UNIT II

HRD MATRIX
 Appraisal System
 Career System
 Training system
 Work system
 Culture System
 Self-Renewal System
 Matrix View of HRD Sub-system
Appraisal Career Training Work Culture Self-
System System System System System Renewal
System
Person Performance Career Identifying Role efficacy Reward Involvement
Analysis Development Training  Acculturation
 Potential Career needs
Appraisal Planning

Role Development Job Rotation Task analysis Job Stress

of KPAs enrichment Management
Development
of CAs

Dyad Performance Mentoring Training in Communication

review and performance
coaching
Feedback on
HRD

Team Appraise Team Identification Autonomous Communication Team Building

Counsel Team Of training workgroup
need
Common Productivity Collaboration
Inter-team
procedure for Quality of
appraisal work-life
 Parity in
appraisal

Organisatio Linkage of quality of Climate HRD Research

Appraisal with work-life Rituals Organisational
n goals & values Celebrations Learning
 Appraisal System

Objective: To manage the performance of

individuals and groups
 Performance Appraisal
 Potential Appraisal
 Team Appraisal & Counselling
 Performance Coaching & Counselling
 Performance Appraisal
Performance appraisal as an instrument or mechanism or
subsystem of HRD is used to
 understand the difficulties of the employees and to
remove these difficulties,
 understand the strength and weaknesses of the people
and help the employees to realize these,
 help the employees to become aware of their positive
contributions,
 encourage employees to accept more responsibilities
and challenges,
 help employees to acquire new capabilities and
 plan effective utilization of the talents of employees.
 Performance Appraisal
 Identification of Key Performance Areas
 Identification of behavioral dimensions that is
critical for managerial effectiveness.
 Periodic review of performance.
 Analysis of performance by identifying facilitating
and inhibiting factors in performance.
 Formal performance review and discussions.
 Identification of development needs and action
plan to improve the employee for future
performance
 Performance Appraisal to
Performance Management
 It focuses on improving job performance through
continuous and ongoing feedback and guidance from
reporting officer
 It addresses the growth and career development of
employees through identification of strengths and
weaknesses of employees which leads to better
utilization and development of the talents.
 The most important aspect of performance management
is that it is an integrated system where both vertical and
horizontal integration is well addressed.
 POTENTIAL APPRAISAL
Potential Explorations of People
High

P
Problem Children Star
O
T
E
N
T
I
A
Deadwood Work horses
L

Low
Low PERFORMANCE High
 Steps in Potential
appraisal Linkage of Potential
appraisal with other
system
•Role descriptions  feedback and counseling,
•Qualities required to perform
the roles  training,
•Indicator of qualities
•Organizing the system
 job rotation,
•Feed back on potential
appraisal for career
 data storage and
development
 HR planning.
 Team Appraisal
Need for Team Appraisal
 At higher level performance indicator, most of the
time is team based.
 At higher level the performance indicators are
qualitative and cannot be reached to number
 Synergy is higher
 Measures at team are more objective.
 Team performance is always closer to
organization performance rather than individual
performance to organization performance.
 Appraisal or managing performance of
team is based on following principles
a. Team behaviours are different from
individual behaviours.
b. The behaviour that makes a team
successful varies in terms of nature of
the team.
c. Team behaviours can be changed using a
team performance management process.
#establishing behavioural goals,
#measuring current behaviours
#to identify the gaps and
#planning and monitoring changes in order to close the gap.
 PERFORMANCE COACHING
Activities of Coaching
Coaching
Coaching is a collaborative
process whereby managers  Coaching Analysis
and employees continually set
involves analysing
short and long-term
performance goals; listen performance and
actively to each other in condition
reviewing results that achieved  Coaching Discussion
or exceeded performance
expectations; and ask solving problems,
questions, share views, and enabling employee to
negotiate solutions upon
reviewing results that did not
maintain effective
achieve performance
expectations. performance
 COUNSELING

