12-1 EXCEL

BOOKS

HRD in INDIA
 HRD is a conscious and proactive approach
applied by employers which seeks to
capacitate employees through training and
development to give their maximum to the
organization and to fully use their potential to
develop themselves
The concept of career
 Human Resource Development (HRD) is a process of
developing skills, competencies, knowledge and
attitudes of people in an organization.
 HRD imparts the required knowledge and skill in
them through effective arrangement of training
and development programs
HRD philosophy

 Human resources are the most important assets in the organisation.

 Human resources can be developed to an unlimited extent. Two plus two could be
five, six or ten.
 A healthy organisational climate (openness, trust, collaboration) is essential for
developing human resources.
 HRD can be planned and implemented to benefit both individuals and organisations.
 If the organisation is able to inculcate a spirit of ‘belongingness’ in its employees,
they will be more loyal and committed.
 To ensure this healthy feeling, the organisation has to provide for their basic as well
as higher order needs through appropriate management styles and systems.
 The commitment of employee increases when he/she is able to find opportunities to
use his/her potential while at work.
 The managers must clear the paths, create a developmental climate and help
employees realise their full potential.
 The higher the level of the manager the more attention should be paid to the HRD
function in order to ensure its effectiveness.
 The maintenance of a healthy working climate and the development of its human
resources are the responsibilities of every organisation.
12-5

Features of HRD

HRD is a process by which the employees of an organisation are

helped to help themselves and develop the organisation. It has the
following features
 HRD is a system
 HRD is a planned process
 HRD involves the development of competencies at the
Individual level
Interpersonal level
Group level
Organisational level
 HRD is an inter disciplinary concept
 HRD is a way of improving the quality of working life
HRD in India
Benefits of HRD

1. HRD improves the capabilities of people. They become innovative

and enterprising – ever eager to take risk and get ahead. It improves the
all round growth of an employee. Feedback and guidance from
superiors help employees grow continually and show superior
performance.
2. HRD improves team work. Employees become more open and trust
each other. The organisational climate, too, improves a lot.
3. HRD leads to greater organisational effectiveness. Appropriate
employee- centred policies help the organisation achieve its goals more
efficiently.
4. Performance related rewords help employees realise the importance
of utilising their skills fully in the service of organisational goals. The
organisation’s overall health and self-renewing capabilities, too,
improve quite significantly.
Evolution of The Concept Of HRD

The early part of the century saw a concern for improved

efficiency through careful design of work. Improving employee
productivity and efficiency was the next big thing to hit the
business world. Recent years have witnessed an increasing tilt
towards improving the quality of working life, product and service
quality, and speedy and efficient delivery of work.
HRD vs Personnel Function
The differences between the personnel function and HRD may be
listed thus
Personnel function vs. HRD
P e rs o nn e l F u n ctio n
M aintenance oriented
An independent function with
independent sub-functions
Reactive function, responding to
events as and when they take place
Exclusive responsibility of
personnel departm ent
Em phasis is put on m onetary rewards
Im proved perform ance is the result of
im proved satisfaction and m orale
Tries to improve the efficiency of
people and adm inistration.
P oin ts of HRD
d istin c tio n
Orientation Developm ent oriented.
S tructure Consists of inter-dependent parts.
Philosophy Proactive function, trying to anticipate and get ready
with appropriate responses.
Responsibility Responsibility of all managers in the organisation.
M otivators Em phasis is on higher-order needs such as – how to
design jobs w ith stretch, pull and challenge; how to
improve creativity and problem solving skills, how to
empower people in all respects, etc.
O utcom es Better use of human resources leads to im proved
satisfaction and m orale.
AIMS It tries to develop the organisation
as a whole and its culture.
HRD Mechanisms or Subsystems

The following HRD mechanisms are currently in use in order to

development competencies of people and improve the overall
organisational climate

HRD Mechanisms
 Performance appraisal
 Potential appraisal
 Career planning
 Training and employee development
 Organisation development
 Rewards
 External equity
 Internal equity
 Individual equity
 Employee welfare and quality of working life
 Employee involvement
Cont…
12-13

HRD Mechanisms

 Quality circles
 Socio technical system
 Self managed work teams
 Suggestion programmes
 Open door policies
 Human resource information system
The Contribution of HRD Subsystems
to HRD Goals
Each subsystem, listed above, is interlinked to other subsystems
and offer rich benefits to an organisation when they are properly
integrated.
Principles In Designing HRD Systems

 Management support
 Focus of the HRD system
 Structure of the HRD system
 Functioning of the system
The New People Management

Many Indian companies, now a days, talk about the new people
management with the following objectives in mind

 Corporate goals linked to individual career goals

 Company profits linked to personal rewards
 Organisational learning must involve employee training
 Job responsibilities must facilitate personal development
 Business strategies must consider human resource issues
The new people management
The New People M anagement

Management B usine ss M arkets and E nvironm ent

Philosophy S trategy

NPM

Philosophy Policies Program mes

Practices processes

Recruitm ent

Training Perform ance Appraisal reward

Developm ent management

O rganisational exit

Evaluation of N PM practices

Behavioural Q uality managem ent Industrial Labour

Sciences P sychology Laws