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Hrd presentation

  2. 2.  1. What is HRD? 2. HRD Practices 3. What is liberalised economy? 4. HRD Role in liberalized India 5. Role of HRD in liberalised economy 6. Role of HRD in new environment 7. Conclusion CONTENTS
  3. 3.   Understanding HRD  What is Liberalised economy  What is New environment  What is the role of HRD in liberalised economy?  What is the role of HRD in New Environment?  Methodologies of HRD in Liberalised and New Economy LEARNING OBJECTIVES
  4. 4.  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, succession planning, key employee identification, tuition assistance, and organization development. What is HRD?
  5. 5.  1. Executive and supervisory/management development 2. New-employee orientation 3. Professional-skills training 4. Technical/job training 5. Customer-service training 6. Sales-and-marketing training 7. Health-and-safety training HRD Practices
  6. 6.   HRD manager  Vice-president of organizational effectiveness  Training manager or director  Management development specialist  Training-needs analyst  Chief learning officer  Individual career-development advisor HRD Positions in Businesses
  7. 7.   Liberalised economy defined as the loosening of government regulations in a country to allow for private sector companies to operate business transactions with fewer restrictions. In relation to developing countries, this term refers to opening of their economic borders to multinationals and foreign investment.  Liberalised economy means government removes all kind of restriction like licensing, quota system to start a business so that one can start it easily. What is liberalized economy?
  8. 8.   Started on 24 July 1991  Main objectives was economic reforms in India  first attempt was reversed in 1967  The second major attempt was in 1985 by prime minister Rajiv Gandhi  In 1991, after India faced a balance of payments crisis, it had to pledge 20 tonnes of gold to Union Bank of Switzerland and 47 tonnes to Bank of England as part of a bailout deal with the International Monetary Fund(IMF)  Started by the government of P. V. Narasimha Rao and his finance minister Manmohan Singh . Economic Liberalization in India
  9. 9.  Benefits  In 2007, when India recorded its highest GDP growth rate of 9%  India became the second fastest growing major economy in the world, next only to China  The growth rate has slowed significantly in the first half of 2012 Contd..
  10. 10.   Downsizing of organization structure.  Building organization structure based on the characteristics of organic structure  Providing the scope for internal customers approach in structuring organization.  Enriching the jobs at all levels.  Creating autonomous jobs.  Performance planning and development.  Preferring empowerment rather than supervision.  Providing guidelines for team work.  Creating the value towards new customer orientation . HRD Role in liberalized India
  11. 11.   Encouraging innovative and creative ideas.  Providing conceptual and informing role to all employees.  Developing anticipatory and participatory approach.  Culture building  Competence building.  Motivation building  Confidence building  Commitment building  Structuring business groups.  Creating learning organizations. Contd..
  12. 12.   Developing participative approach and automatic learning.  Providing training and retraining .  Developing managers continuously.  Introducing the techniques of organization development  Developing reward system contributing to automatic human resource development.  Providing the challenge and scope for proactive learning. Contd..
  13. 13.   Developing the skill of adoptability  Developing the aptitude towards different jobs and encouraging job rotation.  Developing the value system centre around competition.  Providing health care facilities and skills, knowledge and abilities.  Providing social and culture programs to satisfy the social needs of employees. Contd..
  14. 14.   Linking management and the development of human resources to an organisation's strategic plan, goals, and objectives  Establishing these links is an essential management strategy It involves in Five areas: 1. HRD capacity, 2. HRD planning, 3. Personnel policy and practice, 4. HRD data, performance management, and 5. Training  These HRD areas are relevant in any organisation, regardless of its size, purpose, and degree of complexity, and whether it is public or private. ROLE OF HRD IN LIBERALIZED ECONOMY
  15. 15.  1. Expanding the role of HRD in the organisation 2. Encouraging human resources leadership at the organisational level 3. Developing and maintaining a performance management system 4. Establishing a responsive supervisory system 5. Investing in training Role of HRD Managers in LE
  16. 16.   Consider how HRD can help in the organisation to fulfil its mission  Focus on the relationship between human resources and organisation's mission, strategies, and objectives  Focused on salaries, benefits, personnel policies and procedures, job descriptions, and training 1. Expanding The Role of HRD in the organisation
  17. 17.   Be a strategic partner in developing and attaining organisational goals and strategies  Act as an administrative expert in establishing and managing administrative policies, procedures, and structures  Represent and support employees  Be a change agent for the organisation HRD should
  18. 18.   Creating new jobs  Revising job descriptions  Recruiting new personnel with different skills  Establishing clear transfer policies  Conducting orientation sessions and training for staff at all levels  Implementing leadership seminars for top managers  Support to training supervisors HRD Support In Strategic Objectives
  19. 19.   Human resource development can play a key role in identifying and implementing processes for change and in preparing employees for change  Change can include analysing competency, supporting reform processes, and redesigning systems to help an organisation meet new objectives, such as increasing organisational sustainability or reaching new target populations using existing staff. Role of HRD as a Change Agent
  20. 20.   Keeping all employees informed about the changes taking place and the anticipated benefits  Creating opportunities for staff to contribute ideas, help plan, ask questions, and discuss the impact of the changes  Being realistic about the expected benefits of the changes  Collect ideas from employees about how to prepare for changes  Encouraging team work and team spirit  Following through on agreed-upon actions. HRD should
  21. 21.   Many organisations treat HRD in a fashion  Human resource leaders link all components of human resources to create one, integrated HRD system  Supporting human resources by giving it a prominent and strategic role  Sending a message to all staff that the organisation will treat them fairly and will respect their contribution to its success 2. Encouraging HR Leadership At The Organisational Level
  22. 22.   Ensure that human resource activities are integrated throughout the organisation  Involve staff at all levels and from all departments in HRD  Every organisation or program needs leadership at the highest level to support human resources. To take a leadership role in HRD  Create a positive climate for human resources  Create a management structure for human resources  Define what needs to be done  Define new organisational arrangements and employee participation, team work, and growth Leadership role in HR
  23. 23.   Dedicate staff and budget to building human resource capacity within the organisation  Make learning an organisational priority  Provide a link between internal human resource management and external stakeholders  Influence health policy makers  Discus new directions for HRD in the organisation. Contd..