 Performance counseling can be defined as

the help provided by a manager to his
subordinates in analyzing their
performance and other job behaviours in
order to increase their job effectiveness
 PERFORMANCE COUNSELLING

Empathy
Responding
Communication Helping
Listening Development

Feedback Mutuality

Counselling

Influencing

Positive
Identification Autonomy
Reinforcement
 Career Planning & Development System
A systematic career system is concerned with developing
careers in an organization and helping people to manage
their careers
 Concept of Career management &
development
 Stages of Life and Career Development
 Models of Career Development &
Management
 Roles in Career Development
 Career Development Practices and
Activities
 Issues in Career Development
 Career Management & Development

CAREER DEVELOPMENT CAREER MANAGEMENT

 A ongoing process by  A ongoing process of
which individuals preparing,implementing,
progress through a series and monitoring career
of stages, each of which plans undertaken by the
is characterised by a individual alone or in
relatively unique concert with
issues,themes and tasks organisational systems
 MUTUAL
FOCUS: ORGANISATIO
EMPLOYEE MANAGER-
CENTERED: N CENTERED:
EMPLOYEE CAREEER
CAREER CAREER
PLANNING MANAGEMENT
PLANNING

Self-directed Company Corporate Manager- Develop Corporate Corporate

workbooks run career seminars employee mental talent Succession
and CDs, planning on career asssess inventories planning
CD -roms workshop organisatio discussion ment
etc. nal career center

SPECTRUM OF CAREER DEVELOPMENT

 Career planning & development
Concept
 Career development implies
the development of general
technical and managerial
career in the organization.
 Career planning implies
planning with the help of
the reporting officer, of
specific career paths of the
employee in the
foreseeable future.
Career Development for
different employees
 Career planning for new
recruit
 Career planning for
employees shown
potential
 Career planning for
employees not doing well
 Stages of Adult(Life) Development
 Erickson proposed that people go through eight stages
during their course of life and each of thse stages focus
on psychological and sociological issues.

Stages of Development(issues) Age Range(years)

1.basic trust vs mistrust Infancy
2. autonomy vs shame & doubt 1-3
3. initiative versus guilt 4-5
4. industryvs inferiority 6-11
5. identity vs role confusion puberty and adolescence
6. intimacy versus isolation young adulthood
7. generativity vs stagnation middle adulthood
8. ego integrity vs despair maturity

Levinson prposes four eras called lifecycle viz. preadulthood,early adulthood,middle

adulthood and late adulthood and each period consist of stable and transitional
period.
 TRADITIONAL MODEL OF CAREER DEVELOPMENT

1. Occupational Choice: Preparation for work

2. Organisational entry
3. Early Career: Establishment and achievement
4. Midcareer
5. Late Career

CONTEMPORARY MODEL OF CAREER DEVELOPMENT

1. Protean Career
2. Multiple Career Concept Model
 Linear
 Expert
 Spiral
 Transitory
 Information,Opportunity & Support from

Need to make INDIVIDUAL

decision ORIENTED
CAREER
Career Awareness of Goal MANAGEMENT
Exploration Self and MODEL
setting
environment

Careeer Feedback:work
Appraisal /non-work

Progress Strategy Strategy

toward goal Implementation Development

Education,Family,Work & Social Institutions

Pluralistic Approach:
 Organisation must have career culture that mirror the career concept
 Designing and managing pluralistic career culture involves an ongoing
process of assessing gaps between organisational strategy and employees’
career concepts and motives,identifying optimal organisational structure and
then identifying and implementing proper career management practices.
 Career Management Methods: Counseling,Individual Career Development
Contract & Cafeteria approach

ORGANISATIO
NALLY
System Approach: ORIENTED
 Career management links people system and the job market CAREER
system via the management and information system MANAGEMENT
MODEL

Team Based Career Development:

