Human Resources Development- Sem Shaikh

• 1. HUMANHUMAN RESOURCERESOURCE DEVELOPMENDEVELOPMEN TT

2. PRESENTED BY,PRESENTED BY, Sem ShaikhSem Shaikh 3. CONTENTS:CONTENTS: Meaning of HRDMeaning of HRD Subsystem of HRDSubsystem of HRD OD and HRDOD and HRD HRM and HRDHRM and HRD Emerging Trends in HRDEmerging Trends in HRD HRD in public sectorHRD in public sector HRD in Government sectorHRD in Government sector HRD in IT sector and HRD in NGOsHRD in IT sector and HRD in NGOs 4. INTRODUCTION TOINTRODUCTION TO HRDHRD HUMAN RESOURCES DEVELOPMENTHUMAN RESOURCES DEVELOPMENT HRD is development processes were it focuses onHRD is development processes were it focuses on improving the existing capabilities of employees andimproving the existing capabilities of employees and helping them to acquire new capabilities required forhelping them to acquire new capabilities required for the achievement of organizational and individualthe achievement of organizational and individual goals.goals. Human Resource Development is the integrated useHuman Resource Development is the integrated use of training, organization, and career developmentof training, organization, and career development efforts to improve individual, group andefforts to improve individual, group and organizational effectiveness. HRD develops the keyorganizational effectiveness. HRD develops the key competencies that enable individuals in organizationscompetencies that enable individuals in organizations to perform current and future jobs through plannedto perform current and future jobs through planned learning activities.learning activities. 5. MEANINGMEANING It is the process of increasing the capabilities of HRIt is the process of increasing the capabilities of HR through development. It is a process of adding values tothrough development. It is a process of adding values to individuals, teams, organization as human system.individuals, teams, organization as human system. DefinitionDefinition According to American Society for Training andAccording to American Society for Training and Development (Development (ASTDASTD),), ""HRDHRDis the integrated use of :-is the integrated use of :- training and development,training and development, organizational development, andorganizational development, and career development to improve individual, group andcareer development to improve individual, group and organizational effectiveness."organizational effectiveness." 6. EVOLUTION OF HRD:EVOLUTION OF HRD: The concept of HRD is comparatively ofThe concept of HRD is comparatively of recent origin and has gained prominence andrecent origin and has gained prominence and focus of attention in management in recentfocus of attention in management in recent year. The concept of the behavioural scientistsyear. The concept of the behavioural scientists provided the impetus for the organisationalprovided the impetus for the organisational development movement of the 60s and 70sdevelopment movement of the 60s and 70s .HRD is a series of organised activities.HRD is a series of organised activities conducted with in a specified time designed toconducted with in a specified time designed to produce behavioural change. It is rooted in theproduce behavioural change. It is rooted in the belief that human resources or people have thebelief that human resources or people have the potential to do better. 7. Prof. Leonard Nadler formally introduced theProf. Leonard Nadler formally introduced the concept of HRD in 1969 in a conference organisedconcept of HRD in 1969 in a conference organised by the American society for training andby the American society for training and development [ASTD]. Among the Indian expertsdevelopment [ASTD]. Among the Indian experts T.V. Rao worked extensively on HRD and attemptedT.V. Rao worked extensively on HRD and attempted to define HRD comprehensively. He viewed HRDto define HRD comprehensively. He viewed HRD process, the employees of an organisational point ofprocess, the employees of an organisational point of view and suggested that in HRD process, theview and suggested that in HRD process, the employees of an organisation are motivated toemployees of an organisation are motivated to acquired and develop various skills and capabilities,acquired and develop various skills and capabilities, knowledge, etc. In order to contribute positively toknowledge, etc. In order to contribute positively to the organisational group, individual and social goals.the organisational group, individual and social goals. 8. Larson and turbo was the first private sector companyLarson and turbo was the first private sector company to introduce the concept of HRD in 1975 on theto introduce the concept of HRD in 1975 on the recommendations by two consultants udai pareekrecommendations by two consultants udai pareek and T.V Rao from Indian institute of management.and T.V Rao from Indian institute of management. While BHEL- a company in public sector introducedWhile BHEL- a company in public sector introduced the concept of HRD in 1980. Now it is found thatthe concept of HRD in 1980. Now it is found that many companies, organizations are giving duemany companies, organizations are giving due importance to the human resources development.importance to the human resources development. Even leading business schools, universities,Even leading business schools, universities, management institutions like IIM, Bajaj institute ofmanagement institutions like IIM, Bajaj institute of management are organising management coursesmanagement are organising management courses suitable to the needs of industries.suitable to the needs of industries. 