HRD Vs HRM

HRM AND HRD : The crucial Factors in Productivity

NIDHI SHUKLAXISS, RANCHI

Crucial Role of Managers

Managers must find ways to get the highest level of contribution from their workers. And they will not be able to do that unless they are aware of the many ways that their under-standing of diversity relates to how well, or how poorly, people contribute.

R. Roosevelt Thomas Jr.

Human Resource Planning The process of attracting, developing and

maintaining a talented and energetic workforce to support organisational mission, objectives and strategies.

A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques.

2 important components of human resource planning:

a. Requirement - forecasting human requirement involves the determining the number and types of employees needed.

b. Availability- when employee requirements have been analyzed, the firm determines whether there is a surplus or shortage of manpower.

Aspects of human resource planning

1. Systematic forecasting of manpower needs

2. Performance management analyzing, improving and monitoring

3. Career management determining, planning and monitoring the career aspirations

4. Management Development - assessing and determining the developmental needs of managers for future succession requirements.

PRINCIPLES OF HRM

Strategic integration Organisational flexibility Commitment Quality

HRM involves

An attempt to treat all labour management processes – from recruitment and training to remuneration and retrenchment – in a strategic fashion by integrating them with the broader business concerns of the enterprise.

The HRM Value

“A Business That Makes Nothing But Money Is A Poor Business.”

- HENRY FORD

HRD “HRD is the process of increasing

knowledge, skills, capabilities and positive work attitude and value of all people working at all levels in a business undertaking”(Khan, 1987).

“Human Resource Development is a series of organized activities, conducted within a specified time and designed to produce behavioral change.”(Prof. Leonard Nadler 1965)

HRD involves

Increase in:

- Knowledge- Skills- Capabilities

Requires:

- Positive work attitude and value

- Series of organised activities

- Time frame for the organised activities

- Behavioural change

Objectives

HRM:social, organisational, functional, personal goals

-union management relation-employee relations-placement and orientation-employee assessment-compensation

HRD- Career planning- Talent management - Motivation- Stress management- Work life balance- TQM

Perspective

HRM SHORT TERM &

CURRENT

HRD LONG TERM

Functions

HRM- Acquiring- Developing- Motivating- Retaining

HRD- need analysis- HRD audit- Developing- Career enhancement

strategies- Designing, implementing,

evaluating HRD programs

Activities

HRM- HRP- T&D- Performance

Appraisal - Compensation

HRD- Coaching- Counselling - Mentoring- Performance

mapping- Job enrichment

Challenges HRM

- Globalisation- Corporate reorganisation- New organisations- Changing demographics- Changing employee

expectations- New IR approach – the

paradigm shift

HRD

- Meeting changed aspirations

- Keeping pace with changes: socio-economic and technological

“HRD in the organizational context is a process in which the employees of an organization are continuously helped in a planned manner

The Definition

The facilitation process

Acquire or sharpen their capabilities that are required to perform various functions associated with their present or expected future roles

Develop their general capabilities as individuals, so as to discover and exploit their inner potentials for their own or organizational development purposes

Develop organization culture in which superior subordinate relationships, team work and, collaboration among sub-units is strong and contributes to the professional well being, motivation and pride of employees.”

The Connecting Point

The basic premise on which HRD is based are:– Recognition of Human potential by analysis

of strengths and weaknesses;– Development of potential through various

learning programs; – Optimum utilization of the potentials thus

developed by human resources.

Both aim at:

Commitment Congruence Competence Cost effectiveness

Productivity : the equation

Productivity = Output Input

HRM and HRD answer the HOW of increase in productivity by addressing the most important input

MANPOWER

Productivity Low labour productivity is often highlighted as a major factor

behind high cost of production and low profits. .Low productivity leads to loss of market competitiveness and

slow industrial progress. A set of productivity standards needs to be developed and

established at enterprise level, ensuring that employees also would gain from productivity growth.

Labour productivity indexing and standardization in respect of different industries and economic sectors are to be developed.

Medium and long-term labour productivity targets will have to be declared based on corresponding projections.

The fact that the skill requirements in the labour market are constantly rising as a result of globalization and technological change is noted.

Talents of young people, and the need to provide opportunities for them to develop those talents, are recognized.

More effective and more competent workers will help enterprises to remain competitive in global and regional markets.

THANKYOU.