 In team-based organisations,career development
responsibility can be shared among the individual, the team
and the organisation
 Suitable for organisations expanding to new markets, or
create new projects or for creating internal consulting teams
for implementing change.
 Roles in Career Development
 Individual Role
 Knowing What & Knowing Why
 Knowing Where & Knowing Whom
 Knowing when & Knowing How

 The Managers Responsibility

 Coach
 Appraiser
 Adviser
 Referral Agent

 The HRD and Career Development Professional’s

Responsibility
 Creating a sense of ownership & Mindset in employees
 Creating information & Support
 Promote workplanning,learning & Mobility
 Becoming an expert on career information and professional communicator
 Developing Relational System & Processes
 Career Development Practices & Activities
Employee Self-assessment tool
 Individual Counseling or Career
discussions
 Internal Labour Market Information
exchange
 Job Matching System
 Organisational Potential asssessment
processes
 Development Programmes
 Issues in Career Development
 Developing Career Motivation
 Career Plateuing
 Career Development for nonexempt
workers
 Career Development without
advancement
 Job Rotation
Concept
 It refers to systematically
moving employees from
one job to another, for
making the employees a
versatile worker,
exposure to new
challenges and
opportunity to develop
themselves for a higher
assignment
Benefits
 reduces monotony and
broadens the skill base
 makes the employee multi-
skilled
 idle time of the man and
machines reduced
 Right size the organization
 variety in the job content
 Mentoring involves
Mentoring  Establishing a relationship of
When a young person
trust
joins an organization,
 Modeling behavioural norms for
he/she needs some
senior person who can the young person.
intends mental support  Listening to the personal and job
and develop confidence concerns of the young person.
in him and get advice  Helping him to search alternative
and support. The person solutions for the problems.
need not be his  Sharing own relevant
supervisor. Such a experiences.
relationship is called
 Responding to his emotional
mentoring and the basic
needs, without making him
purpose of mentoring is
dependent on the mentor.
to provide moral support
and guidance for their  Develop long-lasting personal
development. and informal relationship.
 Training system
Availability of required competencies for present as well as
future need of the organization can be assured through a
proper training system

 Building Training Mechanism

 Task Analysis
 BUILDING TRAINING MECHANISM

#Preparation
# Training # Conceptual
facilities Development
#Learner
# Other # Learning of Skills
Motivation
facilities # Change in
#Expectation
valus/attitudes
# Change of
behaviour
Pre Training Training
Factors Management Participant
Development

Training Input Outcome

Post Training Training Organisational

Development
Factors Process

# Individual
# Cost #Learning Climate Effectiveness
# Organisational #Training Methods #Team
support #Trainer Effectiveness
#Facilitating/Hindrant effectiveness #Organisational
factor Effectiveness
 TASK ANALYSIS
Task analysis involves following steps
 Contextual Analysis (mission, orientation and goals of the
organization helps to clarify general orientation of the job).
 Activity Analysis (observable, descriptive and objective in
nature, the behaviour undertaken to complete a task).
 Task Delineation (grouping activities to task and naming
these tasks)
 Competency Analysis (knowledge, skills abilities, orientation
and experience necessary for a job).
 Performance Analysis (evaluate the impact of job i.e. how
effectively it is done)
 Discrepancy Analysis (deviation as a result of previous
step).
 Work system

