  

t it
tff i l.
M
t Biti
 G
  t  

 f f 
ti t it     t UK t f   
ti

ii
i
ill  . i
l
t    i    iti l i
it ill  i
t f t . BGS 
til f 
t
f it
 f  ii 
l f    i  

  l 
tit
f   f t t 
it t f t .
I BGS,  f  q it
 i  t ifft 
. Fi
t, t   tt 
t 
tt

i t
it t   . S , t  
t 
 ll f   ff 

i
t if t
 
ifi  l.
 f   t
t

i

 . I t l
t t  f  
, BGS

f  i

   il. i

t tt it 
 t  it  
tff.

 
l t ft 
tt ifl   f  li f  BGS. Eii
ill
 t 
 
ttl t.
lt 
ft i


 l
itill i tt i t 
i
t.
lt 
ft  lti 
 i ll t ti  EU  lti 

t l
  
i. A t f 
 l f l tii t l

ill

t 
 i

t t t it til tt
, BGS 
lt i
 t til 
i fil i  tt 

i.
Ei
   ll ti 
i t fil til
 t ti. Q lifi i

 t 10 

ii ti
ill
, q lifiti 
  i.   l  til
ill
tt   t l it
q i t  
t 
.  , BGS l


itl  l f    ti  t i  l
,
 

t j 
. It 

t l, i
    it t t
f i
. It tf 

t ttt   it  i  f  l it t i
ti .


 

 


  

  




 
 
)!
"##*% *

Edition 13: Workforce planning at British Gas Services

5. Recruitment
¦
People in business


 


A
t f it
 f  li, BGS i lt
 i
it  il
i 
tt
i til  ti  l
.

i

it til

  it
f   i  f  
.
àiversity

  t  it  i
 ii
  f  i

 
itil  BGS. It l
 itt t 
 it


ill il
i  f . i
i
i tt 
it ill l BGS t flt t i
it f it

t 

. F   l, it i

f l t   l 
f  ifft ti liti
  
t   it
it 
t 
tt   t
 Eli
 
 fi
t l . p iti     i
 l t
ttt fl 
t 
.

Women in engineering
 
i
l t t tt l      i
, BGS  
 G i  t
   i. i






.

 Biti
 G
A 
    f  W   it Si  Eii 
ll 
 ti l
 f  t C il f  pi
t G
I
tll
C pGI  f  it
ff t
t    ttt   it
t ii  f   it l i  

it t
.

I M 2008 t  itt t t BGS 
 i
  t it N , ii t 
tii
 f 
µI
ii t  f  f t f t . 
BGS ti
t  l t  i  i
  i    ti it
 ti
i
.
 ti

t iti
il, BGS



ili
t S l
li Plit P jt
V, i f 



,  P

i  V, i i
i t t l
   it. I it i, it

 
i
,
liti 
tt t ti i iti

 
 M
li Wl 
ll 
t 
it i
f  t
 

 
. t l
il  i , 
 
, BGS

it .iti

. .   

V
f 
 l
.
Vpplying
p iti 
i
f t it ll i
i tt. Cit
f   Biti
 G
 ti
i 
t  t
l
t 17 
l,   ii  f f  GCSE
t  C     q ilt .. NVQ
   l t
l
t   i
i l ii li.  , t    t i q lifiti 
, t 
t  l t

 
  tit  f  
t 
i,
 
i l t li
t t 
t 
 
t ti
q it
. 
BGS

 li  liti  f . l BGS i   lit

itilit, ti
il 

  l 

q 
ti i. i
q i



t 
i
f
ttt
 t ttit 
t  .    90

ttt
i ll,    lit
ll 


 t it ,   .   l  flt

t ttit 
t  lit 
 t     l. i
l
t
  i  l
 
 i

t
it t .
BGS  
 t t  lit
it  ti
f t 
t   t
   µfit it t    q it
.
  ft  iitil
i,     lit
 iit t  iti  

t t
f  t fil
lti   

. , it

t
  i f q lifiti 
, I
 ii li.



 

 


  

  




 
 
-!
"## 

Edition 13: Workforce planning at British Gas Services

6. ¦onclusion
¦
People in business


 


p itt 
lti  t Biti
 G
Si
i
i  t  t iti t   titi
iti  f t
   iti t  t.

ti 

t 
 t  i
t
t
f
i. 
  

 tt BGS i

 ill
ill
  ti
 t  it
f l
ifiti  f t
q lifiti 
f ll   t q lit tii. BGS l



t 
l tti t
f
tff t   l l
 q 
ti i

t
 ifl  
t 
  ti 
f t
i   t   .
Gt  i
t i tii t i
ti 
f t 
tffi 
. i
i
t  itt 

lti   

t 
 BGS i

 
ffi i  iti  t
f   l f ll
 
.
B l i   t i it
 l, BGS 

tt   it
 t it q liti
t l t

i

t   t.


 

 


  

  




 
 
.!
"##