9. CONCEPTS LEADING TO EVOLUATIONCONCEPTS LEADING TO EVOLUATION OF HRD:OF HRD: 1) The factor of production concept.1) The factor of production concept. 2)2) The paternalistic concept.The paternalistic concept. 3)3) The humanitarian concept.The humanitarian concept. 4)4) The behavioural HR concept.The behavioural HR concept. 5)5) The emerging concept. (Requiring urgent action).The emerging concept. (Requiring urgent action). 6)Psychological concept.6)Psychological concept. 10. Sub systems of HRDSub systems of HRD 1.1. Performance AppraisalPerformance Appraisal 2.2. Potential AppraisalPotential Appraisal 3.3. Career Planning and DevelopmentCareer Planning and Development 4.4. CounselingCounseling 5.5. FeedbackFeedback 6.6. Training and DevelopmentTraining and Development 7.7. Organizational DevelopmentOrganizational Development 8.8. RewardsRewards 9.9. Employees WelfareEmployees Welfare 10.10. Quality of Work LifeQuality of Work Life 11. OD AND HRDOD AND HRD Human Resources DevelopmentHuman Resources Development is the improvement of skills,is the improvement of skills, knowledge, and indirectly, the value of the employee in the organization. Itknowledge, and indirectly, the value of the employee in the organization. It is the responsibility of managers, and Human Resources Department.is the responsibility of managers, and Human Resources Department. Organization DevelopmentOrganization Development is a description of change needed in theis a description of change needed in the organization if it is to reach its future goals. Sometimes, organizations thenorganization if it is to reach its future goals. Sometimes, organizations then try to accelerate this change by creating OD plans which involves managerstry to accelerate this change by creating OD plans which involves managers from all departments. Sometimes, they create a new department called OD.from all departments. Sometimes, they create a new department called OD. This helps to accelerate the change by moving resources and managementThis helps to accelerate the change by moving resources and management to a special task. US organizations started this term, and they like to createto a special task. US organizations started this term, and they like to create OD department and specialists. Of course, this type of change affectsOD department and specialists. Of course, this type of change affects people, so HR development specialist are often involved in OD. However,people, so HR development specialist are often involved in OD. However, it is a mistake to describe HRD and OD as the same thing.it is a mistake to describe HRD and OD as the same thing. 12. Human Resources Development is not a defined object, but aHuman Resources Development is not a defined object, but a series of organized processes, with a specific learningseries of organized processes, with a specific learning objective.Specific interventions, areas of expertise and practiceobjective.Specific interventions, areas of expertise and practice that fall within this definition of HRD are recognized asthat fall within this definition of HRD are recognized as performance improvement, organizational learning, careerperformance improvement, organizational learning, career management and leadership development.Human Resourcesmanagement and leadership development.Human Resources Development as a structure allows for individual development,Development as a structure allows for individual development, potentially satisfying the organizations goals. The development ofpotentially satisfying the organizations goals. The development of the individual will benefit both the individual and thethe individual will benefit both the individual and the organization.organization. "Organizational Development." If we were to break it into its"Organizational Development." If we were to break it into its parts we can discover one meaning: "Organization" has come toparts we can discover one meaning: "Organization" has come to mean the coming together of people and resources to form amean the coming together of people and resources to form a unit. "Development" in its simplest form suggests change andunit. "Development" in its simplest form suggests change and growth. So OD could be defined as"the practice of changinggrowth. So OD could be defined as"the practice of changing people and organizations for positive growth."people and organizations for positive growth." 