HRD - Introduction

HRD

 Human Resource Development (HRD) is a systematic approach to

proactively deal with issues related to individual employees, teams and
the total organisation.
 The decade of the 1980s saw in India the culmination of HRD efforts,
started in the 1970s, both in terms of innovative practices by a large
number of organisations, leading to the emergence of the National HRD
Network, and publications of conceptual and experience-based
materials.
According to T.V Rao,
"HRD is the process of enabling people to make thing
happen.
It deals both with the process of
competency development in people and
creation of conditions to help people apply these
competency development in people and
the creation of conditions to help people apply these
competencies for their own benefit and for that of others."
Meaning of HRD

 there are three meanings attached to the concept of HRD.

 In the first place, persons working in organisations are regarded as a
valuable resource, implying that there is a need to invest time and effort in
their development.
 Second, they are human resources, which means that they have their own
special characteristics and, therefore, cannot be treated like material
resources. The approach focuses on the need to humanise organisational
life and introduce human values in the organisation.
 Third, human resource development does not merely focus on employees
as individuals, but also on other social units and processes in the
organisation.
Aim of HRD

 To develop the competence of workforce

 To create an environment of commitment and motivation among
employees of the organisation
 To develop a conducive organisational culture to achieve its mission for
existence
 To create policies, procedures and systems to train people for better
performance that is based on trust, commitment, loyalty and growth.
Characteristics of HRD
HRD is a system: we must consider HRD as mutually dependent part or
subsystem, such as procurement , development and performance
apprasial.change in any one subsystem leads to change in other part.

.HRD is a planned process: HRD is a planned system of developing

people, it is a lifelong process.

.HRD develops competencies at six levels:

HRD is a continuous process: Organisation can facilitate the process of

development by planning for it, by allocating organizational resources for the
purpose ,and by creating an HRD philosophy that value human being and
promote their development.

The ultimate objective of HRD is to contribute to the professional well

being, motivation and pride of employees:
Relationship between HRM and HRD

 HRM is a large system and HRD is a subsystem in it. HRD cannot function in
isolation
 HRM is a management function and largely maintenance oriented. HRD is an
ongoing activity and is development oriented.
 HRM is a result oriented function wheras HRD is a process oriented function
 HRM focuses on the improvement in performance and HRD focuses on the
improvement in the capabilities of employees for productivity
 HRM has a narrower view than HRD
 HRM aims at creating organisation of successful business results through
performance and HRD aims at creating learning organisations for improving
the organisational capabilities and thereby creating successful business results
Six distinguishable roles of HR

 The people
 the role or the job a person has in the organisation,
 the dyadic unit (consisting of the person and his supervisor),
 the various teams in which people work,
 inter-team processes, and the
 total organisation.
 Therefore, six distinguishable human units are included in human resources,
namely, persons, jobs or roles, dyads, teams, inter-teams and the
organisation.
HRD role in developing the individual
employee

 Self management
 Self development
 Extraneous to self (environment)
 Competency building and
 Advancement
 Identifying potential
 Developing the potential for future requirements
The Role

 Role is neither synonymous with the job nor is it synonymous with status or
position in the organisation.
 Role is the position a person occupies, as defined by expectations from
different Significant persons who have direct interactive relationship with
the role occupant. There are three main aspects of the development
processes of roles.
 a) Optimum Stress:
 b) Linkages: While roles in organisations are occupied by individual
employees, it is necessary to build linkages amongst the roles, as well as
linkages of different roles with challenging goals.
 c) Autonomy: If individuals who occupy various roles feel that they have
enough scope to take initiatives or solve problems or do creative work, the
role occupants and the organisation benefit a great deal.
The Dyad

 The dyadic unit, defined in terms of an employee and his supervisor, is the
basic building block in an organisational structure. The stronger the dyads
are, the stronger the organisation will be. The focus of development of
dyads in an organisation should be on
a) Trust:
 b) Mutuality: The supervisor should take help from his employees, as much
as he would give the help needed by them.
 c) Communication: Developing effective dyads will also involve improving
communication between the members (the employee and the supervisor)
by feedback.
Teams

