Education

1. AN ONLINE COUNSELLING
ON
MMPH 002 (HRD)
Dr. PANKAJ KUMAR
BHARTI
ASSISTANT PROFESSOR
MEERUT COLLEGE,
IGNOU LSC 2728
MBA PROGRAMME

2. MMPH 002 (HRD-Syllabus)
Block-1: INTRODUCTION TO HRD
Unit 1: Human Resource Development: An Overview
Unit 2: HRD Systems
Unit 3: HRD: Processes and Methods
Block-2: MANAGING HRD
Unit 4: HRD for Employees
Unit 5: Role of HR Managers
Unit 6: Competency Mapping
Unit 7: Analysis of Performance and Career Planning

3. Block-3: HRD IN PRACTICE
Unit 8: HRD Culture and Climate
Unit 9: Counselling, Coaching and Mentoring
Unit 10: HRD in Industrial Relations
Block-4: EXPERIENCES AND TRENDS IN HRD
Unit 11: Emerging Trends and Perspectives
Unit 12: HRD Experiences

5. HUMAN RESOURCE DEVELOPMENT (HRD)
Human resource development (HRD) refers to the
organization’s plan to help employees develop their
abilities, skills, and knowledge. In return, this process
enhances the organization’s efficiency.
Generally speaking, human resource development
ensures the effectiveness and advancement of
individual employees, collective departments, and
the organization itself.

6. Importance of Human Resource Development
Develops Competent Workforce: Human resource development
helps in developing a superior workforce for the organization by
educating and training them. It imparts all knowledge and skills
to employees necessary for carrying out their roles and duties.
Improve Relations with Employees: Human resource
development develops a better understanding among
employers and employees. Employers guides and cooperates its
workforce in performing their roles. It leads to better trust and
respect among them which strengthens their relations with one
another.

7. Provides Opportunity for Career Development: It works towards
developing the career of all peoples working in an organization.
Employees are personally provided various training and
development opportunities as per their requirements. It improves
people’s knowledge, skills, talent, creative abilities, values and beliefs
from time to time according to changing demands.
Enhance Productivity: Human resources development has an
effective role in increasing organizational productivity. It imparts
abilities and skills to employees which are necessary for performing
organizational activities. All people working are able to perform well
and contribute more to an organization which enhances the overall
productivity.

8. Improves Job Satisfaction: Human resource
development focuses on inspiring people for
performing better. It works on the good orientation of
employees and provides them with a better
atmosphere for working. All this leads to high
commitment towards roles among employees and
results in job satisfaction.
Clarify the Roles: It develops a proper communication
network between employers and employees. Employers
are able to explain clearly all roles and duties to their
workforce. Employees can easily clarify all their doubts
or problems with their superiors.

9. Functions of Human Resource Development
Training and Development: This concept aims at improving the skills, abilities,
and knowledge of people at work by training and educating them. As soon as
a person joins organization several activities like orientation, skill training,
counselling and coaching starts. These are meant for training and developing
the employees as per organizational needs.
Career Development: Career planning and development is another important
function of human resource development. It is a continuous process whereby
the individual improves and develops his skills. Career development
comprises of two processes: career planning and career management. Career
planning means the activities that employees need to perform. Whereas,
career management means steps that employees need to follow to achieve
the plans.

10. Performance Appraisal: The human resource development
concept aims at providing rewards and promotions to
employees on the basis of their performance. It keeps a
check on the performance of employees and ensures
whether it is at an acceptable level.
Employee’s Participation in Management: Participation of
peoples working in organization in decision-making is a must
must for better understanding and exchange of ideas.
Human resource development managers work on
encouraging employees to participate in organizational
management. It provides a platform for mutual learning and
development.

11. Improves the Working Environment: Human resource
development aims at providing a better atmosphere for
people working in an organization. It ensures that all
employees get fair remunerations, proper working hours
and various other welfare services.
Organizational Change and Development: It facilitates
organizational change and development as per the
requirements. It diagnosis process, structure and task
force of organizations from time to time and accordingly
design all training and development programs.

