Introduction to Human Resource Development

1. Introduction to Human Resource Development -Achin Bansal -Anu A Natraj

2. Definition of HRD • A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands.

3. OBJECTIVES • Develop human resource of the company continuously for better performance to meet objectives. • Provide opportunity for development of different level of employees. • suitable need based training programs • Prepare newly inducted staff to perform their work with high level of competency and excellence. • Meet social obligations of industry to contribute towards the excellence of technical and management education.

4. OBJECTIVES • Assist the existing and potential customers in the better use of our equipments by training the employees. • Promote a culture of creativity, innovation, human development, respect and dignity. • Achieve excellence in every aspect of working life. • Create environment for the trainees conducive to their character building.

5. Evolution of HRD • Early apprenticeship programs • Early vocational education programs • Early factory schools • Early training for unskilled/semiskilled • Human relations movement • Establishment of training profession • Emergence of HRD

6. HRD Functions • Providing skill input to apprentices and trainees • Identifying training needs and imparting training • Outside deputation for competency enhancement • Competency mapping • Organisational development activities • Conducting sessions and workshops • Training and development (T&D)

7. THE NEED FOR HRD:BUSINESS AND ECONOMICS CHANGED • HRD can be ‘a platform for organisational transformation, • a mechanism for continuous organisational and individual renewal • and a vehicle for global knowledge transfer’.

8. THE NEED FOR HRD • Implementing a new policy • Implementing a strategy • Effecting organisational change • Changing an organisation’s culture • Meeting changes in the external environment • Solving particular problems

9. THE NEED FOR HRD:TECHNOLOGICAL CHANGES • Technological change creates requirements for training and development

10. THE NEED FOR HRD:ORGANISATIONAL CHANGE • Organisations that work in less time will have a competitive advantage. • A customer and quality focus will permeate tomorrow’s superior organisation. • The arena for an organisation’s planning and action will be global. • Business strategies now depend on quality and versatility of the human resource. • Work structure and design will change dramatically.

11. THE NEED FOR HRD:SOCIAL,LEGEL & OTHER CHANGES • Social attitudes, legal requirements, industrial relations and so on generate training and development needs. • They demand new skills in the workplace

12. Training and Development (T&D) • Training – improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task – e.g., • Employee orientation • Skills & technical training • Coaching • Counseling

13. Training and Development (T&D) • Development – preparing for future responsibilities, while increasing the capacity to perform at a current job • Management training • Supervisor development

14. Benefits of Training and Development • Training and development helps the employees to achieve their personal goals which in turn help to achieve the overall organizational objectives. • Thus, we can bifurcate the benefits of training and development into two broad heads: • Organizational benefits • Personal benefits

15. Organizational benefits: • Improves the morale of the workforce. • Leads to improve profitability and more positive attitudes towards profit orientation • Improves the job knowledge and skills at all levels of the organization. • Aids in organizational development • Improves relationship between superior and subordinate.

16. Personal benefits • Helps the individual in making better decisions and effective problem solving. • Aids in encouraging and achieving self-development and self-confidence. • Provides information for improving leadership, knowledge, communication skills and attitudes. • Helps a person handle stress, tension, frustration and conflicts. • Helps a person develop speaking and listeningskills. • Helps eliminate fear in attempting new tasks.

17. Impact on Training • Training practices rapidly changing in response to pressures • Impacting instruction design, delivery, and evaluation processes • Global interest in E-learning is growing

18. Training & HRD Process Model

19. Needs Assessment Phase • Establishing HRD priorities • Defining specific training and objectives • Establishing evaluation criteria

20. Design Phase • Selecting who delivers program • Selecting and developing program content • Scheduling the training program

21. Implementation Phase • Implementing or delivering the program

22. Evaluation Phase Determining program effectiveness – e.g., • Keep or change providers? • Offer it again? • What are the true costs? • Can we do it another way?

23. Learning & Performance

24. THE LEARNING CURVE

25. Critical HRD Issues • Strategic management and HRD • The supervisor’s role in HRD • Organizational structure of HRD

26. Strategic Management & HRD • Strategic management aims to ensure organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years • HRD aims to get managers and workers ready for new products, procedures, and materials

27. Supervisor’s Role in HRD • Implements HRD programs and procedures • On-the-job training (OJT) • Coaching/mentoring/counseling • Career and employee development • A “front-line participant” in HRD

28. Organizational Structure of HRD Departments • Depends on company size, industry and maturity • No single structure used • Depends in large part on how well the HRD manager becomes an institutional part of the company – i.e., a revenue contributor, not just a revenue user

29. HR Manager Role • Integrates HRD with organizational goals and strategies • Promotes HRD as a profit enhancer • Tailors HRD to corporate needs and budget • Institutionalizes performance enhancement

30. HR Strategic Advisor Role • Consults with corporate strategic thinkers • Helps to articulate goals and strategies • Develops HR plans • Develops strategic planning education and training programs

31. Challenges for HRD • Changing workforce demographics • Competing in global economy • Eliminating the skills gap • Need for lifelong learning • Need for organizational learning

32. Summary • HRD is too important to be left to amateurs • HRD should be a revenue producer, not a revenue user • HRD should be a central part of company • You need to be able to talk MONEY