 Effective teams are quite important for the performance and adaptive strength of the
organisation. As far as team development is concerned, there are two primary areas on
which HRD efforts must focus:
 a) Cohesion: The team should be cohesive. Well-knit teams produce synergy and are able
to utilise individual competencies and stimulate innovations.
 b) Resource Utilisation: Effective teams maximise the use of resources available amongst
members of the team. This would satisfy the members, because each member will
contribute whatever resources he has, and help the team to produce effective results. Poor
teams rely on and use the resource of only a few members, resulting in limited
opportunities for other members.
Inter-teams

 The main emphasis of inter-teams is to develop cooperation amongst

various groups in the organisation (for example, departments, divisions,
functions) so that they are able to work effectively towards the common
objectives.
 The main focus of HRD activity for such cooperation is to develop a
corporate identity. When the teams are strong, but work to achieve their
own narrow goals, there is a possibility of unhealthy inter-team
competition, leading to a weak organisation.
 While teams should work on their own goals, their linkages with other
teams, as well as the organisation should be achieved through various
measures.
The Organisation

 As far as the organisation is concerned, the following three processes deserve attention of
HRD:
 a) Growth: Every organisation looks forward to growing. The growth of an organisation
would involve increase in its size, activities and operations, augmentation of service
quality or maintaining a leadership position in its field of operations.
 b) Impact: Each organisation would like to have some impact on outside organisations or
customers.
 c) Self Renewal: The organisation must examine its working from time-to-time, and take
steps to update its technology.
 organisational effectiveness and survival.
Scope of HRD

 HRD helps the organisation in developing systems and structure, planning and
organising the manpower, employee development, developing performance
management systems, management of career path of the employees and
consulting and organisational development
 HRD focuses on care and concern on the part of the organisation towards its
employees which would lead to organisational goals
 HRD empowers an organisation to be more adaptable to change and makes it
flexible and dynamic
 HRD creates learning organisations and makes it competent and competitive
 It not only improves the performance of employees but extends to continuous
improvement by integrating HR into business excellence
Emerging workplace trends

 Drastic times, drastic measures

 Blurred lines – life or work?
 Small world and shrinking
 New faces and new expectations
 Work be nimble, work be quick
 Security alert
 Life and work in the e-lane
 A higher ethical bar
Trends in HRD (by ASTD) by Pat
McLagan

 Greater workforce diversity

 More people involved in knowledge work which requires judgement,
flexibility and personal commitment rather than submission to procedures
 Greater expectation to meaningful work and employee commitment
 A shift in the nature of contract between employees and organisation
 A shift from traditional T & D to a function involving career development
and OD
 The relationship between HRM and HRD is referred as the HR wheel
Based on the ASTD study the primary
functions of HRD are

 Training and development

 Organisational development
 Process of enhancing the effectiveness of an organisation through planned
interventions to bring about change
 Career Development
 Ongoing process by which individuals progress through series of stages each of
which is characterised by relatively unique set of issues, themes and tasks
 Includes both career planning (identify the career path) and career
management (moving along the path to foster development)
Secondary functions of HRD

 Performance management system

 Aligns employees performance with organisational goals
 Includes performance planning, analysis, appraisal and potential appraisal
 Integrates resources and processes with people to enhance productivity
 Organisational learning
 Initiates and stimulates a culture for learning
 Focuses on continuous learning
 Drives the employees towards enhanced behaviour of creativity, innovation
and knowledge generation for the benefit of the organisation as a whole
 Employee mentoring
 Employee mentoring:
 Mentoring is voluntary, collaborative and mutually beneficial partnership
between a person or group of people who are possessing knowledge skill and
experience and people who are looking for that knowledge , skill and
experience
Critical HRD Issues

 Strategic management and HRD

 The supervisor’s role in HRD
 Organizational structure of HRD

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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 achieving the strategic
goals and ensures organisational effectiveness
 Strategic capability of HRD professionals
 Directly participating in their organisation’s strategic management process
 Providing education and training to line managers in the concepts and
methods of strategic management and planning
 Providing training to all employees that is aligned with the goals and strategies
of their organization

