HR DEVELOPMENT
CONCEPT OF HRD
In 1970 Leonard Nadler Published his book “ Development
Human Resources in which he coined the term “ Human
Resources development”.
Definition: Human resource development (HRD) is a
planned process of continuously helping employees
to acquire and sharpen necessary skills to efficiently
perform their present and future job assignments
and also to equip them with capabilities to discover
and exploit their inner potential for their own
satisfaction as well as for organizational
effectiveness.
HRD is a function more concerned with training and
development, career planning and development,
performance and potential appraisal, counselling,
succession planning and welfare.
Benefits of HRD
HRD has the following benefits:
Improves the capabilities of employees.
Improves team work.
Leads to greater organizational development.
Performance related rewards help employees
realize the importance of utilizing their skills fully in the
service of organizational goals.
Scope/mechanism of HRD
Performance appraisal.
Potential appraisal.
Career planning.
Training and development.
Quality of work
Rewards.
Need for Training
To match the employees specification with the job requirement and organization
Technology advancement
Organizational complexity
Human relations
Changes in the job assignment.
Training NeedsAnalysis
The first step in training is to determine
what training is required, thus assessing the
training needs of the new employees is
important. This is the diagnostic phase of
setting training objectives.
The manager must carefully assess the
company’s:
• Strategy
• Resources available for training
• General philosophy regarding training and
development
There are two types of techniques to
identify NEEDS:
1. TASK ANALYSIS
2. PERFORMANCE ANALYSIS
Task Analysis
An analysis of the job’s requirements to determine the
training required.
It is done by TASK ANALYSIS RECORD FORM (tabular
structure) this consolidates information regarding the
job’s required tasks and skills which are helpful in
determining training requirements.
Techniques for Identifying Needs
Training Methods
(1) On-the-Job
(2) Off-the-Job
(1) On-the-Job Development Methods :
In this case the training programmes are conducted within the
organisation. The emphasis here is on learning by doing. The
various methods of on-the-Job training are as follows :
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Off-the-Job Development Method
The aim of this method is to take the
employee away from the workplace and
provide training. It is based on the
assumption that employees learn better
when they are relaxed and free from the
work related problems. The various off-
the-Job development methods are as
follows
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Imagine you are the training manger of a hotel that
will open next year. Your GM asks you to develop a
training program that aims to boost the team spirit of
the newly formed Executive Committee Members.
Your GM suggests you organize a two-day course in
a resort location from 9 to 5 for both days.
Your task is to suggest 3 training methods that suit
the training theme described above.
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VARIOUS TECHNIQUES OF MANAGEMENT DEVELOPMENT
MAYBE CLASSIFIED INTO TWO MAJOR CATEGORIES:-
ON THE JOB OFF THE JOB
•COACHING • ROLE PLAYING
•MENTORING • SENSITIVITY TRAINING
•UNDERSTUDY • CONFERENCE
•JOB OR POSITION TRAINING
ROTATION • SEMINAR
• Business games
ON THE JOB TECHNIQUE IS
USED TO INCREASE THE ABILITY
OF THE EXECUTIVES TO WORK
WHILE PERFORMING THEIR
DUTIES. THEY AIM AT
EXPOSING THE TRAINEES TO
THE REAL WORK SITUATION.
UNDERSTUDY
IN CASE OF UNDERSTUDY, AN EXECUTIVE IS DEVELOPED TO
PERFROM TO WORK OR FILL THE POSITION OF HIS
SUPERIOR. HE IS A TRAINEE WHO AT A FUTURE TIME WILL
ASSUME THE DUTIES AND RESPONSIBILITIES OF THE
POSITION CURRENTLY HELD BY HIS IMMEDIATE SUPERIOR
WHEN THE LATER SEPARATES FROM THE JOB BECAUSE OF
TRANSFER, PROMOTION,RESIGNATION,RETIREMENT Etc.
JOB OR POSITION ROTATION
JOB ROTATION CONSISTS OF SYSTEMATIC AND
CO-ORDINATED EFFORT TO TRANSFER AND EXECUTIVE
FROM ON TO JOB AND PLANT TO PLANT. THE EXECUTIVE IS
GIVEN ALL THE NORMAL DUTIES AND RESPONSIBILITIES
WHICH GO ALONG WITH THE JOB TO WHICH HE IS
TRANSFERRED. THIS METHOD BRAODENS THE OUTLOOK
OF THE EXECUTIVE IN AS MUCH AS HE COMES TO
APPRECIATE THE PROBLEMS FACED BY THE OTHER
FUNCTIONAL MANAGER, PLANTS,DEPARTMENTS Etc.
SENSITIVITY OR T-GROUP TRAINING IS AN IMPORTANT
TECHNIQUE OF “LABORATORY TRAINING”. THE MAIN
OBEJCTIVE OF SENSTIVITY TRAINING IS THE DEVELOPMENT OF
AWARENESS AMD SENSTIVITY TO ONE’S OWN BEHAVIOURAL
PATTERNS THROUGH INTERACTIONS WIT THE [Link]
SENSITIVITY TRAINING PROGRAM IS ABSOLUTELY
UNSTRUCTURED. THE TRAINER INITIALLY EXPLAINS THE
TECHNIQUE TO PARTICIPATE AND INFORMS THEM THAT THE
PURPOSE IS TO INCREASE THEIR AWARENESS ABOUT
THEMSELVES AND OTHERS AND TO KNOW EACH OTHER’S
FEELING AND REACTIONS IN A GROUP SETTING.
“IN-BASKET” TRAINING
THIS TECHNIQE EMPHASISES THE NEED FOR SKILLS IN
DECISION MAKING AND ABILITY TO DIFFRENTIATE
BETWEEN RELEVANT AND IRRELEVANT INFORMATIONS.
THE TRAINEE IS PRESENTED WITH A SITUATION WHERE
HE MUST TAKE OVER FOR A MANAGER WHO IS ABSENT.
HE IS PROVIDED WITH AN IN-BASKET FULL OF MATERIALS
ITH WHICH HE MUST DEAL. THESE MATERIALS MAY BE
NOTES OF PHONE CALLS, MOTES OF MEETINGS,
COMPLAINTS TO HANDLE Etc.
Development beyond training
LEARNING
ORGANIZATION
• A learning organization is the term given to a company that facilitates
the learning of its members and continuously change itself.
CHARACTERISTICS
New ideas and information.
Strive to reduce structural, process and
interpersonal barriers to the sharing of
information, ideas and knowledge.
Encourage employees and encourage an
environment to use information, ideas and
knowledge to achieve corporate goals.
CORE AREAS OF LEARNING ORGANIZATIO
core areas that need to be emphasized by any organization that
seeks to evolve into a learning organization. They are:
•Personal mastery
•Working in teams
•Shared visions
Contemporary HRD practices
Employees self initiative
On-line training