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Hrd Hrd Presentation Transcript

  • Human Resource Development
    • -B.Pratima
  • 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
  • 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.
  • 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.
  • 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.
    • 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.
  • 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)
  • THE NEED FOR HRD: BUSINESS AND ECONOMICS CHANGES
    • HRD can be ‘a platform for organisational transformation ,
    • a mechanism for continuous organisational and individual renewal
    • and a vehicle for global knowledge transfer’.
  • 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
  • THE NEED FOR HRD: TECHNOLOGICAL CHANGES
    • Technological change creates requirements for training and development
  • 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.
  • THE NEED FOR HRD :SOCIAL,LEGAL & OTHER CHANGES
    • Social attitudes , legal requirements, industrial relations and so on generate training and development needs.
    • They demand new skills in the workplace
  • 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
  • Training and Development (T&D)
    • Development – preparing for future responsibilities, while increasing the capacity to perform at a current job
      • Management training
      • Supervisor development
  • 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
  • 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.
  • 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.
  • 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
  • Training & HRD Process Model
  • Needs Assessment Phase
    • Establishing HRD priorities
    • Defining specific training and objectives
    • Establishing evaluation criteria
  • Design Phase
    • Selecting who delivers program
    • Selecting and developing program content
    • Scheduling the training program
  • Implementation Phase
    • Implementing or delivering the program
  • Evaluation Phase
    • Determining program effectiveness – e.g.,
    • Keep or change providers?
    • Offer it again?
    • What are the true costs?
    • Can we do it another way?
  • Critical HRD Issues
    • Strategic management and HRD
    • The supervisor’s role in HRD
    • Organizational structure of HRD
  • 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
  • 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
  • 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
  • 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
  • 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
  • Challenges for HRD
    • Changing workforce demographics
    • Competing in global economy
    • Eliminating the skills gap
    • Need for lifelong learning
    • Need for organizational learning
  • 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.
  •