THE HRD SYSTEM

1. THE HRD SYSTEM

2. Shradha Garg Mansi Sharma Sneha Promod Hembrom Vijaya Chatterjee Christine D�souza Divyendu Shekhar Roger Michael Anthony Chetna Kumari Patras Hansdak Naveen Kumar GROUP 2 - MEMBERS

3. CHAPTER TOPICS

4. Organizations are human-made entities that rely on human expertise to establish and achieve their goals. Human expertise is developed and maximized through HRD processes and should be done for the mutual long- and/or short-term benefits of the sponsoring organization and the individual involved. HRD PROCESS-LIFE LONG PROCESS

5. HRD PROCESS WITHIN THE LARGER SYSTEM

6. HRD PROCESS

7. Career planning - is the process of establishing career objectives and determining appropriate educational and developmental programs to further develop the skills required to achieve short- or long-term career objectives. Performance appraisal - is the process of obtaining, analyzing and recording information about the relative worth of an employee. Training - Organized activity aimed at imparting information and/or instructions to improve the recipient's performance or to help him or her attain a required level of knowledge or skill.  Counseling - Support process in which a counselor holds face to face talks with another person to help him or her solve a personal problem, or help improve that person's attitude, behavior, or character. EMPLOYEE LEVEL

8. Communication Feedback Conflict resolution Collaboration GROUP LEVEL

9. Role analysis helps in improving this process. Competencies Commitment Motivation Coping process ROLE LEVEL

10. Organizational climate Communication Organizational change Organizational development ORGANIZATIONAL LEVEL

11. ROLES AND COMPETENCIES OF AN HRD MANAGER

12. Successful organizations are becoming more adaptable, resilient, quick to change direction, and customer-centered. Within this environment, the HRD professional, considered necessary by line managers, is a strategic partner, an employee sponsor or advocate and a change mentor in addition to the already existing roles. NEW HRD ROLE

13. HRD MANAGERIAL ROLE HRD PROFESSIONALS STRATEGIC ADVISOR ROLE HR SYSTEMS DESIGNER/ DEVELOPER ORGANIZATION CHANGE AGENT ORGANIZATION DESIGN CONSULTANT LEARNING PROGRAM SPECIALIST INSTRUCTOR/ FACILITATOR INDIVIDUAL DEVELOPMENT AND CAREER COUNSELOR PERFORMANCE CONSULTANT (COACH) RESEARCHER ROLES OF AN HRD MANAGER

14. Integrates HRD with organizational goals and strategies. Promotes HRD as a profit enhancer. Tailors HRD to corporate needs and budget. Institutionalizes performance enhancement HRD MANAGERIAL ROLE

15. Consults with corporate strategic thinkers Helps to articulate goals and strategies Develops HR plans Develops strategic planning, education and training programmes HRD PROFESSIONALS STRATEGIC ADVISOR ROLE

16. Assists HR manager in the design and development of HR systems Designs HR programmes Develops intervention strategies HR SYSTEMS DESIGNER/ DEVELOPER

17. Develops more efficient work teams Improves quality management Implements intervention strategies Develops change reports ORGANIZATION CHANGE AGENT

18. Designs work systems Develops effective alternative work designs Implements changed systems ORGANIZATION DESIGN CONSULTANT

19. Identifies needs of learners Develops and designs learning programs Prepares learning material and learning aids Develops program objectives, lesson plans and strategies LEARNING PROGRAM SPECIALIST

20. Presents learning materials Leads and facilitates structured learning experiences Selects appropriate instructional methods and techniques Delivers instructions INSTRUCTOR/ FACILITATOR

21. Assists individuals in career planning Develops individual assessments Facilitates career workshops Provides career guidance INDIVIDUAL DEVELOPMENT AND CAREER COUNSELOR

22. Advises line management on appropriate interventions to improve individual and group performance Provides intervention strategies Develops and provides coaching designs Implements coaching activities PERFORMANCE CONSULTANT (COACH)

23. Assesses HRD practices and programs Determines HRD program effectiveness Develops requirements for changing HRD programs to address current and future problems RESEARCHER