13. Human Resource Development can be formal such as inHuman Resource Development can be formal such as in classroom training, a college course, or an organizationalclassroom training, a college course, or an organizational planned change effort. Or, Human Resource Developmentplanned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager.can be informal as in employee coaching by a manager. Healthy organizations believe in Human ResourceHealthy organizations believe in Human Resource Development and cover all of these bases.Development and cover all of these bases. In practice, Organizational Development can take on manyIn practice, Organizational Development can take on many forms, and typical OD activities can include some of theforms, and typical OD activities can include some of the following:following: Team building, Career Development, Training, Innovation,Team building, Career Development, Training, Innovation, Leadership Development, Talent Management, ChangeLeadership Development, Talent Management, Change Management, e- learning etcManagement, e- learning etc 14. HRD develops the key competencies that enableHRD develops the key competencies that enable individuals in organizations to perform currentindividuals in organizations to perform current and future jobs through planned learningand future jobs through planned learning activities.activities. OD is overall developmentOD is overall development 15. HRD in IT sector &HRD in IT sector & NGO'sNGO's 16. HumanHuman resourceresource developmentdevelopment techniquestechniques 17. Mechanisms of Human resource development Output is achievement of goals- Individual, group, organization Traning , education and development Performance appraisal and counseling Potential appraisal and promotion Career planning and development Organization development Compensation and rewards Role analysis and role development Participative devices and quality of work life, small group activities (quality circles etc.) Human resource information system and reseach 18. HRD in ITHRD in IT sectorsector 19. IntroductionIntroduction Information technology (IT) is transforming the world. A majorInformation technology (IT) is transforming the world. A major shift in the way we live, learn and work has already begun with theshift in the way we live, learn and work has already begun with the arrival of the information society: students use computers at homearrival of the information society: students use computers at home and school to do homework; governments supply information andand school to do homework; governments supply information and services on line; and businesses and consumers make transactionsservices on line; and businesses and consumers make transactions through the Internet. This phenomenon is evident not just in thethrough the Internet. This phenomenon is evident not just in the advanced countries such as the United States of America but isadvanced countries such as the United States of America but is rapidly spreading across the globe. As of June 2000, the worldwiderapidly spreading across the globe. As of June 2000, the worldwide on-line population is estimated to be almost 333 million (Newon-line population is estimated to be almost 333 million (New Research 2000). The construction of the information society,Research 2000). The construction of the information society, however, cannot be done without active governmental involvementhowever, cannot be done without active governmental involvement in the creation of an information infrastructure and the reformationin the creation of an information infrastructure and the reformation of the education system. In particular, human resourcesof the education system. In particular, human resources development (HRD) is seen throughout the world as crucial to thedevelopment (HRD) is seen throughout the world as crucial to the development of information-based economies and the achievementdevelopment of information-based economies and the achievement of global competitiveness. The current worldwide shortage of skilledof global competitiveness. The current worldwide shortage of skilled IT workers only adds to the seriousness of HRD, especially inIT workers only adds to the seriousness of HRD, especially in countries such as the United States of America and Germany wherecountries such as the United States of America and Germany where there is global competition to attract such workers.there is global competition to attract such workers. 20. Continued...Continued... This poses a serious challenge for developing countries thatThis poses a serious challenge for developing countries that want to keep pace with the forerunners without lagging too farwant to keep pace with the forerunners without lagging too far behind in the race towards the knowledge-based economy. This isbehind in the race towards the knowledge-based economy. This is particularly so for many developing countries in the Asia-Pacificparticularly so for many developing countries in the Asia-Pacific region, where the information society remains a distant vision. Forregion, where the information society remains a distant vision. For example, as of spring 2000, the Internet penetration rate forexample, as of spring 2000, the Internet penetration rate for developing countries in Asia is estimated to be 10 per cent, whereasdeveloping countries in Asia is estimated to be 10 per cent, whereas for North America it is 41 per cent, according to a study by Roperfor North America it is 41 per cent, according to a study by Roper Research.2 Therefore, based on these observations, this reportResearch.2 Therefore, based on these observations, this report attempts to create a policy makers guide for forecasting andattempts to create a policy makers guide for forecasting and planning human resources for information technology. To do so, inplanning human resources for information technology. To do so, in the next section, the modern methods of workforce forecasting arethe next section, the modern methods of workforce forecasting are reviewed and the most appropriate methods for HRD planning forreviewed and the most appropriate methods for HRD planning for IT are analysed. Propositions are then made on how to formulateIT are analysed. Propositions are then made on how to formulate policies based on the predicted results. Section D is a review of thepolicies based on the predicted results. Section D is a review of the experiences of Republic of Korea as a benchmark study. Lastly, inexperiences of Republic of Korea as a benchmark study. Lastly, in section E, conclusions are made with recommendations for policy-section E, conclusions are made with recommendations for policy- makers.makers. 