 Role Efficacy
 Job Enrichment
 Autonomous Workgroup
 Quality of work life
 Productivity
 The potential effectiveness of an individual
occupying the role is known as role efficacy
Role efficacy involves
 Role making(says how far there is self-role integration,
pro-activity, creativity and amount of confrontation is
there in a given role)
 Role centering(when it is central to the organization,
more influence it can exert on other and opportunity to
grow and develop)
 Role linking(making the role to be inter-linked with other
role, the role occupant find that others are willing to give
help to execute the role and the role occupant perceived
that their contributions are significant or linked with
organizational goal)
 Job Enrichment
 Enrichment is the process of providing valuable
things to a person
 It provides variety in skill, task identity,
autonomy and feedback
 Job enrichment fulfills the growth and self-
esteem needs
 In an HRD system job enrichment occurs when
achievement is encouraged, opportunity for
growth is there, responsibility is entrusted and
feedback and recognition is given.
 Autonomous Workgroup/Self-Managed
Team
Self- management teams are
Autonomous work teams related multi skilled and hence
to job enrichment at the group flexible
level. The work performed by
the team is consolidated through Self management teams
vertical integration.
can take many forms
 influence the formulation of its goals
like
 b: govern its own relationship for
super ordinate system,  Taskforces
 c: make decision regarding the  Project teams
method of doing work,
 d: make own distribution of work,  Quality circles
 e: decide own members,  New venture teams.
 f: decide on leadership,
Quality-of-work-life programmes generally
focus on the environment within the
organization and include:
-basic physical concerns
-psychological and
-motivational factors
Quality-of-work-life programmes generally
focus on the environment within the
organization and include:

 Basic physical concerns

 Psychological and
 Motivational factors
 PRODUCTIVITY
 Work simplification and quality circles are
two techniques for productivity
improvement
 Work simplification involves participation of
workers in simplifying their work, where as,
quality circle is a group of people from the
same work detail who meet regularly to
solve problems they experience in their
work
 Culture System

 Developing Organisational culture

 Communication
 Reward
 Developing Organisational
Culture
Developing of culture would involve:
 Developing a strong corporate identity
 Development of important values
 Building healthy traditions
 Developing consistent management
practices.
 Communication
Communication serves The role of HRD is to
the following objectives.  Create open

 Information sharing communication system

 Strengthen
 Feedback and control
organization culture
 Influencing
 Use all four direction
 Problem solving and
of communication
decision making
-Downward
 Facilitating change
and organizational -Upward
development. -Horizontal
-External
Designing Reward System
Psychological  Whom to Reward?
Basis of (all employees or few/Individual or team)
Rewards
 What to Reward?
What is expected
(Performance,Behaviour,Skill,Competency
from employees by
&Result)
the organisation
 How to Reward?
What is expected (Fixed or Variable/Financial or Non-
financial/Transactional or Relational)
from organisation by
employees  How to Assess?
Individual Performance Measures
Quantity, Quality, Productivity, Timeliness& Cost Control

Team Performance Measures

Team output, Team processes, Customer Relation, Quality standard,
Delivery Time, Project Management, Financial Result & Cost Control

Organizational Performance measures

Customer Satisfaction, Employee Satisfaction and Cash flow
 REWARD
 Innovations and use of Capability are
rewarded
 Performance appraisal and reward must
be linked
 Total reward increases flexibility and
attracts and retain people
 Transactional

PAY BENEFITS

Individual Communal

LEARNING & WORK

DEVELOPMENT ENVIRONMENT

Relational

TOTAL REWARD SYSTEMS

 Self-Renewal System
 Stress Management
 Organisational development
 Human Resource Information and
Planning system
 Organisational learning
 HRD Research
 Stress Managment
 stress management is to convert the dysfunctional stress into
functional stress so that high rate of quality and performance is
maintained.
 “Approach” strategies to stress increase capability of individuals to
deal with stress where the person confronts the problem of stress
as a challenge and to .
 “Avoidance” strategy on the other hand is an escapist attitude by
denying the reality of stress.
 Close interpersonal relationship & collaborative mechanism help in
preparing the person to develop productive way of dealing with
stress.
 Maximizing person-environment fit increases the ability to manage
stress.
 Hypo stress(under load in the work) creates lower performance
where boredom, apathy and low motivation exist where as hyper
stress( work over load)leads to insomnia, irritability, increased
errors and indecisiveness. and hence low performance.
 HRD programmes for Stress Management

