Hrd

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Hrd

  1. 1. Human Resource Development <ul><li>-B.Pratima </li></ul>
  2. 2. Definition of HRD <ul><li>&quot;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&quot; </li></ul><ul><li>HRD includes the areas of training and development, career development, and organization development </li></ul>
  3. 3. OBJECTIVES <ul><li>Develop human resource of the company continuously for better performance to meet objectives. </li></ul><ul><li>Provide opportunity for development of different level of employees. </li></ul><ul><li>suitable need based training programs </li></ul><ul><li>Prepare newly inducted staff to perform their work with high level of competency and excellence. </li></ul><ul><li>Meet social obligations of industry to contribute towards the excellence of technical and management education. </li></ul>
  4. 4. OBJECTIVES <ul><li>Assist the existing and potential customers in the better use of our equipments by training the employees. </li></ul><ul><li>Promote a culture of creativity, innovation, human development, respect and dignity. </li></ul><ul><li>Achieve excellence in every aspect of working life. </li></ul><ul><li>Create environment for the trainees conducive to their character building. </li></ul>
  5. 5. HRM Vs HRD <ul><li>HRD is a sub section of HRM, i.e. HRD is a section with the department of HRM. </li></ul><ul><li>HRM deals with all aspects of the human resources function while HRD only deals with the development part. </li></ul>
  6. 6. <ul><li>HRM is concerned with recruitment, rewards among others while HRD is concerned with employee skills development. </li></ul><ul><li>HRM functions are mostly formal while HRD functions can be informal like mentorships. </li></ul>
  7. 7. HRD Functions <ul><li>Providing skill input to apprentices and trainees </li></ul><ul><li>Identifying training needs and imparting training </li></ul><ul><li>Outside deputation for competency enhancement </li></ul><ul><li>Competency mapping </li></ul><ul><li>Organisational development activities </li></ul><ul><li>Conducting sessions and workshops </li></ul><ul><li>Training and development (T&D) </li></ul>
  8. 8. THE NEED FOR HRD: BUSINESS AND ECONOMICS CHANGES <ul><li>HRD can be ‘a platform for organisational transformation , </li></ul><ul><li>a mechanism for continuous organisational and individual renewal </li></ul><ul><li>and a vehicle for global knowledge transfer’. </li></ul>
  9. 9. THE NEED FOR HRD <ul><li>Implementing a new policy </li></ul><ul><li>Implementing a strategy </li></ul><ul><li>Effecting organisational change </li></ul><ul><li>Changing an organisation’s culture </li></ul><ul><li>Meeting changes in the external environment </li></ul><ul><li>Solving particular problems </li></ul>
  10. 10. THE NEED FOR HRD: TECHNOLOGICAL CHANGES <ul><li>Technological change creates requirements for training and development </li></ul>
  11. 11. THE NEED FOR HRD: ORGANISATIONAL CHANGE <ul><li>Organisations that work in less time will have a competitive advantage. </li></ul><ul><li>A customer and quality focus will permeate tomorrow’s superior organisation. </li></ul><ul><li>The arena for an organisation’s planning and action will be global . </li></ul><ul><li>Business strategies now depend on quality and versatility of the human resource. </li></ul><ul><li>Work structure and design will change dramatically. </li></ul>
  12. 12. THE NEED FOR HRD :SOCIAL,LEGAL & OTHER CHANGES <ul><li>Social attitudes , legal requirements, industrial relations and so on generate training and development needs. </li></ul><ul><li>They demand new skills in the workplace </li></ul>
  13. 13. Training and Development (T&D) <ul><li>Training – improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task – e.g., </li></ul><ul><ul><li>Employee orientation </li></ul></ul><ul><ul><li>Skills & technical training </li></ul></ul><ul><ul><li>Coaching </li></ul></ul><ul><ul><li>Counseling </li></ul></ul>
  14. 14. Training and Development (T&D) <ul><li>Development – preparing for future responsibilities, while increasing the capacity to perform at a current job </li></ul><ul><ul><li>Management training </li></ul></ul><ul><ul><li>Supervisor development </li></ul></ul>