21. Continue...Continue... Unlike Japan, where the decliningUnlike Japan, where the declining birthrate is a major problem, in India,birthrate is a major problem, in India, young people under the age of 25, whoyoung people under the age of 25, who will play a key role in the nextwill play a key role in the next generation, account for 50% of thegeneration, account for 50% of the countrys total population of 1.1 billion.countrys total population of 1.1 billion. In addition to an abundant workforce,In addition to an abundant workforce, Indias competitive superiority can alsoIndias competitive superiority can also be attributed to the fact that it is thebe attributed to the fact that it is the worlds largest democratic country, itsworlds largest democratic country, its people have a high level of Englishpeople have a high level of English proficiency, and labor wages areproficiency, and labor wages are relatively low.relatively low. However, the most important factorHowever, the most important factor may be Indias social system, whichmay be Indias social system, which continuously produces humancontinuously produces human resources with high potential.resources with high potential. 22. HRD in InfosysHRD in Infosys Infosys has been a pioneer in innovative workforce practices and HRInfosys has been a pioneer in innovative workforce practices and HR initiativesbe it in creating wealth for employees through wide distribution ofinitiativesbe it in creating wealth for employees through wide distribution of stock option plans or in creating a enjoyable workplace with various amenities.stock option plans or in creating a enjoyable workplace with various amenities. Nandan Nilekani, President and Managing Director of Infosys, commented,Nandan Nilekani, President and Managing Director of Infosys, commented, Attracting the best and the brightest and creating a milieu where they operateAttracting the best and the brightest and creating a milieu where they operate at their highest potential are very important for Infosys. Our campus andat their highest potential are very important for Infosys. Our campus and technology infrastructure is world-class, we pay a lot of attention to trainingtechnology infrastructure is world-class, we pay a lot of attention to training and competency building, we try to have sophisticated appraisal systems, andand competency building, we try to have sophisticated appraisal systems, and we try to reward performance through variable pay.we try to reward performance through variable pay. RecruitmentRecruitment:: While recruiting new hires, Infosys takes into considerationWhile recruiting new hires, Infosys takes into consideration so as to identify the right talents for the right jobs. And in thisso as to identify the right talents for the right jobs. And in this drive the company strictly focuses on hiring thosedrive the company strictly focuses on hiring those individuals (talents) who have the capability of high degree ofindividuals (talents) who have the capability of high degree of learnability. The qualities mostly sought by the companylearnability. The qualities mostly sought by the company involve high levels of analytical ability, teamwork and leadership,involve high levels of analytical ability, teamwork and leadership, communication and creative skills, along with a practical andcommunication and creative skills, along with a practical and structured orientation to problem solving.structured orientation to problem solving. 23. People Development and Training:People Development and Training: Employee development and training at Infosys is aEmployee development and training at Infosys is a continuous process. When hired employees immediately gocontinuous process. When hired employees immediately go through induction and training programme. These programmethrough induction and training programme. These programme mainly aim to emphasize on training these new recruits on newmainly aim to emphasize on training these new recruits on new processes and technologies and orient them with theprocesses and technologies and orient them with the organizations culture and ethical practices. As they reach higherorganizations culture and ethical practices. As they reach higher efficiency and performance levels, they are further trained onefficiency and performance levels, they are further trained on project management training sessions so that they could developproject management training sessions so that they could develop competencies for independently handling projects andcompetencies for independently handling projects and assignments for the organizations clients.assignments for the organizations clients. Infosys also emphasizes upon management andInfosys also emphasizes upon management and leadership development programme as and when required andleadership development programme as and when required and caters to the requirements of