Performance and

HRD
DR BINDIYA GOYAL
Meaning of HRD
According to Prof. T.V. Rao, HRD is a process by which the employees of an
organization are helped in a continuous and planned way to
(1)Acquire or sharpen capabilities
(2) Develop the capabilities and exploit the potential, for individual and
organizational development purposes
(3)Develop an organizational culture

Hence, HRD is the framework for helping employees to develop their personal,
organizational skills, knowledge and abilities
Functions of HRD
Primary
 Training & Development
 Career Development
 Organizational Development

Secondary
 Role Analysis & Development
 Performance Appraisal
 Performance Counselling
 Employee Orientation
 Succession Planning
 Quality of Work Life
 HRIS
The goals of HRD are to develop
 The capabilities of each employee as an individual
 The capabilities of each individual in relation to his or her present role
 The capabilities of each employee in relation to his or her expected
future role(s)
 The dyadic relationship between each employee and his or her
supervisor,
 The team spirit and functioning in every organizational unit
 Collaboration among different units of the organization
Development Dimensions of Personnel
Function
 Analyzing the Role: (In terms of responsibilities)
 Matching the role and the person
 Developing the persons in the Role
 Developing the role for the person
 Developing Equitability
 Developing Self-Renewing capability (a capability to continuously
examine itself, and effectively respond to): It is concerned with
organisational development
PRINCIPLES IN DESIGNING HRD
SYSTEM
The following principles related to focus, structure, and
functioning should be considered when designing
integrated HRD systems.
 Principles related to Focus of HRD System

 Focus on enabling capabilities: The primary purpose of HRD is to help

the organization to increase its “enabling” capabilities. These include
development of human resources, development of organizational health,
improvement of problem solving capabilities, development of diagnostic
ability (so that problems can be located quickly and effectively), and
increased employee productivity and commitment.

 Balancing adaptation and change in the organizational culture:

Although HRD systems are designed to suit the organizational culture, the
role of HRD may be to modify that culture to increase the effectiveness of
the organization.
Attention to contextual factors: What is to be included in the HRD
systems, how is it to be sub-divided, what designations and titles will be
used, and similar issues should be settled after consideration of the various
contextual factors of the organization—its culture and tradition, size,
technology, levels of existing skills, available support for the function,
availability of outside help and so on.

Building linkages with other functions: Human resource development

systems should be designed to strengthen other functions in the company

Balancing specialization and diffusion of the function: Although HRD

involves specialized functions, line people should be involved in various
aspects of HRD.
Principles related to Structure of HRD System
 Ensuring respectability for the function: In many companies, the personnel
function does not have much credibility because it is not perceived as a major
function within the organization. It is necessary that HRD be instituted at a
very high level in the organization and that the head of the HRD department is
classified as a senior manager.
 Balancing differentiation and integration: When businesses give autonomy
and power to each of their divisions and departments, the result is
differentiation, in which each section develops its own methods. When a
company brings its separate parts together under one leader or a single mission,
the business undergoes integration.
 Establishing linkage mechanisms: HRD has linkages with outside
systems as well as with internal sub-systems. It is wise to establish
specific linkages to be used to manage the system

 Developing monitoring mechanisms: It therefore requires systematic

monitoring to review the progress and level of effectiveness of the
system and to plan for its next step. It may be helpful to include
persons from other functions in the organization in the HRD
assessment effort.
Performance Coaching
(Conditions for Employee Development)
 The individual should be interested in developing himself
 The individual should know the areas of his potential development
 The individual should make a clear choice about the direction in
which he would like to grow and develop
 He should be able to identify opportunities for development within
and outside the organization
 He should get the support that he needs from his superiors
 He should make efforts to develop
The objectives of performance coaching

1) Helping them to realize their potential as managers.

2) Helping them to understand themselves – their strengths and weaknesses
3) Providing them opportunity to acquire more insight into their behavior
and analyze the dynamics of such behavior.
4) Helping them to have a better understanding of the environment.
Encouraging them to set goals for further improvement.
The objectives of performance coaching

5) Encouraging them to generate alternatives for dealing with various

problems.
6) Providing them empathic atmosphere for sharing and discussing
tensions, conflicts, concerns and problems.
7) Helping them to develop various action plans for further improvement.
Individual-level Review
The purpose of performance review is to help the employee grow and
develop. Others can help him as quite often he may not be aware of his own
strengths, just as he may be blind to his weaknesses. Those who continuously
interact with the person can act as mirrors. However, such a feedback should
be specific and purposeful. It serves three main purposes:

(1) general improvement of the person,

(2) improvement of his performance in specific tasks, and

(3) identification and development of his potential for higher level

responsibilities.
Conditions for effective coaching
 Climate of Openness
 Empathic Attitude of Management
 Participation by the Subordinates in the Review Process
 Joint participation in Goal Setting and Performance Review
 Help the employee to improve his performance
 Focus on Work-related Problems and Difficulties
 Avoidance of Discussion of Salary and other Rewards
Elements in the Coaching Process
 Communication
 Responding Initiating
 Listening
 Feedback
 Helping
 Empathy
 Development
 Mutuality
 Influencing
 Identification
 Autonomy
 Positive reinforcement
Process of Performance Counselling
 Development of Rapport between Employee and Manager: For open
and free communication between them. The rapport between the
employee and the manager can be developed by building trust, mutual
respect, and empathy.

 Exploring Information About Performance: At this stage, the

manager, with the help of the employee, explores the employee’s current
performance, his strengths, and weaknesses, particularly the key ones and
his key job requirements.
Process of Performance Counselling
 Defining Future Goals: Once the employee assesses his strengths and
weaknesses, the manager tries to make him realize what his problems are
and to make a realistic assessment of the nature of these problems.

 Drawing Action Plans: The manager helps the employee to draw action
plans that would result in continuous performance improvement. The
pros and cons of each action plan are evaluated and weighed. The action
plan is reviewed periodically with the help of the manager to take
corrective action if required.
In order to be successful Counseling
should be
 Timely
 A two way dialogue
 Focused on positive and negative issues
 Agreement
Employee counselling for Improving
performance
 Identifying the problem
 Getting employee comments
 Agreeing on a solution
 Action plan
 Feedback on Improvement
Mentoring
Mentoring is a process in which an experienced individual helps another
person develop his or her goals and skills through a series of time-limited,
confidential, one-on-one conversations and other learning activities.
In simple words, Mentoring is the Employee training system under which a
senior or more experienced person (the mentor) is assigned to act as an
advisor, counselor, or guide to a junior or trainee.
Functions of Mentoring

 Assist the employee

 Provide Psychological support
 Playing role model
 Advising Protégés (a young person who is helped and taught by an older and
usually famous person)
 Rendering Counselling
 Understanding skills and competencies
Mentoring vs. Counseling
 Type of Relationship: Mentoring is an informal relationship.
Counseling is a formal relationship.
 Duration of Relationship: Mentoring is intended to be a long-term
relationship. Counseling is intended to be a short-term relationship.
 Cost: Counseling, in most settings, requires some form of
compensation. Mentoring, as an informal relationship, is free.
 Ease of Access: You can get a referral to a counselor. It is harder to
find a mentor.
Thanks