Introduction to Human Resource Development 1.

Meaning and Concepts of HRD

Human Resource Development (HRD) is considered as a vital part of Human Resource

Management and it is defined as "an organized learning experience within a given period of
time with the objective of producing the possibility of performance change." HRD aims at
overall development of human resources. HRD is more concerned with the training and
development of employees. HRD develops or traps hidden qualities in people in order to make
them accomplish new functions leading to organizational and individual goals. HRD is a process
to:
(a) acquire or sharpen capabilities;
(b) develops general capabilities;
(c)develops an organizational culture.
Human resource development includes training an individual after he/she is first hired,
providing opportunities to learn new skills, distributing resources that are beneficial for the
employee's tasks, and any other developmental activities. In short, HRD aims at helping
employees to acquire competencies required to perform all their functions effectively and
make their organization efficient which is really very essential for both the employees and the
organization.

Human Resource Development (HRD) means to develop available manpower through suitable
methods such as training, promotions, transfers and opportunities for career development.
HRD programmes create a team of well-trained, efficient and capable managers and
subordinates. Such team constitutes an important asset of an enterprise. One organization is
different from another mainly because of the people (employees) working therein. According to
Peter F. Druker, "the prosperity, if not the survival of any business depends on the performance
of its managers of tomorrow." The human resource should be nurtured and used for the
benefit of the organization.

Features of Human Resource Development HRD

The nature / scope / function / characteristics or features of HRD are as follows:-

1. Training and Development:
HRD involves training and developing the employees and managers. It improves their qualities,
qualifications and skills. It makes them more efficient in their present jobs. It also prepares
them for future higher jobs.
2. Organizational Development (OD):
HRD also involves Organizational Development. OD tries to maintain good relations throughout
the organization. It also solves problems of absenteeism, internal conflicts, low productivity and
resistance to change.

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3. Career Development:
HRD also involves career planning and development of employees. It helps the employees to
plan and develop their careers. It informs them about future promotions and how to get these
promotions. So HRD helps the employee to grow and develop in the organization.
4. Performance Appraisal:
HRD conducts Performance Appraisal, Potential Appraisal, etc. It informs the employees about
their strengths and weaknesses. It also advises them about how to increase their strengths and
how to remove their weaknesses.
5. Multidisciplinary:
HRD is multidisciplinary. That is, it uses many different subjects. It uses education,
management, psychology, communication, and economics. HRD uses all these subjects for
training and developing the employees.

6. Key Element for solving problems:

Now-a-days an organization faces many different problems. These problems are caused due to
the economic, technological and social changes. These problems can be solved only by
knowledge, skill and creative efforts. This knowledge, skill, etc. is achieved from HRD.
Therefore, HRD is a key element for solving problems in the organization.

7. Continuous in Nature:
HRD is not a onetime affair. It is a continuous process. Development of human resources never
stops. This is because continuous changes happen in the organization and environment.

8. Integrated use of sub-systems:

HRD system involves the integrated use of sub-systems such as performance appraisal,
potential appraisal, career planning, training, etc.

9. Placement:
HRD places the right man in the right job. Placement is based on performance appraisal,
potential appraisal, training, etc. Proper placement gives satisfaction to the employee, and it
increases the efficiency.
10. Motivation by Rewards:
HRD also motivates the employees by giving them rewards for performing and behaving better,
suggesting new ideas, etc. Financial and non-financial rewards are given. Even, HRD also gives
promotions and transfers to the employees based on performance appraisals, etc.

Importance of Human Resource Development (HRD)

Human resource development (HRD) is an essential component for growth and economic
development. It can occur at both the nationwide level and the firm-wide level. The
enhancement of HRD of a country is dependent on the government and national policies, while
at the firm or micro level HRD can happen through training and efficient utilization of resources.

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Resources are efficiently utilized to support HRD when the maximum benefit is created at the
lowest possible cost.

The effective performance of an organization depends not just on the available resources, but
its quality and competence as required by the organization from time to time. The difference
between two nations largely depends on the level of quality of human resources. Similarly, the
difference in the level of performance of two organizations also depends on utilization value of
human resources. Moreover, the efficiency of production process and various areas of
management depend to a greater extent on the level of human resources development.

The term human resources refer to the knowledge, skills, creative abilities, talents, aptitude,
values and beliefs of an organization’s work force. The more important aspects of human
resources are aptitude, values, attitudes and beliefs. The vitality of HR to a nation and to an
industry depends upon the level of its development.

