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 DEFINITION OF HRD

A definition of HRD is "organized learning activities

arranged within an organization in order to improve
performance and/or personal growth for the purpose of
improving the job, the individual, and/or the organization".

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.

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HRD includes the areas of training and development,
career development, and organization development.

This is related to HRM - a field which includes HR

research and information systems, union/labor
relations, employee assistance, compensation,
selection and staffing, performance management
systems, HR planning, and organization/job design.

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TRENDS 
ë 



IN
 


HRD



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EVOLUTION OF THE PERSONNEL FUNCTION
÷
 ÷


‡ The Commodity Labour was regarded as a commodity

Concept to be bought and sold. Wages were based on
demand and supply. Government did very little
to protect workers.

‡ The Factor of Labour is like any other factor of

Production production, viz, money, materials, land etc.
Concept Workers are like machine tools.

‡ The Goodwill Welfare measures like safety, first aid,

Concept lunch room, rest room will have a positive
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‡ The Paternalistic Management must assume a fatherly
Concept/ & protective attitude towards employers.
Paternalism Paternalism does not mean merely providing
benefits but it means satisfying various
needs of the employees just as parents meet
the requirements of the children.

‡ Humanitarian To improve' productivity, physical

Concept social and psychological needs of workers
must be met. As Mayo and others stated,
money is less a factor in determining output,
than group standards, group incentives and
security. The organisation is a social system
that has both economic and social
dimensions.
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‡ The Human Employees are the most valuable
Resource assets of an organisation. There should
Concept be a conscious effort to realise
organisational goals by satisfying needs
and aspirations of employees.

Employees should be accepted

‡ The Emerging as partners in the progress of a
Concept: HRD company. They should have a feeling
that the organisation is their own. To this
end, managers must offer better quality
of working life and provide opportunities
to people to exploit their potential fully.
There should be opportunities for self-
fulfilment in one's work. The focus
should be on HRD.
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 SHORT STORY

It was 25 years ago that our country witnessed the

emergence of a new HRD culture in our country
with by the two great leaders heading the
movement.

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‡ They developed a new function - The HRD Function.

‡ For L&T by two consultants.

‡ In 1974, the consultants studied the organisation and

prepared a new integrated system called Human
Resource Development ( HRD) System, First time in
India.

‡ The new system clearly established the

linkages between the various personnel
related aspects
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‡ They presented an approach paper to the top
management on the new ideas and this was
accepted.

‡ No enough expertise was available on the human

process within the organisation.

‡ The work was undertaken by an internal team with

the help of the consultants.

‡ A separate HRD Department was created headed

by a General Manager.
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‡ The HRD system has since then been reviewed
from time to time and improvements were made.

‡ And finally it lead to the emergence of new

function and new profession.

‡ This pioneering work of these two leaders lead to

the establishment of HRD Departments in the
State Bank Of India and its Associates, and
Bharat Earth Movers Limited in Bangalore in 1976
and 1978.

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‡ The first HRD workshop to discuss HRD concepts
and issues was held at IIMA in 1979. Several
chapters of the book which was later published by
Oxford & IBH as "Designing and Managing Human
Resource Systems" were distributed in this
workshop. This workshop was the beginning of
spreading the HRD message.

‡ The National HRD Network was nurtured by IIMA

and XLRI on the one hand and by the corporate
sector on the other. The National HRD Network later
gave birth to the Academy of Human Resources
Development. This is the first family tree of HRD in
India.
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WHO WERE THE TWO GREAT PIONEERS?

Prof T.V. Rao

Prof Udai Pareek

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The Government has introduced and implemented
the Human Resource Development Act (1992), and a
range of support mechanisms, incentives and
initiatives to assist the manufacturing sector. This is
because the Government believes that investment in
human capital is the key to the success of the
country¶s economic growth.

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 THE NEED FOR HRD
‡ HRD can be µa platform for organisational
transformation,

‡ a mechanism for continuous organisational

and individual renewal

‡ and a vehicle for global knowledge transfer¶.

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1. Technological change.
2. Customer service and quality oriented.
3. Competition
4. Versatility of the human resource.
5. Work structure and design
6. Globalization.
7. Legal.
8. Increasing demands of employees.
9. Talent management: Succession Planning.
10. Work-Life Balance.
11. Lack of Intellectual HRD Professionals.
12. Eliminating the skills gap.
13. Workforce diversity.
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 HRD INSTRUMENTS
1. Performance Appraisals
2. Career Subsystem
3. Succession Planning
4. Training & development
5. Identifying KPA¶s
6. Jab enrichment, job rotation
7. Team building
8. Stress management
9. Mentoring and coaching
10. Conflict management
11. Grievance mechanism
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 CRITICAL HRD ISSUES

‡ Strategic management and HRD

‡ The supervisor¶s role in HRD
‡ Organizational structure of HRD: A revenue contributor, not
just a revenue user.

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