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Introduction to Human Resource Development

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.

• 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.

• 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
• 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’.


• Implementing a new policy

• Implementing a strategy

• Effecting organisational change

• Changing an organisation’s culture

• Meeting changes in the external environment

• Solving particular problems



• Technological change creates requirements for training and development


• Organisations that work in less time will have a competitive advantage.

• A customer and quality focus will permeate tomorrow’s superior organisation.
• The arena for an organisation’s 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.
• Social attitudes, legal requirements, industrial relations and so on generate
training and development needs.

• They demand new skills in the workplace

Training and Development (T&D)

• Training – improving the knowledge, skills and attitudes of employees for the
short-term, particular to a specific job or task – e.g.,
– Employee orientation
– Skills & technical training
– Coaching
– Counseling

Training and Development (T&D)

• Development – preparing for future responsibilities, while increasing the capacity
to perform at a current job
– Management training
– Supervisor development

Benefits of Training and Development

• Training and development helps the employees to achieve their personal goals
which in turn help to achieve the overall organizational objectives.
• Thus, we can bifurcate the benefits of training and development into two broad
• Organizational benefits
• Personal benefits

Organizational benefits:
• Improves the morale of the workforce.
• Leads to improve profitability and more positive attitudes towards profit
• 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

Training & HRD Process Model

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

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?

Learning & Performance

Critical HRD Issues
• Strategic management and HRD
• The supervisor’s role in HRD
• Organizational structure of HRD

Strategic Management & HRD

• Strategic management aims to ensure organizational effectiveness for the
foreseeable future – e.g., maximizing profits in the next 3 to 5 years
• HRD aims to get managers and workers ready for new products, procedures, and

Supervisor’s Role in HRD

• Implements HRD programs and procedures
• On-the-job training (OJT)
• Coaching/mentoring/counseling
• Career and employee development
• A “front-line participant” in HRD

Organizational Structure of HRD Departments

• Depends on company size, industry and maturity
• No single structure used
• Depends in large part on how well the HRD manager becomes an institutional
part of the company – i.e., a revenue contributor, not just a revenue user

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

HR Strategic Advisor Role

• Consults with corporate strategic thinkers
• Helps to articulate goals and strategies
• Develops HR plans
• Develops strategic planning education and training programs

Challenges for HRD

• Changing workforce demographics
• Competing in global economy
• Eliminating the skills gap
• Need for lifelong learning
• Need for organizational learning

• 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