M.S.University of Baroda
Faculty of Post Graduate
Master of Commerce
Department of Commerce &Business
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.
Develop human resource of the company
continuously for better performance to meet
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
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
Promote a culture of creativity, innovation,
human development, respect and dignity.
Achieve excellence in every aspect of
Create environment for the trainees
conducive to their character building.
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
Providing skill input to apprentices and
Identifying training needs and imparting
Outside deputation for competency
Organisational development activities
Conducting sessions and workshops
Training and development (T&D)
HRD can be ‘a platform for organisational
a mechanism for continuous organisational and
and a vehicle for global knowledge transfer’.
Implementing a new policy
Implementing a strategy
Effecting organisational change
Changing an organisation’s culture
Meeting changes in the external environment
Solving particular problems
Technological change creates requirements for
training and development
Organisations that work in less time will have a
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.
Social attitudes, legal requirements, industrial
relations and so on generate training and
They demand new skills in the workplace
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
Development – preparing for future
responsibilities, while increasing the
capacity to perform at a current job
• Management training
• Supervisor 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
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
Aids in organizational development
Improves relationship between superior and
• Helps the individual in making better decisions and
effective problem solving.
• Aids in encouraging and achieving self-development
• Provides information for improving leadership,
knowledge, communication skills and attitudes.
• Helps a person handle stress, tension, frustration and
• Helps a person develop speaking and listening
• Helps eliminate fear in attempting new tasks.
in response to
Global interest in
Establishing HRD priorities
Defining specific training and objectives
Establishing evaluation criteria
Selecting who delivers program
Selecting and developing program
Scheduling the training program
Determining program effectiveness – e.g.,
Keep or change providers?
Offer it again?
What are the true costs?
Can we do it another way?
Strategic management and HRD
The supervisor’s role in HRD
Organizational structure of 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
Implements HRD programs and
On-the-job training (OJT)
Career and employee development
A “front-line participant” in HRD
Depends on company size, industry and
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
Integrates HRD with
Promotes HRD as a
Tailors HRD to
corporate needs and
Consults with corporate strategic
Helps to articulate goals and strategies
Develops HR plans
Develops strategic planning education
and training programs
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
HRD should be a revenue producer, not a
HRD should be a central part of company
You need to be able to talk MONEY