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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

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Structure of the HRD department
(Large)

Vice president

Manager

Executive career
development

Execeutive OD

Executive T & D

Executive other
functions
Role & Competencies of HRD
Professionals
 A HRD professional must perform a wide variety of functional roles.
 A functional role is a specific set of tasks and expected outputs for a particular
job, for example, classroom trainer or instructional designer. To carry out these
various roles, HRD professionals need to possess many different skills or
competencies.
 In their “Mapping the Future” Bernthal et al. described three areas of
“foundational” competencies needed by all HRD professionals (see Figure).
 Foundational competencies are described in three areas: personal,
interpersonal, and business/ management.
 HRD professionals then make use of these foundational competencies as they
develop particular areas of expertise. These areas of expertise are shown in the
middle of the pyramid.
 Finally, the top of the pyramid shows four key roles for HRD professionals:
learning strategist, business partner, project manager, and professional
specialist.
Competency model adapted from Werber & Simmone
HRD executive / manager’s Role in
HRD(training director, CLO)

 Works in close association with the HRM executive

 he serves asan adviser to the CEO and others
 To promote the value of HRD to others in the organisation
 He has to establish the credibility of HRD for managing in today’s
challenging business environment
 A “front-line participant” in HRD

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The HRD professional

 Integrates the HRD programs and make arrangements to include long

range plans and strategies, policies and budget allocation schedules
 Esablisehes a clear realationship between HRD expenditure and
organisational effectiveness
 To make employees and management accept that HRD is a valuable tool
for current growth and future growth.
 Manage change dynamically and redefine the new role.
 To make organisations capable of working in global economy from the
perspective knowledge level of the organisation
Role of a HRD professional

 HR strategic advisor: consults strategic decision makers on HRD issues that

directly affect the articulation of organization strategies and performance
goals. Outputs include HR strategic plans and strategic planning education
and training programs.
 HR system designer and developer: assist HR management in the design and
development of HR systems that affect organization performance. Out puts
include HR program designs, intervention strategies, and implementation of HR
programs.
 Organisation change agent : organization change agent advises
management in the design and implementation of change strategies used in
transforming organizations. The outputs include more efficient work teams,
quality management, intervention strategies, implementation, and change
reports.
 Organisation design consultant: organization design consultant advises
management on work systems design and the efficient use of human
resources. Outputs include intervention strategies, alternative work designs,
and implementation
 learning program specialist (or instructional designer) identifies needs of the learner, develops
and designs appropriate learning programs, and prepares materials and other learning aids.
Outputs include program objectives, lesson plans, and intervention strategies.
 The instructor or facilitator : presents materials and leads and facilitates structured learning
experiences. Outputs include the selection of appropriate instructional methods and techniques
and the actual HRD program itself.
 Individual development and career counsellor: individual development and career counselor
assists individual employees in assessing their competencies and goals in order to develop a
realistic career plan. Outputs include individual assessment sessions, workshop facilitation, and
career guidance.
 The performance consultant: performance consultant (or coach) advises line management on
appropriate interventions designed to improve individual and group performance. Outputs
include intervention strategies, coaching design, and implementation.
 The researcher : assesses HRD practices and programs using appropriate statistical technique to
determine their overall effectiveness and communicates the results to the organization. Outputs
include research designs, research findings and recommendations, and reports.
Qualities of a HRD professional

 Training skills
 Leadership capabilities
 Analytical skills
 Interpersonal communication
 Multicultural communication capabilities
 Technical skills
 Challenges faced by HRD
professionals
 A change in the workforce demography
 Diverse multicultural workforce
 The pressure to prove in a short time the significance of HRD to the organisation
 To bridge the knowledge and skill gap of the employees
 Need to focus on continuous learning (lifelong) and facilitate organisational learning
 To innovate continuously on the HRD practices in the global economy
 Addressing ethical dilemmas