"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
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.
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.
Providing skill input to apprentices and trainees
Identifying training needs and imparting training
Outside deputation for competency enhancement
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.,
Skills & technical training
Training and Development (T&D)
Development – preparing for future responsibilities, while increasing the capacity to perform at a current job
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 :
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.
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
Selecting who delivers program
Selecting and developing program content
Scheduling the training program
Implementing or delivering the program
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)
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
HRD is too important to be left to amateurs.
HRD should be a revenue producer, not a revenue user.