  15. 15. Benefits of Training and Development <ul><li>Training and development helps the employees to achieve their personal goals which in turn help to achieve the overall organizational objectives. </li></ul><ul><li>Thus, we can bifurcate the benefits of training and development into two broad heads: </li></ul><ul><li>Organizational benefits </li></ul><ul><li>Personal benefits </li></ul>
  16. 16. Organizational benefits : <ul><ul><ul><li>Improves the morale of the workforce. </li></ul></ul></ul><ul><ul><ul><li>Leads to improve profitability and more positive attitudes towards profit orientation </li></ul></ul></ul><ul><ul><ul><li>Improves the job knowledge and skills at all levels of the organization. </li></ul></ul></ul><ul><ul><ul><li>Aids in organizational development </li></ul></ul></ul><ul><ul><ul><li>Improves relationship between superior and subordinate. </li></ul></ul></ul>
  17. 17. Personal benefits <ul><ul><li>Helps the individual in making better decisions and effective problem solving. </li></ul></ul><ul><ul><li>Aids in encouraging and achieving self-development and self-confidence. </li></ul></ul><ul><ul><li>Provides information for improving leadership, knowledge, communication skills and attitudes. </li></ul></ul><ul><ul><li>Helps a person handle stress, tension, frustration and conflicts. </li></ul></ul><ul><ul><li>Helps a person develop speaking and listening skills. </li></ul></ul><ul><ul><li>Helps eliminate fear in attempting new tasks. </li></ul></ul>
  18. 18. Impact on Training <ul><li>Training practices rapidly changing in response to pressures </li></ul><ul><li>Impacting instruction design, delivery, and evaluation processes </li></ul><ul><li>Global interest in E-learning is growing </li></ul>
  19. 19. Training & HRD Process Model
  20. 20. Needs Assessment Phase <ul><li>Establishing HRD priorities </li></ul><ul><li>Defining specific training and objectives </li></ul><ul><li>Establishing evaluation criteria </li></ul>
  21. 21. Design Phase <ul><li>Selecting who delivers program </li></ul><ul><li>Selecting and developing program content </li></ul><ul><li>Scheduling the training program </li></ul>
  22. 22. Implementation Phase <ul><li>Implementing or delivering the program </li></ul>
  23. 23. Evaluation Phase <ul><li>Determining program effectiveness – e.g., </li></ul><ul><li>Keep or change providers? </li></ul><ul><li>Offer it again? </li></ul><ul><li>What are the true costs? </li></ul><ul><li>Can we do it another way? </li></ul>
  24. 24. Critical HRD Issues <ul><li>Strategic management and HRD </li></ul><ul><li>The supervisor’s role in HRD </li></ul><ul><li>Organizational structure of HRD </li></ul>
  25. 25. Strategic Management & HRD <ul><li>Strategic management aims to ensure organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years </li></ul><ul><li>HRD aims to get managers and workers ready for new products, procedures, and materials </li></ul>
  26. 26. Supervisor’s Role in HRD <ul><li>Implements HRD programs and procedures </li></ul><ul><li>On-the-job training (OJT) </li></ul><ul><li>Coaching/mentoring/counseling </li></ul><ul><li>Career and employee development </li></ul><ul><li>A “front-line participant” in HRD </li></ul>
  27. 27. Organizational Structure of HRD Departments <ul><li>Depends on company size, industry and maturity </li></ul><ul><li>No single structure used </li></ul><ul><li>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 </li></ul>
  28. 28. HR Manager Role <ul><li>Integrates HRD with organizational goals and strategies </li></ul><ul><li>Promotes HRD as a profit enhancer </li></ul><ul><li>Tailors HRD to corporate needs and budget </li></ul><ul><li>Institutionalizes performance enhancement </li></ul>
  29. 29. HR Strategic Advisor Role <ul><li>Consults with corporate strategic thinkers </li></ul><ul><li>Helps to articulate goals and strategies </li></ul><ul><li>Develops HR plans </li></ul><ul><li>Develops strategic planning education and training programs </li></ul>
  30. 30. Challenges for HRD <ul><li>Changing workforce demographics </li></ul><ul><li>Competing in global economy </li></ul><ul><li>Eliminating the skills gap </li></ul><ul><li>Need for lifelong learning </li></ul><ul><li>Need for organizational learning </li></ul>
  31. 31. Summary <ul><li>HRD is too important to be left to amateurs. </li></ul><ul><li>HRD should be a revenue producer, not a revenue user. </li></ul><ul><li>HRD should be a central part of company. </li></ul>

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