Hrd

• 1. Human Resource Development
  • -B.Pratima

2. Definition of HRD

• "organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization"

• HRD includes the areas of training and development, career development, and organization development

3. OBJECTIVES

• Develop human resource of the company continuously for better performance to meet objectives.

• Provide opportunity for development of different level of employees.

• suitable need based training programs

• Prepare newly inducted staff to perform their work with high level of competency and excellence.

• Meet social obligations of industry to contribute towards the excellence of technical and management education.

4. OBJECTIVES

• Assist the existing and potential customers in the better use of our equipments by training the employees.

• Promote a culture of creativity, innovation, human development, respect and dignity.

• Achieve excellence in every aspect of working life.

• Create environment for the trainees conducive to their character building.

5. HRM Vs HRD

• HRD is a sub section of HRM, i.e. HRD is a section with the department of HRM.

• HRM deals with all aspects of the human resources function while HRD only deals with the development part.

6.

• HRM is concerned with recruitment, rewards among others while HRD is concerned with employee skills development.

• HRM functions are mostly formal while HRD functions can be informal like mentorships.

7. 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)

8. THE NEED FOR HRD: BUSINESS AND ECONOMICS CHANGES

• HRD can be a platform for organisationaltransformation ,

• a mechanism for continuous organisational and individualrenewal

• and a vehicle for global knowledge transfer.

9. THE NEED FOR HRD

• Implementing a newpolicy

• Implementing astrategy

• Effecting organisationalchange

• Changing an organisationsculture

• Meeting changes in the externalenvironment

• Solving particularproblems

10. THE NEED FOR HRD: TECHNOLOGICAL CHANGES

• Technological changecreatesrequirements for training and development

11. THE NEED FOR HRD: ORGANISATIONAL CHANGE

• Organisations that work inless timewill have a competitive advantage.

• Acustomerandqualityfocus will permeate tomorrows superior organisation.

• The arena for an organisations planning and action will beglobal .

• Business strategies now depend onquality and versatilityof the human resource.

• Work structureanddesignwill change dramatically.

12. THE NEED FOR HRD :SOCIAL,LEGAL & OTHER CHANGES

• Social attitudes , legal requirements, industrial relations and so on generate training and development needs.

• They demandnew skillsin the workplace

13. Training and Development (T&D)

• Trainingimproving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or taske.g.,

• • Employee orientation

• • Skills & technical training

• • Coaching

• • Counseling

14. Training and Development (T&D)

• Developmentpreparing for future responsibilities, while increasing the capacity to perform at a current job

• • Management training

• • Supervisor development

15. Benefits of Training and 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

16. 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.

17. 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.

18. Impact on Training

• Training practicesrapidly changing in response to pressures

• Impacting instruction design, delivery, and evaluation processes

• Global interest in E-learning is growing

19. Training & HRD Process Model 20. Needs Assessment Phase

• Establishing HRD priorities

• Defining specific training and objectives

• Establishing evaluation criteria

21. Design Phase

• Selecting who delivers program

• Selecting and developing program content

• Scheduling the training program

22. Implementation Phase

• Implementing or delivering the program

23. Evaluation Phase

• Determining program effectivenesse.g.,

• Keep or change providers?

• Offer it again?

• What are the true costs?

• Can we do it another way?

24. Critical HRD Issues

• Strategic management and HRD

• The supervisors role in HRD

• Organizational structure of HRD

25. Strategic Management & HRD

• Strategic management aims to ensure organizational effectiveness for the foreseeable futuree.g., maximizing profits in the next 3 to 5 years

• HRD aims to get managers and workers ready for new products, procedures, and materials

26. Supervisors 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

27. 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

28. 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

29. 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

30. Challenges for HRD

• Changing workforce demographics

• Competing in global economy

• Eliminating the skills gap

• Need for lifelong learning

• Need for organizational learning

31. Summary

• HRD is too important to be left to amateurs.

• HRD should be a revenue producer, not a revenue user.

• HRD should be a central part of company.

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