MS-22 HUMAN RESOURCE DEVELOPMENT HRD

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MS 22 HRD SESSION 1 CONCEPT

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MS-22 HUMAN RESOURCE DEVELOPMENT HRD

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1. MS-22 HUMAN RESOURCE DEVELOPMENT (HRD) SESSION 1& 2 - HRD – CONCEPTS AND SYSTEM SESSION 3 – HRD SYSTEMS AND PROFESSION SESSION 4 – COMPARATIVE HRD SESSION 5 – HRD ISSUES AND EXPERIENCES SESSION 6 – MOCK TESTS

2. MS 22 – HRD SESSION 1 – CONCEPT & SYSTEM PROCESS AND SYSTEM OF HRD CAREER SYSTEM COMPETENCY MAPPING PMS

3. PROCESS & SYSTEM OF HRD CONCEPT OF HRD VALUE ANCHORED HRD PROCESSES HRD SYSTEM AND SUB SYSTEMS CHANGING BOUNDARIES OF HRD HRD TRENDS

4. EVOLUTION OF HRD HYGIENE FACTORS – PERSONNEL DEPT MOTIVATION FACTORS – HR DEPT STRATEGIC BUSINESS PARTNERS – HRD DEPT (VALUE BASED)

5. CONCEPT OF HRD HUMAN ASSETS HUMAN RESOURCE WITH INDIVIDUALITY FOCUS ON INDIVIDUALS, ROLES, TEAMS AND WHOLE ORGANIZATION

6. VALUE PROCESSES OF HRD INDIVIDUAL SELF MANAGEMENT -GOAL ORIENTATION COMPETENCE BUILDING - KSA ADVANCEMENT – POTENTIAL IDENTIFICATION & DEVELOP ROLE OPTIMAL STRESS – STRETCHED GOALS LINKAGES – IMPORTANCE OF ROLE AUTONOMY – DECISION, INITIATIVES DYAD (EMPLOYEE & SUPERVISOR) TRUST MUTUALITY – HELPING RELATIONSHIP COMMUNICATION – GIVE AND RECEIVE FEEDBACK

7. TEAMS COHESION - SYNERGY OF EFFORT RESOURCE UTILIZATION - MAXIMISE INTER TEAMS (DEPTS/ VERTICALS) ORGANIZATION GROWTH – SIZE, OPERATIONS, ACTIVITIES IMPACT – NEW MARKET/ SERVICE/ TECH SELF RENEWAL - SURVIVAL VALUE PROCESSES OF HRD

8. DEFINITION OF HRD TO INCREASE EFFECTIVENESS AND POTENTIAL OF HUMAN UNITS – INDIVIDUALS, ROLES, DYADS, TEAMS, INTER TEAMS AND ORGANIZATION

9. SYSTEMS PMS – APPRAISAL TO ENHANCEMENT CAREER SYSTEM – CAREER PLAN, MENTORING REINFORCEMENT – REWARD & RECOGNITION DEVELOPMENT – DEVELOPMENT OF HUMAN UNITS CULTURE – VALUES IN ACTION SELF RENEWAL – SELF EXAMINE, OD, RESEARCH ORIENTATION

10. CULTURE AS A SYSTEM CUMULATIVE WAYS OF THINKING AND BEHAVING STRONG CORPORATE IDENTITY – BROCHURE, BOOKLET, NEWSLETTERS, FILMS DEVELOPING IMPORTANT VALUES – ROLE MODELING, VALUE ORIENTATION PROGRAMS, SURVEYS, OD INTERVENIONS HEALTHY TRADITIONS & PRACTICES – INDUCTION, PROMOTIONS, RITUALS, REWARDING, CELEBRATIONS COMMUNICATION- FLOW OF GOAL ORIENTED INFORMATION