management development for itscaters to the requirements of management development for its senior employees and managers. The new recruits are trained atsenior employees and managers. The new recruits are trained at the Global Education Centre (GEC) in Mysore, which has world-the Global Education Centre (GEC) in Mysore, which has world- class training facilities and the capacity to train more than 4,500class training facilities and the capacity to train more than 4,500 employees at a time. The company has a competency mappingemployees at a time. The company has a competency mapping system in place which takes into account individualsystem in place which takes into account individual performance, organizational priorities, and feedback from theperformance, organizational priorities, and feedback from the clients so as to give comprehensive inputs for developing theseclients so as to give comprehensive inputs for developing these training programme.training programme. 24. Infosys Leadership Institute (ILI):Infosys Leadership Institute (ILI): ILI set up in 2001 had an immense impact on theILI set up in 2001 had an immense impact on the effectiveness of the HRD function at Infosys. The institute was primarily developed so aseffectiveness of the HRD function at Infosys. The institute was primarily developed so as to develop and groom future talents in the company.to develop and groom future talents in the company. The workplace at Infosys Technologies LimitedThe workplace at Infosys Technologies Limited 25. Performance Appraisal System:Performance Appraisal System: The performance appraisal process at Infosys begins not only withThe performance appraisal process at Infosys begins not only with performance evaluation but also encompasses the evaluation of individual skillsperformance evaluation but also encompasses the evaluation of individual skills for the tasks assigned to an employee during the assigned period offor the tasks assigned to an employee during the assigned period of performance evaluation. In this regard, performance appraisal takes intoperformance evaluation. In this regard, performance appraisal takes into consideration various performance criteria like timeliness, quality of work,consideration various performance criteria like timeliness, quality of work, customer orientation, peer satisfaction and performance improvementcustomer orientation, peer satisfaction and performance improvement potential. The company has also launched an internal job posting mechanismpotential. The company has also launched an internal job posting mechanism and the concept of personal development plans, on the basis of 360 degreeand the concept of personal development plans, on the basis of 360 degree feedback.feedback. Compensation and Rewards:Compensation and Rewards: The entire organization has restructured its compensations and rewardThe entire organization has restructured its compensations and reward system in order to match the performance of its employees, business needs andsystem in order to match the performance of its employees, business needs and the growing scale of operations. The company started following a variable paythe growing scale of operations. The company started following a variable pay structure10. At the lowest level, 10 per cent of the salary is variable; it is 30 perstructure10. At the lowest level, 10 per cent of the salary is variable; it is 30 per cent at the middle level and 50 per cent at very senior levels. Salary at Infosys iscent at the middle level and 50 per cent at very senior levels. Salary at Infosys is linked to the topline, performance of the team and performance of thelinked to the topline, performance of the team and performance of the individual. The company also intends to compensate star performers moreindividual. The company also intends to compensate star performers more aggressively than average or poor performers in a move that has moreaggressively than average or poor performers in a move that has more similarities with American culture which promotes and rewards individualsimilarities with American culture which promotes and rewards individual merit11. Another remarkable hallmark of Infosys had been its employee stockmerit11. Another remarkable hallmark of Infosys had been its employee stock options plan (ESOP) framework for which the company has made a mark of itsoptions plan (ESOP) framework for which the company has made a mark of its own in the industry. Many organizations had decided to adopt the Infosysown in the industry. Many organizations had decided to adopt the Infosys ESOP system as an effective way to retain their employees.ESOP system as an effective way to retain their employees. 