Human Resource

Development
-Gurpreet Kaur

If you want to plan for a year

Sow the Seeds
If you want to plan for 10 years
Plant the trees
And
If you want to plan for the lifetime
then Development

HRD
It is positive concept in HRM
Believe in investment in human beings
Aims at overall development
Rooted in belief that human beings
have the potential to do better

HRD IS HUMANISTIC CONCEPT

People can do better, they can do wonders
Involve them trust them and empower them
Focus on strength of people
Integrate the needs and aspiration of individuals
Encourage individual initiative and response by providing and
fostering culture

Human Resource Development

What is it ?
Is a process in which the employees of an
organisation are continuously helped in a
planned way to:
I.

Acquire or sharpen their capabilities required to perform various

obligations, task and functions associated with and related to their
present or future expected roles

Human Resource Development

II. Develop their capabilities as individuals so that they may be able to
discover their potentialities and exploit them to full for their own
and/or organizational development purpose
III. To develop an organizational culture where superior subordinate
relationships, team work and collaboration among different sub-units
are strong and contribute to the organizational wealth and pride of
the employees

Objectives of HRD
To maximise the utilization of Human Resource for the
achievement of individual and organizational goals
To provide an opportunity and comprehensive framework
for the development of human resource in an
organisation for full expression of their latent and
manifest potentials
To develop the constructive mind and an overall
personality of the employees

Objectives of HRD
To locate, ensure, recognise and develop the enabling
capabilities of the employees in the organisation in
relation to their present and potential roles
To develop the sense of team spirit, team work and interteam collaborations
To humanise the work in the organization
To develop dynamic human relationship
To generate systematic information about human
resource

HRD policies
HRD policies are general statements which guides
thinking and action in decision-making
Being only guides to thinking and action in decisionmaking they have always room for discretion. Otherwise
they would be rules
Sound HRD policies provide base for management by
principle as contrasted with management by expediency

HRD policies
HRD policies can be formulated to cover
the following subjects:
i. Selection
ii. Training
iii. Compensation
iv. Arrangement for work
v. Employee Services
vi. Industrial relation

Selection
The selection policy of an organization should
provide clear guidelines on the following points:
Reservation of seats for scheduled castes and schedule tribes
Employment of local people or family relations or people
working in competing firms.
Promotions from within or outside the organisation
Preference to be given to handicapped persons.
The basis to be followed in discharging an employee
Role, if any, to be given to the union in the recruitment and
selection of workers
Preview of the job to be given to applicant
Expenditure to be incurred on selection . This may include
advertising, test, training and travelling expenditure

Training
With regard to training, the basic policy issues to
be decided are

How are training needs to be decided?

How should training curriculum be designed?
How should follow-up and evaluation be done?
How should post-training support be given?

Compensation
On the question of compensation the
major policy issues to be decided are:
The relation of wages to the market and to the industry rate, i.e.
Whether the employees are to be paid a higher or lower wage
level than that prevailing in the community or industry.
The relation of wages paid to different employees within the
company; and
Recognition to be given to differences in individual
performance

Arrangement for work

Policies should be formulated about;
Hours of work
Number and duration of rest pause
Vacations and working conditions

Employee Service
Here employer should formulate policies
about ;

Organising cooperative societies

Festival celebration
Recreation centres
Sports and family budgeting

Industrial Relation
Here employer should explicitly express the
extent of his faith in collective bargaining
Right of workers to decide the union and the
union leader
Lay down the organization policies regarding
third party(E.g. Police) intervention in industrial
dispute

Personnel Administration VS
HRD
Point of
distinction

Personnel
function

HRD

Orientation

maintenance

Development

Structure

Independent function

Interdependent parts

Philosophy

Reactive function

Proactive function

Responsibility

Exclusively personnel
dept.

All managers

Motivators

Monitory rewards

High order needs

Aim

Improve efficiency

Develop organization

HRD PROCESS
Personal level

Existential
process

Process tells us how an individual perceives

his environment and how he interact

Interpersonal
level

Empathic
process

How much empathy individual has for other

person and establishes relationship with him

Role level

Coping
process

Individual is required to cope up with

pressures and stresses in relation to his role
in organizaion

Group level

Building
process

How various groups form themselves as

distinct entities

Intergroup

Collaborativ
e and
competitive

Positive if promote group and negative if do

not promote to reach goals

organizational

growth

issues relating to self renewal and change

HRD PROCESS

At personal level :
Existential process

How individual perceives his environment

and how he interacts with other

How he achieves his goals in life

Process helps in integration of individual

with organization

Career planning, performance appraisal,

feedback, counseling
job enrichment improve this process

HRD PROCESS

Interpersonal level :
Empathic process

How much empathy one individual has

for the other person

How person reach out to the other

person and establishes a
Relationship with him

Neglecting this process affect the

interpersonal effectiveness of
individuals In an organization

Communication, conflict, cooperation

and competition are important areas
Of study in this process

Training, communication improve this

process

HRD PROCESS
Individual should cope with pressures and
stresses in relation to his
Role in organization