11. COMMUNICATION DOWNWARD DIFFUSION OF INFO, FEEDBACKS, DEVELOPMENT UPWARD MANAGERIAL CONTROL, FEEDBACK, GRIEVANCE, PROBLEM SOLVING HORIZONTAL EXP/ KNOW SHARING, PROBLEM SOLVING, INTEGRATION, COORDINATION EXTERNAL BRAND, IMAGE, CREDIBILITY, INFLUENCING

12. CHANGING BOUNDARIES OF HRD REORGANIZATION & RESTRUCTURING M & A QUALITY INITIATIVES SURVEYS REWARD & RECOGNITION SYSTEMS CORPORATE UNIVERSITY, KNOWLEDGE BANKS, E LEARNING ASSESSMENT & DEVELOPMENT CENTERS LEADERSHIP DEVELOPMENT WORK LIFE BALANCE STRATEGIC THINKING TALENT HUNT, RETAIN, DEVELOP

13. CAREER SYSTEM

14. CAREER INDIVIDUALLY PERCEIVED, EXPERIENCED, ASSOCIATED WITH WORK RELATED ACTIVITIES INFLUENCED BY AND INFLUENCES ALL OTHER LIFE ACTIVITIES NEED NOT IMPLY UPWARD MOBILITY NEED NOT BE WITH ONE ORGANIZATION FOR ORG – PRODUCTIVITY, CREATIVITY, EFFECTIVENESS FOR INDL – CHALLENGE, SECURITY, OPPORTUNITY

15. CAREER TRANSITION CHRONOLOGICAL CONCEPT EXPLORATION ESTABLISHMENT MAINTENANCE DISENGAGEMENT COGNITIVE CONCEPT HEALTH, THINK AGE LEAD TO SUBJECTIVE OR COGNITIVE AGE

16. ASSOCIATED NEEDS EXPLORATION SELF ASSESSMENT CAREER GUIDANCE EDUCATION/ TRAINING JOB PREVIEWS ESTABLISHMENT FEEDBACK/ APPRAISAL SELF DEVELOPMENT CAREER COUNSELING MAINTENANCE FEEDBACK/ APPRAISAL SELF DEVELOPMENT POTENTIAL ASSESSMENT DISENGAGEMENT PLATEAU SOLUTIONS/ OBSOLESCENCE SUCCESSION PLANNING RETIREMENT PLANNING RETURN TO EXPLORATION

17. EXERCISE WHAT DO YOU WANT IN YOUR CAREER ACHIEVEMENT SURVIVAL AFFILIATION CONTROL SUPER ORDINATION

18. CAREER ANCHOR SELF CONCEPT OF CAREER SELF PERCEIVED TALENT (BASED ON ACTUAL SUCCESSES) SELF PERCEIVED MOTIVES AND NEEDS (BASED ON SELF DIAGNOSIS AND FEEDBACKS) SELF PERCEIVED ATTITUDES AND VALUES (BASED ON ENCOUNTERS BETWEEN SELF AND ORGANIZATION) Areas where individual has contributed and feels competent

19. CATEGORIES OF CAREER ANCHORS MANAGERIAL COMPETENCE – MOTIVATION TO RISE TO MANAGERIAL POSITIONS. TECHNICAL/ FUNCTIONAL COMPETENCE SECURITY – SEEKS JOB SECURITY CREATIVITY AUTONOMY & INDEPENDENCE

20. CAREER PATHS TRANSITORY – NO CLEAR PATTERN, YOUNG AGE, ENTRY JOB, LATERAL CAREER MOVES, ENTREPRENEURS STEADY STATE – CRAFT TYPE OCCUPATIONS – DOCTORS, TRADESMAN, DESIRED ROLE HELD FOR LIFE. LINEAR – STEADY UPWARD PROGRESSION ON A MANAGERIAL/ PROFESSIONAL LADDER, INSATIABLE UPWARD MOTIVATION, SACRIFICE OF OTHER INTERESTS, PLATEAU CAUSES CAREER CRISIS. SPIRAL PATTERN – GREATEST OPPORTUNITY FOR DIVERSITY OF EXPERIENCES. DESIRE FOR SELF GROWTH, SELF DEVELOPMENT AND AWARENESS. INTERNAL SPIRAL – PROJECTS WITHIN ORGANISATION EXTERNAL SPIRAL – VARIED ORGANISATIONS AND FIELDS