26. Work life Balance Programmed:Work life Balance Programmed: This could be used for childcare,This could be used for childcare, eldercare, higher studies or for health reasons9.eldercare, higher studies or for health reasons9. Many working mothers and to be mothers haveMany working mothers and to be mothers have also been encouraged to work on their projectsalso been encouraged to work on their projects from their homes. Flexi timing of the workingfrom their homes. Flexi timing of the working mothers also help these techniques to havemothers also help these techniques to have enough time with their kids and family. Apartenough time with their kids and family. Apart from these the company also emphasizes onfrom these the company also emphasizes on organizing counseling programme for theirorganizing counseling programme for their employees so as to provide solutions for betteremployees so as to provide solutions for better worklife balance.worklife balance. Infosys had always considered itsInfosys had always considered its people as its most valuable assets and hadpeople as its most valuable assets and had seeked opportunities for further improvementseeked opportunities for further improvement in performance, business development byin performance, business development by fostering innovation and creativity in thefostering innovation and creativity in the workplace. In the coming years, how theworkplace. In the coming years, how the companys HR philosophy would help thecompanys HR philosophy would help the organization to steer into the new decadeorganization to steer into the new decade would well be worth watching and a learningwould well be worth watching and a learning experience for HR specialists.experience for HR specialists. 27. HRD in NGO'sHRD in NGO's 28. Definition of NGODefinition of NGO NGOs are difficult to define and classify due to the terms inconsistentNGOs are difficult to define and classify due to the terms inconsistent use. NGO, non-profit organizations within defined boundariesuse. NGO, non-profit organizations within defined boundaries excludes NGOs that fall outside each specific boundary. Additionally, itexcludes NGOs that fall outside each specific boundary. Additionally, it is beneficial for NGO networks to create a classification that allowsis beneficial for NGO networks to create a classification that allows similar organizations to exchange information more easily. To attemptsimilar organizations to exchange information more easily. To attempt a classification of NGOs requires a framework, that includes thea classification of NGOs requires a framework, that includes the orientation and the organization's level of operation. An NGO'sorientation and the organization's level of operation. An NGO's orientation refers to the type of activities an organization takes on.orientation refers to the type of activities an organization takes on. These activities might include environmental, development, orThese activities might include environmental, development, or advocacy work. An NGO's level of operation indicates the scale atadvocacy work. An NGO's level of operation indicates the scale at which an organization works on, like the difference in work between anwhich an organization works on, like the difference in work between an international NGO and community or national NGO.international NGO and community or national NGO. Types of NGOs:Types of NGOs: NGO type can be understood by orientation and level of co-NGO type can be understood by orientation and level of co- operation.operation. NGO type by orientationNGO type by orientation * Charitable orientation;* Charitable orientation; * Service orientation;* Service orientation; * Participatory* Participatory * Empowering orientation;* Empowering orientation; 29. STAPI and its HRD Programmes :-STAPI and its HRD Programmes :- STAPIs-(Sosva Training and Promotion Institute) prime objective isSTAPIs-(Sosva Training and Promotion Institute) prime objective is the promotion, expansion and the strengthening of NGO sector in India andthe promotion, expansion and the strengthening of NGO sector in India and this is possible by training voluntary agencies and pursue systematically theirthis is possible by training voluntary agencies and pursue systematically their Human Resource Development. Most NGOs operate in limited fields and theirHuman Resource Development. Most NGOs operate in limited fields and their scope of work is very restricted. STAPI sees its role as a catalyst in providingscope of work is very restricted. STAPI sees its role as a catalyst in providing the NGOs with the holistic view of the entire sector in broadening theirthe NGOs with the holistic view of the entire sector in broadening their perspective. There was a strong need felt to enter into the area of Capacityperspective. There was a strong need felt to enter into the area of Capacity Building of NGOs. Over a period of time, STAPI has realized that for theBuilding of NGOs. Over a period of time, STAPI has realized that for the overall development of the NGO sector for upgrading of technical andoverall development of the NGO sector for upgrading of technical and managerial skills of NGOs is a must. It is not only financial sustainability, butmanagerial skills of NGOs is a must. It is not only financial sustainability, but Human Resource sustainability that is essential for that survival and growth.Human Resource sustainability that is essential for that survival and growth. SOSVA started off in 1991 as an intermediary and technical (health)SOSVA started off in 1991 as an intermediary and technical (health) support agency. SOSVA laid emphasis on upgrading the status of NGOsupport agency. SOSVA laid emphasis on upgrading the status of NGO personnel by organizing training programmes for NGOs. In 1992 Fordpersonnel by organizing training programmes for NGOs. In 1992 Ford Foundation extended support to SOSVA for a period five years for conductingFoundation extended support to SOSVA for a period five years for conducting training workshops for NGOs and development of publications. Under thetraining workshops for NGOs