12. HRD Mechanism
Career Planning
Career planning is a lifelong process, which includes
choosing an occupation, getting a job, growing in our job,
possibly changing careers, and eventually retiring. One
might seek the services of a career development
professional to help facilitate his or her journey through this
process.
Performance appraisal
Performance appraisal of employees are necessary’ to
understand each employee’s abilities, competencies and
relative merit and worth for the organization.

13. Feedback and Performance Coaching
The supervisor must learn how to direct discussions with
employees regarding work performance, in particular those
techniques required channelling the employee’s energies toward
improved performance.
The key to the performance coaching and feedback approach is
getting the employee to take personal accountability for his or
her own behaviour.
Until the employee takes personal accountability for his or her
own behaviour, performance will not improve. Participants learn
to measure their success as supervisors by the number of
employees who improve their work performance, rather than by
the number of employees reprimanded , or discharged.

14. Potential Appraisal and Development
Potential appraisal may thus be defined as a process of
determining an employee’s strengths and weaknesses with
a view to use this as a predictor of his future performance.
Training
The term training refers to the acquisition of knowledge,
skills, and competencies as a result of the teaching of
vocational or practical skills and knowledge that, relate to
specific useful competencies.

15. Organizational Development
The term ‘Organization Development’ is often used
interchangeably with Organizational Effectiveness. Organizations
always aim to increase the effectiveness and efficiency of their
actions.
Organization Development is a growing field that is responsive to
many new approaches. One need to improve greatly in these areas
until this is done one cannot achieve the ambitious business goals
set for oneself.
Attracting talent, developing good leaders and creating
competent organizations will be regarded as a strategic area that
requires time, resources and prioritization by top management.

16. Evolution of HRD
Early Training Programmes Arranged by Shopkeepers
Early Vocational Education Programmes in USA
Early Factory Schools in Developed Countries
Early Training Programmes for Semi-Skilled and Unskilled
Workers
Human Relations Movement
Establishment of New Training Programme
Emergence of Human Resource Development Concept
HRD Concept and Philosophy

17. Evolution of HRD
The evolution involves the following stages:
Early Training Programmes Arranged by Shopkeepers
In early stage of industrialization the skilled artisan used to
produce household goods. With the increasing demand of their
products, they started giving training to their workers and
sometime they used to keep extra manpower. These people were
trained some-time with pay or without pay. The workers who
acquired all skills of an efficient worker were called yeomen.
With growing number of skilled craftsman they formed their
network to establish standards of product quality, wages of
workers, working hours and apprentice testing procedure.

18. Early Vocational Education Programmes in USA
With the objective to provide vocational training to
unskilled young and unemployed people Mr. D. Clinton
established a vocational school in New York City in USA in
early beginning of nineteenth century. This was accepted
and got popularity slowly.
This school was accepted as a model for vocational
education and government passed The Smith-Hughes Act.
Act. Under this Act the value of vocational education was
recognized and funds were allocated for this purpose for
state programmes in agricultural trades, home economics,
industry, and teacher training.

19. Early Factory Schools in Developed Countries
With the development of science and technology, new machines and
equipment were introduced in manufacturing. This led to industrialization in
developed countries first mainly. The manual workers were replaced by
machines. Under scientific management principles advocated F.W. Taylor the
importance of machines in production system for better and efficient
performance was realized.
The demand for skilled and semi-skilled workers increased. The semi-skilled
workers were used for production and skilled workers were used for designing,
repairing and assembly of machines. This way the factory system developed.
The demand of skilled workers was not fulfilled due to short supply.
Further rapid increase in number of factories this demand was increased more.
In order to meet this demand, some of the companies established factory
school. The training programmes were prepared and workers were trained to
meet the increasing demand.

20. Early Training Programmes for Semi-Skilled and Unskilled Workers
In the beginning training was only given to skilled workers and not to
unskilled or semi-skilled workers. In 1913 a model of car for mass public
known as model T was produced by Ford Company. It used an assembly
line to produce this car with the help of semi-skilled workers. The
assembly line production technique reduced the production cost and it
was possible to provide a car at lower price.
This became affordable to a larger segment of the public. With the
increased demand it was required to design and operate more assembly
lines. This increased opportunities for training. Other manufacturers of
automobiles too started using assembly line. To fulfil the demand of
semi-skilled workers training programmes were started to train the
workers.

