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Introduction - HRD

HRD is a process of developing and unleashing human expertise through organization development (OD) and personnel training and development (T&D) for the purpose of improving performance.

HRD OD T&D

OD is the process of systematically implementing organizational change for the purpose of improving performance. T&D is the process of systematically developing expertise in individuals for the purpose of improving performance.

Critical application areas of HRD


Human Resource Management Career Development Quality Improvement

Core HRD beliefs


Organizations are man-made entities that rely on human expertise to establish and achieve their goals. Human expertise developed and maximized through HRD processes should be done for the mutual long-term and/or short-term benefits of the sponsoring organization and the individuals involved. HRD professionals are advocates of individual or group, work process, and organizational integrity.

Why HRD?
To achieve organizational goals For organizational survival, growth and excellence

Which organizations need HRD


Stabilizing Growing Diversifying Renewing itself to become effective Improving its system and services Changing to become more dynamic Playing leadership roles

HRD Initiative Team

Responsibilities of HRD initiative team


Examining and documenting current HRD activities within all Divisions Assisting in Organizational Assessments. Developing formal Implementation Guides and assessment/survey methods Suggesting time lines Division Leaders for implementing HRD recommended practices and process improvement activities Assist in identifying organizational and individual competency requirements

Implementation of HRD
Major phases in HRD implementation 1. Assessment of needs 2. Design 3. Development 4. Implementation 5. Evaluation

HRD processes & outcomes


HRD instruments

HRD processes HRD outcomes


Organizational Effectiveness Other factors

HRD Mechanisms HRD Department Performance appraisal Review Discussion, Feedback Counseling Sessions Role Analysis Exercise Potential Development Exercises Training Communication Policies Job Rotations OD Exercises

HRD Processes Role Clarity Planning of Development by every employee Awareness of competencies required for job performance Proactive Orientation More trust Collaboration & Team Work Authenticity Openness Risk-taking Value Generation Clarification of Norms and Standards Increased Communication

HRD Outcomes More competent people Higher Workcommitment & Job Involvement More Problem Solving Better Utilization of Human Resources Higher JobSatisfaction & Work Motivation Better Generation of Internal Resource

Organizational Effectiveness Higher productivity Growth and Diversification Cost Reduction Other factors Environment Technology

Other factors Personnel Policies, Investment on HRD Top management styles

HRD in other sectors


Banking sector Voluntary agencies Tourism sector Rural development Health and family planning Education

Recent trends in HRD practices


As per the survey conducted by The Centre of HRD, XLRI, Jamshedpur 32% had formally stated policy focusing on HRD 89% had personnel policies that emphasize continuous development of their employees 30% has a separate HRD department 26% have fully development oriented performance appraisal systems 55% of them had a definite training policy

Continue.
80% of the organisations required their executives to counsel their subordinates at least once-a-year With change in growth pattern HRD staff is attempting to come up with new methodologies

More serious and rigorous effort is needed to train the agents of development in Service sector

HRD as boundary spanner


Why boundary spanning activity? Role of Information Gatekeeper

Role of HRD in embedded organization


Development of organizational leadership

HRD structure, policies and plans for managing boundaries

HRD to synthesize organizational boundaries and interfaces


HRD as boundary spanner to external context To recognize organization as initiative to manage interface with external environment

Learning activities are bounded


Alternative to learning activities are boundary-spanning activities Informal learning Networking Mentoring

Evaluation
Individual level
Organizational level

At individual level
Salient criterion for gauging success includes Positive change in salary Promotion Attitude about ones career Adaptability Identity

At organizational level
Impact can be assessed on the basis of Impact on organizational systems and processes in terms of efficiency and effectiveness Increase in return on investment (ROI) Increase in intellectual capital of the organization

Expanding the role of HRD


Looking HRD from strategic perspective Extended roles of HRD
1. HRD as a strategic partner 2. HRD as an administrative expert 3. HRD representing & supporting employees 4. HRD as a change agent

HRD as a strategic partner



Human resources practices that could support strategic objectives includes: Creating new jobs Revising job descriptions Recruiting new personnel with different skills Establishing clear transfer policies Conducting orientation sessions and training for staff at all levels Implementing leadership seminars for top managers Training supervisors.

HRD as an administrative expert


Administrative infrastructure tasks includes Establishing procedures for recruiting Hiring Work planning Performance review Developing clear policies for job classification Compensation Disciplinary actions Labor law compliance Maintaining the human resources database

HRD representing & supporting employees


Holding face-to-face meetings Supporting work planning and performance review process Surveying employees Talking informally to employees in the workplace Bringing employees' concerns to senior management in a timely fashion; Taking corrective action with supervisors and employees as needed

HRD as a change agent


Steps to minimize the negative impact of change on employees Keeping all employees informed about the changes and anticipated benefits Create opportunities for staff to contribute ideas, and discuss the impact of changes Being realistic about expected benefits of the changes Encouraging team work and team spirit Following through on agreed-upon actions

Conclusion

References
Ansett, S. (2005), Boundary Spanner: The Gatekeeper of Innovation in Partnerships Accountability Forum Greenleaf, Publishing Issue 6 Udai Pareek, Training Instruments in HRD and OD,2nd Edition, Tata McGraw-Hill Publishing Company Ltd, New Delhi William.B.Werther and Keith Davis, Human Resource Management and Personnel Management, 5th edition, McGraw-hill, 1996. Swanson, R. A., & Holton, E. F., III. (1999). Results: How to assess performance, learning, and perceptions in organizations. San Francisco: Berrett-Koehler. McGoldrick, J., Stewart, J. and Watson, S. (2002) Understanding HRD. London: Routledge

URLs
http://www.distance-ed.bcc.ctc.edu/econ/kst/BriefReign/BR webversion.htm http://www.business.brookes.ac.uk/research/areas/coaching &mentoring http://www.coachfederation.org/For+Coaching+Clients/What +is+ICF/ http://www.e-hresources.com/AskExpert.html http://www.chrmglobal/topics/41/1/capabilitybuilding.html http://www.expresscomputeronline.com/about.shtml http://www.tvrls.com/tvrls_team.html

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