Introduction to Human Resource Develpoment

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Introduction to Human Resource Develpoment

  1. 1. Presented by:- Mr.Sem Shaikh M.S.University of Baroda Faculty of Post Graduate Master of Commerce Department of Commerce &Business Mgt.
  2. 2.  A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands.
  3. 3.  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. 4.  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. 5.  Early apprenticeship programs  Early vocational education programs  Early factory schools  Early training for unskilled/semiskilled  Human relations movement  Establishment of training profession  Emergence of HRD
  6. 6.  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)
  7. 7.  HRD can be ‘a platform for organisational transformation,  a mechanism for continuous organisational and individual renewal  and a vehicle for global knowledge transfer’.
  8. 8.  Implementing a new policy  Implementing a strategy  Effecting organisational change  Changing an organisation’s culture  Meeting changes in the external environment  Solving particular problems
  9. 9.  Technological change creates requirements for training and development
  10. 10.  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.
  11. 11.  Social attitudes, legal requirements, industrial relations and so on generate training and development needs.  They demand new skills in the workplace
  12. 12.  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
  13. 13.  Development – preparing for future responsibilities, while increasing the capacity to perform at a current job • Management training • Supervisor development
  14. 14.  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
  15. 15.  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.
  16. 16. • 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.
  17. 17.  Training practices rapidly changing in response to pressures  Impacting instruction design, delivery, and evaluation processes  Global interest in E-learning is growing
  18. 18.  Establishing HRD priorities  Defining specific training and objectives  Establishing evaluation criteria
  19. 19.  Selecting who delivers program  Selecting and developing program content  Scheduling the training program
  20. 20.  Implementing or delivering the program
  21. 21. Determining program effectiveness – e.g.,  Keep or change providers?  Offer it again?  What are the true costs?  Can we do it another way?
  22. 22.  Strategic management and HRD  The supervisor’s role in HRD  Organizational structure of HRD
  23. 23.  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
  24. 24.  Implements HRD programs and procedures  On-the-job training (OJT)  Coaching/mentoring/counseling  Career and employee development  A “front-line participant” in HRD
  25. 25.  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
  26. 26.  Integrates HRD with organizational goals and strategies  Promotes HRD as a profit enhancer  Tailors HRD to corporate needs and budget  Institutionalizes performance enhancement
  27. 27.  Consults with corporate strategic thinkers  Helps to articulate goals and strategies  Develops HR plans  Develops strategic planning education and training programs
  28. 28.  Changing workforce demographics  Competing in global economy  Eliminating the skills gap  Need for lifelong learning  Need for organizational learning
  29. 29.  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  You need to be able to talk MONEY

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