HUMAN RESOURCE DEVELOPMENT
WHAT IS HUMAN RESOURCE DEVELOPMENT (HRD)?
It is the process of helping people to acquire competencies.
In Organisations, HRD can be defined as a set of systematic and
planned activities designed by an organisation to provide its members
with the opportunities to learn necessary skills to meet current and
future job demands.
It is a continuous process to ensure the development of employee
competencies, dynamisms, motivation and effectiveness in a
systematic and planned way.
IN ORGANISATION HRD-
Is a process by which the employees of an organisation are helped in a
continuous and planned way to:
Acquire or sharpen capabilities required to perform various functions
associated with their present or expected future roles
Develop their general capabilities as individuals and discover and
exploit their inner potential for their own and/or organisational
development purposes
. Develop an organisational culture in which supervisor-subordinate
relationships, team work, and collaboration among sub-units are strong
and contribute to the professional well being, motivation and pride of
employees.
EMERGENCE OF HUMAN RESOURCE DEVELOPEMNT GOALS OF
HRD
Employee competency development:
Develop the individual to realise his potential as an individual to the
maximum extent
Develop the individuals capabilities to perform his present job better
Develop the capabilities to handle future roles.
Employee motivation development: Develop and maintain a high
motivation level of employees
Organisational climate development:
Strengthen superior subordinate relationships
Strengthen team spirit among different teams
Promote inter-team collaboration
Promote climate development and organisational health development
HRD MECHANISMS OR SUBSYSTEMS OR INSTRUMENTS
HRD Department
Performance Appraisal
Performance review, Feedback, Counselling sessions
Role analysis
Potential Development Exercises
Training
Communication Policies
Job Rotations
OD Exercises
Rewards
Job-enrichment Programmes
HRD PROCESSES & HRD CLIMATE VARIABLES
Role clarity
Planning of development of every employee
Awareness of competencies required for job performance
Proactive orientation
Trust
Collaboration and Team work
Authenticity
Openness
Risk-taking
Value Generation
Clarification of norms and standards
Increased communication
More objective rewards
Generation of objective data on employees
HRD OUTCOMES VARIABLES
More competent people
Better developed roles
Higher work commitment & job involvement
More problem solving
Better utilisation of human resources
Higher job satisfaction and work motivation
Better generation of internal resources
Better organisational health
More team-work, synergy and respect of each other
ORGANISTIONAL EFFECTIVENESS DIMENSION
Higher productivity
Growth and diversification
Cost reduction
More profit
Better image
HUMAN RESOURCE DEVELOPMENT STRATEGIES
A strategy is a course of action planed to be undertaken to achieve
desired goals.
HRD strategy indicates the desired course of action planned by an
organisation to achieve HRD goals or HRD outcomes.
The course of action may deal with the choice of various means to
achieve the desired goal and a plan for implementing the chosen
activity or action.
DIMENSIONS OF HRD STRATEGY
What are the HRD goals?
What instruments are expected to be used? What assumptions are
made in choosing these instruments?
What are the ways in which HRD methods and instruments are
envisaged to be implemented?
FOCI OF HRD
The Individual
The Dyad (Employee-Boss)
The Collectives
Department/Organisation
OBJECTIVE OF THE HRD DEPARTMENT
To create a learning environment in the organisation so that each
member of the organisation continuously learn and acquire new
competencies.
TASKS OF HRD DEPARTMENT
Develop a HR philosophy for the entire organisation and get the top
management committed to it openly and consistently.
Keep inspiring the employees to have a constant desire to learn and
develop
Constantly plan and design new methods and systems of developing
and strengthening HRD climate.
Be aware of the business/social/other goals of the organisation and
direct HRD efforts to achieve these goals.
Monitor effectively the implementation of various HRD subsystems/
mechanisms
Work with unions and associations and inspire them
Conduct human process research, organisational health surveys and
renewal exercises periodically
HRD IN INDIAN ORGANISATIONS
Dayal ( 1989) identified three approaches:
Men-centred approach
Reciprocal approach
Selective approach
MEN CENTRED APPROACH
HRD is a philosophy shared by managements that believe
development of people to be their primary responsibility.
Factor like promoting trust, open communication, authenticity in
interpersonal relationship, and welfare of employees and their families
are top priority.
Organisational Characteristics:
Building a Coterie
Visibility
Autonomy of the General manager
MEN CENTRED APPROACH
Difficulty arises due to:
Change in the leadership
Change in technology
Changes in the aspirations of the young
RECIPROCAL APPROACH
This perspective comes partly from humanistic and partly from
business interests.
It regards development of people as the most important asset for either
improving or sustaining organisational performance.
RECIPROCAL APPROACH
HRD programme comprised of- Developing roles, role relationships,
appraisal systems, training, job design etc.
Followed by L&T, SBI, LIC, ITC
SELECTIVE APPROACH
It considers the Succession Planning
It identifies promising persons and carefully grooming them for
leadership positions.
Such programmes are applicable for senior or middle level managers.
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