INTRODUCTION TO

HUMAN RESOURCE
DEVELOPMENT
 EVOLUTION OF HRD
Early Apprenticeship Training Programs-Early Eighteenth
Century
Early Vocational Training- De Witt Clinton founded Manual
School, in New York City in 1809.
Early Factory School-Late Eighteenth Century. First
documented factory school Hoe and Company in 1872.
Early Training Program for Semiskilled & Unskilled Workers-
Model T, 1913 & outbreak of World War I. (JIT)
The Human Relation Movement- Mary Parker Follett, Lillian
Gilbreth, Chester Barnard, Abraham Maslow.
The Establishment of the Training Profession- outbreak of
World War II, TWI (Training With-in Industry), ASTD in
1942.
 EMERGENCE OF HRD
Employee needs extend beyond the training classroom
Includes coaching, counseling, group work, and problem solving
Need for basic employee development
Need for structured career development
ASTD changes its name to the American Society for Training
and Development .
Late 1970’s & 1980’s ASTD approved the term HRD.
Influential Book on HRD by Leonard & Zeace Nadler in 1980’s
& 1990’s helped to clarify & define the HRD field.
 RELATIONSHIP BETWEEN
HRM AND HRD
Human resource management (HRM) encompasses many
functions
Human resource development (HRD) is just one of the functions
within HRM
PRIMARY FUNCTIONS OF
HRM
Human resource planning
Equal employment opportunity
Staffing (recruitment and selection)
Compensation and benefits
Employee and labor relations
Health, safety, and security
Human resource development
SECONDARY HRM
FUNCTIONS
Organization and job design
Performance management/ performance appraisal
systems
Research and information systems
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. -Jon M. Werner
and Randy L. DeSimore ( 2009)
It may be defined as "an organized learning experience
within a given period of time with the objective of producing
the possibility of performance change.”
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 aims at overall development of human resources.
CONT’D…

HRD is a process in which the employees of an

organization are helped/motivated to acquire and
develop technical, managerial and behavioral
knowledge, skills and abilities, and mould the values,
beliefs, attitude necessary to perform present and
future roles by realizing highest human potential with a
view to contribute positively to the organizational, group,
individual and social goals.
CONT’D…
HUMAN RESOURCE DEVELOPMENT (SWANSON, 2008)
 HRD PROCESS LEADS TO
1) Acquire or sharpen capabilities required to perform various
functions associated with their present or expected future roles.
2) Develop their general capabilities as individuals and discover
and exploit their own inner potentials for their own and or
organizational development purposes.
3) Develop an organizational culture in which superior
subordinate relationships, team work, and collaboration among
sub-units are strong & contribute to the professional well being,
motivation and pride of employees.
FEATURES OF HRD
HRD is a systematic and planned approach for the
developments of individuals in order to achieve organizational,
group and individual goals.
HRD is a continuous process for the development of technical,
managerial, behavioral and conceptual skills and knowledge .
HRD is a multidisciplinary.
HRD is embodied with techniques and process.
HRD develops skills and knowledge not only at the individual
level but also at group level and organizational level.
 HRD OBJECTIVES
To enhance the organizational capabilities
To aid total quality management
To provide comprehensive framework for HRD
To prevent employee obsolescence
To develop creative ability and talents
To prepare employee for higher level jobs
To promote individual and collective morale, a sense of
responsibility, cooperative attitudes and good relationship.
 IMPORTANCE OF HRD
Human resource development (HRD) is an essential
component for growth and economic development.
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
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.
Knowledge, skills, creative abilities, talents, aptitude, values
and beliefs of an organization’s work force.
CONT’D…
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.
Human resources to be dynamic acquire capabilities
continuously adopt the values and beliefs and aptitude
in accordance with changing requirements of the
organization.
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
HRD FUNCTIONS

Training and development (T&D)

Organizational development
Career development
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
 CONT’D…
Development – preparing for future responsibilities, while
increasing the capacity to perform at a current job
 Management development
 Supervisor development
CAREER DEVELOPMENT

Ongoing process by which individuals progress through

series of changes until they achieve their personal level of
maximum achievement.
 Career planning
 Career management
 ORGANIZATIONAL
DEVELOPMENT
The process of improving an organization’s effectiveness and
member’s well-being through the application of behavioral
science concepts.
Focuses on both macro- and micro-levels
HRD plays the role of a change agent
 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.
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
HRD JOBS/ROLES
Executive/Manager
HR Strategic Advisor
HR Systems Designer/Developer
Organization Change Agent
Organization Design Consultant
Learning Program Specialist
Instructor/Facilitator
Individual Development and Career Counselor
Performance Consultant (Coach)
Researcher
 KEY ROLES AND
COMPETENCIES OF
TRAININGRoleSPECIALIST
Domain Competencies
Evaluator/Analysist Measurement
Technical Test Development
Data Analysis
Research Methods

Instructor Learning Theory

Career Development Facilitator
Instructional Technologists
Program Designer/Developer
Communication Skills
Motivating Skills
Subject Matter Knowledge
Platform Skills
Knowledge/Application of Career
Models
Career Counseling
Job Counseling
Knowledge of Equipment & Software
Formulating Training Objectives
Literature Review
Model Building
Materials Developments
Media Capabilities
Training Methods/Techniques
CONT’D…
Domain Role Competencies

Manager Cost Benefit Analysis

Business Delegation
OB/OD
Project Management
Record Management
Strategic Planning
Negotiation
Creating Alliances
Marketer Promotion
Distribution
Development of Customer Focus
Communicator Processing Group Reaction
Interpersonal Providing Constructive Feedback
Presentation Skills
Interviewing
Relationship Building
Writing
SYSTEM AND SUBSYSTEM
OF 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:
Career system: Career system ensures attraction and
retention of human resources through the following sub-systems.
Manpower planning
Recruitment
Career planning
Succession planning
Retention
 CONT’D…
 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
 CONT’D…
Development system: The human resources within the organization
have to raise up to 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
• Mentor system
CONT’D…
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
 CONT’D…
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
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.
Hence HRD systems and HRD processes are closely
linked.
Their relationships are described as follows:
CONT’D…
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
•Styles
•Leadership
CONT’D…
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 behavioral patterns and dynamism in organizations
are centered around 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.
CONT’D…
Teams: Work in organizations are performed through teams
or groups. When individuals begin to work in team,
behavioral 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
CONT’D…
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
CHALLENGES FOR HRD

Increasing workforce diversity

Competing in global economy
Eliminating the skills gap
Need for lifelong learning
Need for organizational learning
Ethical Dilemma