For the organization to be dynamic, growth-oriented and fast-changing it should develop their
HR. Though the positive personnel policies and programs motivate the employees, buy their
commitment and loyalty but these efforts cannot keep the organization dynamic. Organization
to be dynamic should possess dynamic human resources. Human resources to be dynamic
acquire capabilities continuously adopt the values and beliefs and aptitude in accordance with
changing requirements of the organization. Similarly, when employees use their initiative, take
risks, experiment, innovate and make things, happen, the organization may be said to have an
enabling culture. The competent human resources can be dynamic in an enabling culture. Thus,
the organization can develop, change and excel, only if it possess developed human resources.
Thus, HRD plays significant role in making the human resources vital, useful and purposeful.

Different options for HRD in organizational settings

Human Resource Development (HRD) is the framework for helping employees to develop their
personal and organizational skills, knowledge, and abilities. Organizations have many
opportunities for human resources or employee development, both within and outside of the
workplace. Human Resource Development includes such opportunities as –
 employee training,
 employee career development,
 performance management and development,
 coaching,
 mentoring,
 succession planning,
 tuition assistance, and
 Organization development.

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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.

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.

System and Sub-system of Human Resource Development (HRD)

HRD functions are carried out through its systems and sub systems. HRD has five major systems
and each of the systems has sub systems as elaborated below:

1. Career system: Career system ensures attraction and retention of human resources through
the following sub-systems.
 Manpower planning
 Recruitment
 Career planning
 Succession planning
 Retention

2. Work system: Work-planning system ensures that the attracted and retained human
resources are utilized in the best possible way to obtain organizational objectives. Following are
the sub systems of the work planning system.
 Role analysis
 Performance plan
 Performance feedback and guidance
 Performance appraisal
 Promotion
 Job rotation
 Reward

3. Development system: The human resources within the organization have to raise upto the
occasion and change accordingly if the organization wants to be in business.
 Induction
 Training
 Job enrichment
 Self-learning mechanisms
 Potential appraisal
 Succession Development
 Counseling

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 Mentor system

4. Self-renewal system: It is not enough to develop individuals and teams in the organizations but
occasionally there is a need to renew the organization itself. Following are some of the sub
systems that can be utilized to renew the organization.
 Survey
 Action research
 Organizational Development interventions
 Organizational Retreats

5. Culture system: It is the culture that will give a sense of direction, purpose, togetherness, and
teamwork. Some of the culture building subsystems are given below:
 Vision, Mission and Goal
 Values
 Communication
 Get-togethers and celebrations
 Task forces
 Small Groups

In addition to the above system the Reinforcement System can be considered that is related
with the important motivating factor for people joining and continuing in an organization in the
work they get. Some of the building subsystems are given below:
 Reward
 High performance

Human Resource Development (HRD) Processes

HRD is a process-oriented function. HRD functions in many organizations fail because the processes
involving the systems are not adequately addressed. The concept of process essentially concerns the
question of “how” and to a great extent the question of “why “. It emphasizes the behavioral and
interactional dimensions. All the HRD processes are centered on four constituents of an organization
viz, the employee, role, teams and the organization itself. Each of the unit has its own behavioral
patterns and framework, which, if not addressed adequately may not bring in the desired outcomes. It is
through these processes that the HRD systems are effectively implemented. Implementations of the
HRD systems are, in turn indented to bring in right processes in organizations. Hence HRD systems and
HRD processes are closely linked. Their relationships are described as follows:

1. Individual: Individual is the basic constituent of an organization. All the behavioral pattern and
dynamisms emerge from individuals. Hence individual based HRD process explained below are vital for
HRD function and for implementation of the HRD systems.

 Efficacy
 Effectiveness
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 Styles
 Leadership

2. Role: Role is a dynamic entity which involves the expectations of significant others and self from the
position of the role holder. A large number of behavioural patterns and dynamism in organizations are
centered on the roles. The role occupier and all others who have some linkage or relationship to that
role form a constituent. Following are some of the role related, HRD processes in organizations.

 Competencies for job performance

 Commitment
 Motivation
 Frustration,
 Stress & Burnout.

3. Teams: Work in organizations are performed through teams or groups. When individuals begin to
work in team, behavioural patterns and dynamisms emerge. Following HRD processes are to be
addressed if team work should bring in the desired results.
 Communication
 Feedback
 Conflict resolution
 Collaboration

4. Organization: A large number of HRD processes are organization related. Unless and until these
processes are in place, HRD cannot take off. However, in a number of organizations as a result of
implementation of HRD systems, these processes were set right. HRD systems can contribute towards
the development and maturity of these processes.

 Organizational Climate
 Communication
 Learning Organization
 Organizational Change
 Organizational Development