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Strategic Human Resource Development


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This presentation were what we thought regarding SHRD. If you think it has lacking in this presentation, kindly add the comment …

This presentation were what we thought regarding SHRD. If you think it has lacking in this presentation, kindly add the comment

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  • 2. SCOPE Introduction Conclusion DefinitionCurrent Basic Process issues Compare & Assumption Contrast Philosophies
  • 3. INTRODUCTION Compare & CurrentIntroduction Definition Basic Process Contrast Philosophies Assumption Conclusion Issues A part from Human Resource Development (HRD) HRD is the process to ensure that all elements on it able to be done Important to to achieve goals & objectiive understand SHRD by knowing the SHRD basically is the effective process theory and towards T&D program in improving philosophies the ability for perform job and related on it. increasing productivity
  • 4. DEFINITION • The planned learning and development of Garavan, T. people as individuals and as groups to the N., Costine, P. benefit of the business as well as themselves.Heraty, N., (1995) • System of strategically development andKazi N. H., Rezaul utilization the peoples working in the K. and Ferdous. organization to cope with the environment changes in business efficiently, competently A., (2007) managing business challenges and to gain competitive advantage.
  • 6. COMPARISON HRD & SHRD • More information, power & knowledge at lower levels • Technical changes in products process & information systemTechnology • Knowing how to deliver what the customer wants • Top-quality programs requiring deeper understanding of international Quality customer-supplier working • Increasing number of acquisitions, mergers, takeovers and diversifications.Competitive • Changes in regulatory contexts such asArrangement privatization, deregulation, conversion to agency status
  • 7. COMPARISON HRD & SHRD • “Globalization” of business markets; • Redrawing of new economic groupings, e.g. single EuropeanInternationalization market, Pacific Rim. of business • Reduced rules and formalization, product and national boundaries within the organization • Accelerated movement of small firms through start-up, maturity and Flexible decline stages. • Educational provision unable to match organizational demand • Long-term shift from a buyer’s to a seller’s labor market in specificSupply of resource regions of the country
  • 8. CONTRAST HRD & SHRD Traditional HRD Differences Strategic HRDLess response from the Response Get more response and attentionstakeholders because only use from stakeholder in preparing thethe simple training and training and development methodsdevelopment functionProvide individuals who are Role of Advocates that individual shouldlacking in knowledge and skills experience anticipate knowledge and skillswith structured opportunities to needed in the future rather thanreceive the fruits of deskilled react after problem becomeorganizational experience apparent.
  • 9. PHILOSOPHIES Systems of belief and values which training and development possess.Most appropriate philosophy for HRD was to Strategic HRDprepare employees to develop specific skills advocates that necessary to perform effectively in their managers, supervisors current jobs. and employees should be evaluated on how well they developThere are alternative ways of finding these themselves and skills and the “where” and “how” of contribute to the obtaining these skills should be explicitly development of others. considered.
  • 10. PHILOSOPHIESMultitude of possible relationships between strategic plans, HR plans & HRD Comprehensive HR plan Top-down is necessary before strategy can be Have to link HRD plans to plans of the human resource department approach formulated to guide the HRD effort and the organization. Market- Approach: Classify employees into distinct Major problem: The tendency of managers driven groups, predict what knowledge or skills and employees to think about learning needs on employees need in the the basis of past approach future, problems.
  • 11. PHILOSOPHIES Career Way of looking at the Establish individual development programmedplanning relationship between business plans, HR plans and HRD interventions. and identify learning experiences that will facilitate the achievement ofapproach career objectivesFuturing Linked to strategic business plans through the strategy Training and development interventionsapproach formulation process
  • 12. PHILOSOPHIESPerformance To examine the Approach is to project future trends and diagnosis organization’s internal strengths and visualize possible future trends and their weaknesses. approach implications Artificial Done in planning processes using Designed to discoverexperience scenarios to plan what to do and how to do it possible future learning needs approach under future conditions
  • 13. PHILOSOPHIESPulse-taking to collect information about how well strategic Small group activities can be used to take the plans are being pulse of the approach implemented organization. offer training onEducational strategic planning are more likely to become involved in strategy approach formulation than those who do not.
  • 14. PHILOSOPHIESInterpersonal based on the premises that a substantial percentage of existing only in the minds corporate strategy is of top managers approach informal advocates that HRD efforts identify one or two Riffle should be restricted to fill a few strategic objectives of problems lending themselves to solutions the organization and approach demands a highly directed, concentrated effort. through an HRD intervention.
  • 15. ASSUMPTION We unable to assess proposed HR systems Researchers may regarding the agree that a extent to which systems they are perspective is more potentially If all of the practices appropriate than a deficient in terms fit into a coherent perspective that of missing key HR system, the effect of focuses on the role policies and that system on of individual HR practices . performance should practices in be greater than the isolation, adoptingEffectiveness of sum of the a systemsany practice individual effects perspectivedepends on the from each practice introduces a hostother practices alone of issues andin place problems.
  • 16. CURRENT ISSUES What Are the Risks of Not Taking Why Isn’t It Happening in a Strategic Approach? Practice? Not adopt History with the strategic approach Fail to Culture & take It will give Added Existing expectati Capability impact toward HR value in approach become as on strategicperformance HR? the barriers approach Fail to adopt: Issues of Have risk of power & reacting to personalit somebody y else’s agenda