21. CAREER PROBLEMS TOP MANAGEMENT LACK OF MANAGERIAL/ PROFESSIONAL SKILLS LACK OF COMMUNICATION & INTERPERSONAL SKILLS MIDDLE MANAGEMENT FEWER TOP MANAGERIAL JOBS CLOSELY IDENTIFIED WITH A GROUP/ ORG INADEQUATE CAREER PLANNING YOUNG MANAGER UNDERUTILIZATION OF POTENTIAL INSUFFICIENT PM AND FEEDBACK POLITICAL ASPECTS OF ORG FEELING OF DEPENDENCE LOYALTY ISSUES AND ETHICAL DILEMMAS

22. INDIVIDUAL STRATEGY FOR CAREER DEVELOPMENT START NOW SELF AWARENESS CAREER OPPORTUNITIES ESTABLISH CAREER GOALS – MEASURABLE, SHORT & LONG TERM OBTAIN FEEDBACK MANAGE – SEEK OPPORTUNITY, NETWORKING, MENTORS

23. ORGANIZATIONAL STRATEGY FOR CAREER DEVELOPMENT MANPOWER PLANNING AND FORECASTING DISSEMINATION OF CAREER OPTION INFORMATION CAREER COUNSELING EDUCATION AND TRAINING SUPPORT JOB POSTINGS SPECIAL ASSIGNMENT AND JOB ROTATION CAREER DEVELOPMENT WORKSHOPS FLEXIBLE WORKING HOURS, LEAVES FLEXIBLE REWARD AND PROMOTION POTENTIAL ASSESSMENT CENTERS

24. SELF ASSESSMENT ACHIEVEMENTS SKILLS AND ABILITIES PLANNING SKILLS COMMUNICATION SKILLS HUMAN AND INTERPERSONAL SKILLS CRITICAL THINKING SKILLS PROBLEM SOLVING SKILLS MANAGERIAL/ ADMINISTRATIVE SKILLS PERSONAL VALUES INTERESTS DISABILITIES PERSONAL AND FAMILY CIRCUMSTANCES

25. COMPETENCY MAPPING IDENTIFICATION OF COMPETENCIES TO PERFORM A JOB SUCCESSFULLY INVOLVES BREAKING DOWN JOB INTO SET OF ACTIVITIES AND IDENTIFYING COMPETENCIES REQUIRED COMPETENCY ASSESSMENT – TO WHAT EXTENT AN INDIVIDUAL POSSESSES THOSE COMPETENCIES REQUIRED BY JOB/ ROLE

26. TYPES OF COMPETENCIES TECHNICAL/ FUNCTIONAL MANAGERIAL HUMAN CONCEPTUAL

27. FORM OF COMPETENCIES K S A OTHER – MOTIVES, VALUES, TRAITS, SELF CONCEPT

28. METHODOLOGY INTERVIEWS (BEI) GROUP WORK TASK FORCES TASK ANALYSIS WORKSHOP QUESTIONNAIRE JD PERFORMANCE APPRAISAL FORMATS ASSESSMENT CENTERS

29. STEPS IN CM ROLE SELECTION HIERARCHY, STRUCTURE, ROLE SET, ROLE NETWORK OBJECTIVE OF DEPT OBJECTIVE OF ROLE KPA, KRA, JD ACTIVITIES KSA COMPILE LIST OF COMPETENCIES FOR EACH ROLE TASK WISE EXERCISE – CM OF A HR MANAGER

30. LEVEL OF COMPETENCY BASIC INTERMEDIATE ADVANCED EXPERT TRAINER

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