 Employee Assistance Programme (EAPs)

and wellness programmes.
 Cognitive techniques
 Relaxation training
 Meditation
 Bio-feedback
 Work humanisation
 Concept of Organisational Development
OD is top management supported long range effort to improve an
oragnisational problem solving and renewal processes particularly
through a more effective and collaborative diagnosis and
management of organisation culture-with special emphasis on
formal work team, temporary work team and intergroup culture-
with assistance of a consultant facilitator and use of theory and
technology of applied behavioural science, including action
research
OD focus on
# Human aspect
#Structural aspect
#Technical aspect
 Operational Goals of OD
 The Person
(Self-awareness and self-acceptance)
 Inter-person
(Fostering OCTAPACE values)
 Teams
(Building continuous improvement mechanism through
temporary teams)
 Inter-teams
(Managing conflicts and developing collaboration)
 Organisation
(setting goals and develop internal resources)
 Interface with environment
(Transact through both adaptive and proactive behaviour)
 Classification of Intervention
(Objective based)
 Dignostic activities
 Team Building activities
 Intergroup activities
 Techno-Structural
 Education& Training
 Survey Feed Back
 Process Consultation
 Third Party Peace making
 Grid Organisational development
 Planning & Goal setting
 Strategic management
 Organisational transformation
 Classification of Intervention
(Target based)
 Individual Based
 Dyads
 Teams& Groups
 Inter group
 Total organisation
N
a Focus of The Intervention
t Static Dynamic
u (Structure) Both
Structured (Process)
r Reorganisation

e MBO Motivation Survey

Organisational Development Feedback
o
Designing Role negotiation
f
Work Review
I Differentiation
n Integration
t Unstructured

t Team L Group
development Process
E Counselling Consultation
Development of
Conflict
R Internal
Resolution
facilitator
ve Both
n
Job enrichment Managerial grid Confrontration
T Task force meeting
I Interrole
exploration
on
 Human Resource Information and Planning
system
The human resource planning as a subsystem of HRD
contributes or strengthens other subsystem in the way like
 redeployment through retaining,
 appropriate rationalization,
 providing input to other subsystem,
 having more role clarity and
 better utilization of manpower.
Soft human resource planning gives insight to those
aspects of work environment that promotes functional
flexibility, intrinsic motivation, team working etc. The HRD
challenges are always to identify existing skills and
competencies and selecting appropriate learning system.
Human Resource Information and Planning
system
 HRIS creates the easiness in combining and
integrating various data of different subsystem.

 HRIS always allows organization to organize

learning activities.

 HRIS have a great scope for involving line

mangers in the HRD process through access to
related data regarding work.
 Organisational Learning

Organisational learning is the process by

which an organisation acquires, retains
and uses inputs for development and the
process results in an enhanced capacity
for continued self-learning and self-
renewal.
 Organisational learning Process
Acquiring-Reflecting Retaining-Integrating Using-Adapting
PHASES
INNOVATION IMPLEMENTATION STABILISATION

LEARNING # Inflow # Assimilation # Continued Use

PROCESS #Experimentation # Cumulating # Critiquing
#Exchange # Building # Adopting

ORGANISATIONA
Climate of Rigour Supportive &
L CLIMATE Innovative
& Discipline Critical

# Openness # Thoroughness # Perseverence

VALUES # Creativity
#Experimentation
# Mutuality
NORMS # Respect for innovations
# Attending meetings of
outside experts
# Sharing experiences
informally
# Learning from each one
# Mutual support # Objectivity
# Preparation # Criticality
# Creative
adaptation
#Thoroughness in
preparation
# Perseverence
# Detailed planning # Quick Feedback
# Voluntary # Support
# search for common # Modification
links between new
and old
 HRD Research

 HRD Research deals with development of and

investigating effectiveness of subsystems.

 Systematic HRD research also helps in

identifying the right type of human resources in
terms of competitiveness, capabilities and skills.

 HRD research also helps to align the HRD

initiative with the organisational strategy and
objectives.