Role level : coping

process

Individual can cope up with these pressures

if he is aware of the
Competencies required for performing the role
Role analysis improve this process

HRD PROCESS

Group level : Building

process

This process tells us how various groups

form themselves as distinct
Entities in an organization

How group contribute effectively to the goals

of organization

OD and team building exercise improves

this process

HRD PROCESS
Competition is positive if it poses a
challenges to a group in terms
of standard of performance and achievement

Intergroup level:
Collaborative and
competitive

Competition is negative if it prevents or aims

at escaping hard work

Process is improved by creating the climate

of trust, authenticity
And openness clarifying norms and standards

HRD PROCESS

Organizational level:
Growth process

Growth process involves

issues relating to
organizational climate,
Self renewal and change

HRD Outcomes

People become more competent as they are aware of the skills required

People understand their role better because communication increases and

They are aware of the expectations of other members
People become more committed to their jobs because there is greater
Objectivity in administration of rewards

People develop greater trust and respect for each other. They become more
authentic in their behavior
Greater collaboration and team work produces synergy effect

People are equipped with problem solving capabilities more prone to risk
Taking and proactive in their orientation

Lot of useful and objective data on employees are generated which facilitate
Better HRP

HRD MECHANISM OR SUBSYSTEMS

Performance appraisal
Potential appraisal

Career planning

Training and development

Organization development

Help employee in self-appraisal

Review his performance in
relation to the objectives and
other behaviours
Check reviews done by the
superiors
Send summary information for
central storage and use

HRD MECHANISM OR SUBSYSTEMS

Performance appraisal
Potential appraisal
Career planning
Training and development
Organization development

Mapping out the entire career of

an employee from employment
to retirement
Developing the successor for
higher positions

HRD MECHANISM OR SUBSYSTEMS

Performance appraisal
Potential appraisal
Career planning
Training and development

Organization development

Assess training needs of

different groups of employees
Search available outside
training facilities
Develop in company training
strategy including pre training
and post training activities
Prepare training packages and
modules.
Organise specific programmes
as well as general development
programme with own and
outside resources
Evaluate training efforts

HRD MECHANISM OR SUBSYSTEMS

Performance appraisal
Potential appraisal
Career planning
Training and development
Organization development

Personal goals and

organizational goals often
differ. OD attempts to achieve
the goal congruence i.e.
Communion of the personal
goals and organizational goals.

HRD MECHANISM OR SUBSYSTEMS

Rewards
Employee welfare and
quality of work life
Human resource
information system (HRIS)

QWL is the degree to which

members of a working
organization are able to satisfy
important personnel needs
through their experience in the
organization

HRD Framework

Need Assessment in HRD

What is Need?
A discrepancy between expectations and
performance
Not only Performance needs involve
-Diagnostic Need:
Factors that can prevent problem from occurring
- Analytical Need:
Identify new or better ways to do things
- Compliance Need:
Mandated by law or regulation

Levels of Assessment
Organisational Assessment:
- Where is training needed and under
what condition
Task Assessment:
- What must be done to perform the job
effectively
Person Assessment:
- Who should be trained and how ?

Levels of Assessment
Organisational
Assessment:
- Where is training
needed and under
what condition

A broad System
view is needed
Need to identify:
- Organisational Goals
- Organizational
Resources
- Organizational Climate
- Environmental
constraint

Levels of Assessment
Task Assessment:
- What must be done
to perform the job
effectively

It involves collection of data

about specific job or group of
job
What employee needs to know
to perform a job or jobs
Sources of Information for
Task Analysis:
- Job description
- Performance Standard
- Perform Job
- observe Job
- Ask questions
- Analysis of problem

Levels of Assessment
Person Assessment:
- Who should be
trained and how ?

Determining Training
needs for specific
Individual
Based on many sources
of data
Summary Analysis:
Determine overall
success of the individuals
Diagnostic Analysis:
Discover reasons for
performance

HRD Climate and Culture

Climate

Culture

Organizational climate is the summary

of perception which people have
about an organization

Organizational culture is the set of

assumptions, beliefs, values and
norms that are shared by
organizations members.
- Shared things(e.g. The way people
dress)
- Shared saying (e.g. Lets go to work)
- Shared actions (e.g. A service-oriented
approach)
- Shared feelings (e.g. Hard work is
rewarded here)

- Are social relationship warm and

caring?
- Are people treated fairly for reward/
recognition?
- Do people take pride in excellence?

Factors Affecting HRD climate

Top-Management Style and Philosophy

Personnel policies
HRD Instruments and System
Self renewal Mechanisms
Attitude of Personnel and HRD Staff

Elements of HRD Climate

Top Management

A general
Supportive climate

Line Management
commitment
Good Personnel
Policies
Positive attitude
towards development

Elements of HRD Climate

Performance
Appraisal
Potential Appraisal
Career Planning

Use of HRD
Mechanisms / Subsystem

Performance
Rewards
Feedback &
Counselling
Training
Employee welfare
Quality work life
Job-rotation

Elements of HRD Climate

O
C
T
A Culture
P
A
C

Openness
Confrontation
Trust
Autonomy
Proactivity
Authenticity
Collaboration