24. COMPETENCIES OF AN HRD MANAGER

25. Essential competencies for HRD practitioners as identified by the ASTD (USA)

26. Essential competencies for HRD practitioners as identified by McLagan

27. HRD CHALLENGES

28. Changing Environment Technological Impact Low Commitment from management Globalization Learning Organization Organizational Strategy Employee Orientation HR Outsourcing

29. As a result of Globalization, Indian Organizations have undergone drastic transformation in structure/strategy to be adoptive to changes. This compels them to Increase their ability to learn and collaborate and manage work force diversity, complexity and uncertainty. HRD professionals will have to create models and processes for attaining global agility, competiveness and effectiveness. � The only thing which remains constant is change and HRD professional has to make people accept the change.� CHANGING ENVIRONMENT

30. HRD managers have to upgrade the employee�s skills and competencies in order to make the best use of the improvements in technology for business growth. Technological change has led to increase in jobs but the education system(both Quality and Quantity) must drastically change and become globally competitive in order to make best use of employment opportunities. TECHNOLOGICAL IMPACT

31. HRD is seen as a non productive expenditure for an organization as HRD evaluation could not be correctly quantified and projected for justification. For example- Behavioral change. The position of HRD is often not a strategic one. Companies are focused on the business, not on the people. For example- Recession. Some countries (Germany, Portugal) are working on a certification program to guarantee the quality of HRD professionals. LOW COMMITMENT FROM MANAGEMENT

32. Globalization is used to indicate the transformation process, highly influenced by technological developments, means of communication and �information revolution�. Requisites for competing in Global Economy are: New Technology and need for more skilled and educated workers Cultural Sensitivity Team Involvement and Problem Solving Approach Better Communication Skills GLOBALIZATION

33. Organizations must learn, adapt and change. Individuals should be encouraged to engage themselves in lifelong learning. Guiding Principles: Systematic Thinking Personal Mastery Mental Moods Shared Visions Team Learning LEARNING ORGANIZATION

34. In order to give business a competitive edge an HRD professional must develop HRD strategies( plan for developmental budget) concurrently with the other organizational strategies(vision, mission and competitive advantage). Business relevance- Human Resource Development effort is invested in areas of greatest value-added for the business. ORGANIZATIONAL STRATEGY

35. An HRD Professional should pay great emphasis on Career Planning and development of individuals. If it is inadequately done it will not only be a threat on the employee retention but will also hamper the organization�s growth. EMPLOYEE ORIENTATION

36. The latest trend of HR Outsourcing can be done by outsourcing the routine, non-value added activities and core HR activities. Though it is cost effective but can prove to be a threat for internal HR talent. HR OUTSOURCING

37. HRD FOUNDATION BRIEF ,2003,Richard Swanson, http://richardswanson.com/figuresandtools/HRDFoundationBrief(2003).pdf [Accessed on 4th July,2011] Strategic HRD Process-Pdf Articles http://www.pdfarticles.com/topics/strategichrdprocess.html [Accessed on 4th July,2011] Human Resource Development- Wikipedia, The Free encyclopedia http://en.wikipedia.org/wiki/Human_resource_development [Accessed on 4th July, 2011] BIBLIOGRAPHY

38. http://wwww.businessdictionary.com [Accessed on 5th July, 2011] HRD Systems http://www1.ximb.ac.in/users/fac/visitng/vfac.nsf/23e5e39594c064ee852564ae004fa010/dd81fb5be0243bd5652571db0018c28c/$FILE/HRD%20Systems.doc [Accessed on 4th July, 2011] Tripathi, P.C.,(2005), HRD Processes, Page no.10-11 BIBLIOGRAPHY

39. Krishnaveni R, Human Resource Development; A researcher�s perspective, Excel Books, New Delhi, 2010, p15-21 http://www.moyak.com/papers/learning-organization.html, accessed on 3rd July,2011 Singh I S, Globalization and Human Resource Development, Excel Books, New Delhi, 2010, p1-6 BIBLIOGRAPHY

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