and development of publications. Under the project, SOSVA conducted 125 workshops on topics like fund raising,project, SOSVA conducted 125 workshops on topics like fund raising, accounting and auditing, successful management of NGOs, technicalaccounting and auditing, successful management of NGOs, technical assistance in family planning, and womens development legal requirements ofassistance in family planning, and womens development legal requirements of Charity Commissioner, taxation etc.Charity Commissioner, taxation etc. 30. After SOSVA gained experience in conducting workshops, it felt theAfter SOSVA gained experience in conducting workshops, it felt the need to establishneed to establish physical facilities for Training activity aimed at meeting NGO requirements.physical facilities for Training activity aimed at meeting NGO requirements. CEBEMO,CEBEMO, a Dutch funding agency, funded the construction of the Training Centre which wasa Dutch funding agency, funded the construction of the Training Centre which was commissioned in 1995. In establishing the Training Centre SOSVA also receivedcommissioned in 1995. In establishing the Training Centre SOSVA also received support from British Deputy High Commission and State Bank of India. Thesupport from British Deputy High Commission and State Bank of India. The trainingtraining activities of STAPI mainly focuses on :-activities of STAPI mainly focuses on :- a) Training of NGOs in various aspects of management and development ofa) Training of NGOs in various aspects of management and development of Human Resources.Human Resources. b) Training and re-coordination of NGOs in social sectors and family welfare.b) Training and re-coordination of NGOs in social sectors and family welfare. c) Training NGOs in financial planning and resources mobilization.c) Training NGOs in financial planning and resources mobilization. d) Training staff / executives of large donor organizations undertaking supportd) Training staff / executives of large donor organizations undertaking support programmes.programmes. e) Training of volunteers desirous of assisting NGOs.e) Training of volunteers desirous of assisting NGOs. f) Facilities for studies / research in the NGO sector.f) Facilities for studies / research in the NGO sector. g) Training and orientation for Government staff to accept NGOs as partners ing) Training and orientation for Government staff to accept NGOs as partners in development.development. 31. HRD techniques for NGOHRD techniques for NGO 32. Trainers Training Programmes: -Trainers Training Programmes: - These workshops deal with the training of NGO representatives inThese workshops deal with the training of NGO representatives in su bstantive technical matters. The participating NGO officers aresu bstantive technical matters. The participating NGO officers are further expected to impart training to their field workers project areas.further expected to impart training to their field workers project areas. Project Promotion Workshops: -Project Promotion Workshops: - These are workshops where the NGOs are exposed to variousThese are workshops where the NGOs are exposed to various governmental schemes and the aspects of project design and proposalgovernmental schemes and the aspects of project design and proposal preparation.preparation. Implementation Assistance Programmes: -Implementation Assistance Programmes: - These are the workshops where the NGOs are implementing aThese are the workshops where the NGOs are implementing a various Government schemes.various Government schemes. Workshops on Capacity Building :-Workshops on Capacity Building :- In these workshops topics like legal requirements of CharityIn these workshops topics like legal requirements of Charity Commissioners office, know-how of Income Tax Act provisions, accountsCommissioners office, know-how of Income Tax Act provisions, accounts and auditing, fund raising, diversification of funding sources, marketing ofand auditing, fund raising, diversification of funding sources, marketing of NGO products, Income generation activities for women etc. are taken up.NGO products, Income generation activities for women etc. are taken up. Exchange of experience:-Exchange of experience:- These programmes are meant to facilitate easy sharing of the successes,These programmes are meant to facilitate easy sharing of the successes, failure and innovations of NGO s working on similar projects.failure and innovations of NGO s working on similar projects. 33. Workshops on Good Governance :Workshops on Good Governance : where the focus was on taking the normswhere the focus was on taking the norms established by the Credibility Alliance forward.established by the Credibility Alliance forward. Exclusive workshops on Resource Mobilization:Exclusive workshops on Resource Mobilization: AAimed at helping the NGOs diversify theirimed at helping the NGOs diversify their sources of funding.sources of funding. Dissemination workshop on important Acts forDissemination workshop on important Acts for voluntary sectorvoluntary sector including policy for the sector:including policy for the sector: Aimed at increasing understanding of legalAimed at increasing understanding of legal and policy issues of the NGOs.and policy issues of the NGOs. Collaborative workshops:Collaborative workshops: which are issues specific and are conducted inwhich are issues specific and are conducted in collaboration with other agencies.collaboration with other agencies. 