Solving a Stoichiometry Solving a Stoichiometry Problem Problem 1. 1. Balance the equation. Balance the equation. 2. 2. Convert given to moles. Convert given to moles. 3. 3. Determine which reactant is limiting. Determine which reactant is limiting. 4. 4. Use moles of limiting reactant and mole Use moles of limiting reactant and mole ratios to find moles of desired product. ratios to find moles of desired product. 5. 5. Convert from moles to grams, molecules Convert from moles to grams, molecules or Liters. or Liters.
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1 Human Resource Development Introduction. MH 2 Definition of HRD A set of systematic and planned activities designed by an organization to provide its.
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1
Human Resource Development
Introduction
MH 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.
MH 3
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
MH 4
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)
MH 5
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’.
MH 6
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
MH 7
The Need For HRD:Technological Changes
• Technological change creates requirements for training and development
MH 8
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.
MH 9
The Need For HRDSocial, legal & Other Changes
• Social attitudes, legal requirements, industrial relations and so on generate training and development needs.
• They demand new skills in the workplace
MH 10
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
MH 11
Training and Development (T&D)
• Development – preparing for future responsibilities, while increasing the capacity to perform at a current job– Management training– Supervisor development
MH 12
Benefits of Trg. & 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
MH 13
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.
MH 14
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 listening
skills.– Helps eliminate fear in attempting new tasks.
MH 15
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
MH 16
Training & HRD Process Model
MH 17
Critical HRD Issues
• Strategic management and HRD
• The supervisor’s role in HRD
• Organizational structure of HRD
MH 18
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
MH 19
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
MH 20
Organizational Structure- 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
MH 21
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
MH 22
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
MH 23
Challenges for HRD
• Changing workforce demographics
• Competing in global economy
• Eliminating the skills gap
• Need for lifelong learning
• Need for organizational learning
MH 24
Summary
• HRD is too important to be left to amateurs
• HRD should be a revenue producer, not a revenue user