HRD

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HUMAN RESOURCE DEVELOPMENT

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HRD

  1. 1. Deepakverma9062@gmail.com
  2. 2.  Development of human resources is essential for any organisation that would like to be dynamic and growth-oriented. Unlike other resources, human resources have rather unlimited potential capabilities. The potential can be used only by creating a climate that can continuously identify, bring to surface, nurture and use the capabilities of people. Deepakverma9062@gmail.com
  3. 3. Human Resource Development (HRD) system aims at creating such a climate. A number of HRD techniques have been developed in recent years to perform the above task based on certain principles. This unit provides an understanding of the concept of HRD system, related mechanisms and the changing boundaries of HRD. Deepakverma9062@gmail.com
  4. 4. HRD concept was first introduced by Leonard Nadler in 1969 in a conference in US. “He defined HRD as those learning experience which are organized, for a specific time, and designed to bring about the possibility of behavioral change”. Deepakverma9062@gmail.com
  5. 5. Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development. Deepakverma9062@gmail.com
  6. 6.  According to Leonard Nadler, "Human resource development is a series of organised activities, conducted within a specialised time and designed to produce behavioural changes.“  In the words of Prof. T.V. Rao, "HRD is a process by which the employees of an organisation are helped in a continuous and planned way to (i) acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles; (ii) develop their journal capabilities as individual and discover and exploit their own inner potential for their own and /or organisational development purposes; (iii) develop an organisational culture in which superior- subordinate relationship, team work and collaboration among sub-units are strong and contribute to the professional well being, motivation and pride of employees." . Deepakverma9062@gmail.com
  7. 7.  Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles;  Develop their general capabilities as individuals and discover and exploit their own inner potentials for their own and/or organisational development purposes; and  Develop an organisational culture in which supervisor-subordinate relationships, teamwork and collaboration among sub-units are strong and contribute to the professional well being, motivation and pride of employees. Deepakverma9062@gmail.com
  8. 8. Human Resource Development is a frame work comprising of a series of organizing activities relating to developing individual skills, knowledge and ability in the interest of the organizational goal achievement along with the individual. Acquiring new skills not only benefit the individual but also benefits the organization in increasing efficiency . Deepakverma9062@gmail.com
  9. 9. Development of a group of people trained specifically to carry out specific functions for the development of organisation Deepakverma9062@gmail.com
  10. 10. Ensuring availability of qualitative and quantitative trained manpower of different categories at the right number at right place and at right time. Deepakverma9062@gmail.com
  11. 11.  Optimal use of available manpower resources.  Generate education opportunity of people in the community.  Helps in fast economic development.  Geographic distribution of manpower.  Scope for promotion.  Effective training to increase efficiency. Deepakverma9062@gmail.com
  12. 12.  ANALYZE PRESENT SITUATION  ASSES FUTURE NEED AS PRIORITY  SET OBJECTIVE PLANNING CYCLE  CORRECT MISMATCH EVALUATION  STRATEGIC PLANNING  ORGANIZATION PLANNING  MAN POWER REQUIREMENT  MAN POWER DISTRIBUTION Deepakverma9062@gmail.com
  13. 13. Deepakverma9062@gmail.com
  14. 14.  Reduce recruitments Decrease production Decrease training institute Stop Increase recruitments Increase training capacity Increase training schools Increase external training institutes Deepakverma9062@gmail.com
  15. 15.  MANPOWER STRATEGIC PLANNING  ORGANIZATION PLANNING(SERVICE PLAN)  MANPOWER REQUIREMENT  MANPOWER DISTRIBUTION  MANPOWER PRODUCTION Deepakverma9062@gmail.com
  16. 16. Level of Organization .  1Opening of training Centers  2. Curriculum  3. Infrastructure  4. Equipments 5. Research Deepakverma9062@gmail.com
  17. 17.  Developing Manpower Information System. Extent of Utilization Staff/ Population Ratio. Monitoring at each level of strategic planning Deepakverma9062@gmail.com
  18. 18.  Effects on work and the working process used and evaluate the end results. Deepakverma9062@gmail.com
  19. 19.  Personal Management is defined as dealing with all the activities relating to a person from the day of his entering service to the day of his retirement. It comprises of a set of administrative structures, procedure and processes popularly know as the elements of personal management. Deepakverma9062@gmail.com
  20. 20.  To optimize the use of manpower.  To ensure manpower distribution, productivity standard, pattern of utilization. Deepakverma9062@gmail.com
  21. 21. ELEMENTS OF PERSONAL MANAGEMENT EMPLOYMENT RETENTION ELEMENTS DEVELOMENTSUPPORT Deepakverma9062@gmail.com
  22. 22.  EMPLOYMENT ESTABLISHMENTANDCONTROL  JOB DESCRIPTION  JOB ANALYSISRECRUITMENT &SELECTION  EMPLOYMENT ASSISTANCE FROM SUPPORT STAFF  PERSONAL RECORD DATA BASE Deepakverma9062@gmail.com
  23. 23. PRESENTED BY DEEPAK VERMA VIJAY KUMAR AJAY THAKUR ROOP SINGH PAWANKUMAR Deepakverma9062@gmail.com

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