34. FACILITIES (Infrastructure) :FACILITIES (Infrastructure) : The Training Institute has excellent physical facilitiesThe Training Institute has excellent physical facilities appropriate to NGO needs: -appropriate to NGO needs: - It is self contained; its area is 553 sq. mtrs. Which includes aIt is self contained; its area is 553 sq. mtrs. Which includes a conference hall, offices for the faculty and administrative offices, aconference hall, offices for the faculty and administrative offices, a syndicate room, well equipped with audio-visual teaching aids and asyndicate room, well equipped with audio-visual teaching aids and a hygienic and well furnished hostel at affordable charges for 20hygienic and well furnished hostel at affordable charges for 20 participants of the Training Institute?participants of the Training Institute? A fairly good library and documentation centre:-A fairly good library and documentation centre:- which forms an integral part of the training institute. Thewhich forms an integral part of the training institute. The library currently has over 1500 books, periodicals including NGOlibrary currently has over 1500 books, periodicals including NGO newsletters, reports, newspaper clipping and other matters.newsletters, reports, newspaper clipping and other matters. Available volumes are classified. Periodicals received from NGOs,Available volumes are classified. Periodicals received from NGOs, Government are regularly displayed on racks for NGOs to read.Government are regularly displayed on racks for NGOs to read. Periodicals dedicated to development activities are regular receivedPeriodicals dedicated to development activities are regular received and made available to trainees and readers.and made available to trainees and readers. It also has a large collection of video cassettesIt also has a large collection of video cassettes in English, Hindiin English, Hindi and Marathi and is well equipped with audio-visuals aids.and Marathi and is well equipped with audio-visuals aids. 35. FACILITIES AVAILABLE ATFACILITIES AVAILABLE AT PRESENT AT STIAPIPRESENT AT STIAPI A) FACULTYA) FACULTY 1. Director1. Director 2. Course Coordinator2. Course Coordinator 3. Training Centre advisory Committee3. Training Centre advisory Committee 4. In house faculty4. In house faculty 5. Guest Faculty5. Guest Faculty B) TEACHING AIDS:B) TEACHING AIDS: 1. TV 2.VCR/DVD1. TV 2.VCR/DVD 3. OHP (Over Head Projector) 4. Public AddressSystem3. OHP (Over Head Projector) 4. Public AddressSystem 5. Conference System 6. Slide Projector5. Conference System 6. Slide Projector 7. Video Cassettes 8. L.C.D.7. Video Cassettes 8. L.C.D. 9. Computers 10. Laptop9. Computers 10. Laptop 11. Fax 12. Telephones11. Fax 12. Telephones 13. Fridge13. Fridge 36. C) PHYSICAL:C) PHYSICAL: 1) Well furnished Seminar hall1) Well furnished Seminar hall 2) Furnished Hostel2) Furnished Hostel 3) Library cum documentation centre3) Library cum documentation centre 37. Conclusion:Conclusion: Human resources development plays a vital role in the organizationHuman resources development plays a vital role in the organization in developing the employees as well as the organization in order to achievein developing the employees as well as the organization in order to achieve the goals effectively and efficiently. even HRD concentrates on differentthe goals effectively and efficiently. even HRD concentrates on different types of employees and how effective various types of HRD policies,types of employees and how effective various types of HRD policies, practices, strategies and work force characteristics.practices, strategies and work force characteristics. HRD has a strategic role to play in government, public ,IT andHRD has a strategic role to play in government, public ,IT and NGOs. The contextual and historical conditions affecting governmentNGOs. The contextual and historical conditions affecting government systems give the HRD function in government a difficult and complex rolesystems give the HRD function in government a difficult and complex role to play. HRD has to provide for the development of administrators andto play. HRD has to provide for the development of administrators and personnel who in turn have to look after key developmental activities in thepersonnel who in turn have to look after key developmental activities in the country. Hitherto, HRD in government has been confirmed to limitedcountry. Hitherto, HRD in government has been confirmed to limited training activities, job rotation, selection, manpower forecasting, andtraining activities, job rotation, selection, manpower forecasting, and maintaining of a personnel data bank. A new approach towards developingmaintaining of a personnel data bank. A new approach towards developing an integrated HRD system in government administration is called for. Thean integrated HRD system in government administration is called for. The main components of such a system are suggested to be activity, task or rolemain components of such a system are suggested to be activity, task or role analysis, identification of critical job attributes, performance appraisal,analysis, identification of critical job attributes, performance appraisal, potential development, training, and organization development.potential development, training, and organization development.