21. Human Relations Movement
Due to industrialization the production started at large-scale. The demand of products
increased due to increased population. Workers were asked to work for longer hours, with
very poor working conditions at a meagre salary and unfavourable attitude of the
management. It can be said that they were exploited in the factory system.
The deplorable condition of workers became reason of anti-factory campaign at national
level. It was led by Mary Parker Follett and Lillian Gilberth and it was known as human
relations movement. Under this movement it was advocated that the workers are human
being and not a part of the machine. They must be treated like a human being and not a
machine. At workplace their requirements should be fulfilled to a satisfactory level.
The importance of human behaviour at work was accepted as an important factor for better
better performance. This was also supported by Chester Barnard, in 1938 and said that an
organisation is a social structure and integrating principles of management and behavioural
behavioural science at work. Abraham Maslow published his Motivation Theory based on
human needs, stating that people can be motivated by different levels of needs.

22. Establishment of New Training Programme
The demand of military weapons and equipment increased due to
outbreak of World War II. Industries were asked to support the war efforts
by manufacturing military weapons. It was needed to re-arrange the
production facilities at large-scale to meet the need of the war. Demand
of skilled workers increased further.
The initiatives were taken to establish new training programmes with the
larger organisations and unions. The federal government took lead and
established the Training within Industry (TWI) Service to coordinate
training programmes in industries where military war related goods were
produced. Instructors of different industries were trained by TWI so to
enable each manufacturing unit to start training at their plant itself.

23. Emergence of Human Resource Development Concept
After World War the importance of human resource was
realized more in comparison with the past. The trained
instructors realize that their role is not limited to classroom
training. They can play an important role outside of classroom
classroom also. They started coaching, counselling and
problem-solving activities.

24. HRD Concept and Philosophy
With increasing global competition, it has become difficult for
organisations to start, survive, grow, stabilize and excel their
performance in business. They are under tremendous pressure to
improve their performance quantitatively and qualitatively with cost
effectiveness.
The new challenges are faced by the management The challenges faced
by business organisations are how to improve profitability, tune
products and services as per changing need of customers and
organisational development to stay in competitive race of business. To
tackle this situation the different experts suggested different activities
and management has recognized the development of competency of
people, coordination between people at different levels, minimizing
production costs and improving productivity

25. Challenges of Human Resource Development
Changing Workforce Demographics
Competing in Global Economy
Eliminating Skills Gap
Meeting the Need for Lifelong Individual
Learning

26. Challenges of Human Resource Development
Changing Workforce Demographics
Around the world, demographic changes have already had a major
impact on HR departments. The labour forces have become
increasingly diverse, and this has forced organisations to make
considerable changes to the way in which they approach people
management because it is very much required to cope with the
dynamics of the market.
This has not been a one-off shift as demographics are constantly
changing, and in some parts of the world, they are doing so at a rapid
pace, presenting even greater challenges for HR professionals as they
look to hire, train, manage and retain an entirely new generation of
workers.

27. Competing in Global Economy
For competing in the global economy, it will require
more than educating and training workers to meet new
challenges. In addition to retraining the workforce,
successful companies will institute quality improvement
processes and introduce change efforts.
The workforce must learn to be culturally sensitive. The
purpose is to communicate and conduct business
among different cultures and in other countries. The
developing managers to be global leaders have been
identified as a major challenge for organisations in this
decade.

28. Eliminating Skills Gap
In order to bridge the skills gap, the other industrialized
nations have made systematic changes. For example, Japan
Japan and Germany, two of the United States’ biggest
competitors, have educational systems that do a better job
of teaching students basic skills.
These are needed by most employers and among other
things; Germany emphasizes vocational education and
school to work transition programs so that school-age
children can begin apprenticeship programs as part of
their formal education.

29. Meeting the Need for Lifelong Individual Learning
With the rapid changes that all organisations are
facing, it is clear that employees must continue the
learning process throughout their careers in order to
meet these challenges. To make an ongoing
investment in HRD, this need for lifelong learning will
require organisations. The term lifelong learning can
mean different things to different employees.