  24. 24.   Most important tasks for a human resource leader is to support the establishment of an organisation-wide performance management  Connects strategic and operational plans with performance measures for organisational units and for individuals  Help employees understand how their work contributes to the success of the organisation, which may help them feel more motivated and be more productive  Performance management has the potential to improve both group and individual performance and make organisations more successful 3. Developing And Maintaining A Performance Management System
  25. 25.   Provides the bridge between the organisation and the employee  The supervisor communicates the larger goals of the organisation to the employee, and, through the work planning process, guides the work of the employee to directly support these goals.  The supervisor needs to be aware of gaps in job readiness, and to support the development of employee skills and capacity as needed. 4. Establishing A Responsive Supervisory System
  26. 26.   Managers must allow supervisors adequate time to meet with and develop their supervisees in order for the supervisory process to be effective in meeting the needs of the staff and of the organisation.  Supervisor must also be aware of problems in employee performance that cannot be solved through training or development activities and make decisions about how to address them in a positive and constructive manner. Contd..
  27. 27.   Human resources is the life blood of any organisation.  Training is the most important activity or plays an important role in the development of human resources  Training has nowadays became an important and required factor for maintaining and improving interpersonal and intergroup collaboration  Well-trained personnel, can an organisation achieve its goals. 5.Investing In Training
  28. 28.   Training gives the following results:  1. Growth, expansion and modernisation cannot take place without trained manpower 2. It increases productivity and profitability, reduces cost and finally enhances skill and knowledge of the employee. 3. Helps in developing a problem solving attitude 4. Gives people awareness of rules and procedures Contd..
  29. 29.  Shift from Specialist to Generalist behavior  Effective communicator with a strong hold on policy making  Focus on current and future problems  Language of business is incorporated  Customer satisfaction and customer oriented policies are the basic one  Understanding the marketing and financial perspective of marketing ROLE OF HRD IN NEW ENVIRONMENT
  30. 30.   Staying within the organizational boundaries while thinking out of the box simultaneously.  Focus on the internal functioning of the organization remains the primary objective  The HR manager acts as a mentor  He also fits into the “Global Worker” contour Contd..
  31. 31.   The role of the HR manager must parallel the needs of his or her changing organization.  Successful organizations are becoming more 1. adaptable, 2. resilient, 3. quick to change direction, and 4. customer-centered. New HR Role
  32. 32.   Within this environment, the HR professional, who is considered necessary by line managers, is a 1. Strategic Partner : the formulation of strategy as a partner inside the organization 2. An employee sponsor or advocate: he should act as the advocate or the endorser of the employee 3. A change mentor: he should ensure a consistent change inside the organization Contd..
  33. 33.   At the same time, especially the HR Generalist, still has responsibility for 1. employee benefits administration, 2. often payroll, and 3. employee paperwork,  It happens especially in the absence of an HR Assistant. Contd..
  34. 34.   Recruiting.  Hiring.  Training.  Organization Development.  Communication.  Performance Management.  Coaching.  Policy Recommendation.  Salary and Benefits.  Team Building.  Employee Relations.  Leadership. Role of HR in New Environment
  35. 35.   Primary Objectives  Development and execution of recruitment plans.  Building up a network through industry contacts  Implement college recruitment initiatives  Administrative duties and recordkeeping. Recruiting
  36. 36.   Develop and Execute Recruiting Plans  Work with hiring managers on recruiting planning meetings.  Create job descriptions.  Lead the creation of a recruiting and interviewing plan for each open position.  Efficiently and effectively fill open positions.  Conduct regular follow-up with managers to determine the effectiveness of recruiting plans and implementation. Contd..
  37. 37.   Employee who requested a new position to be filled or an employee to fill an open job  Hiring manager is the employee to whom the new employee will report when hired  Hiring manager is a key member of your employee recruitment team.  The hiring manager reviews incoming resumes and applications.  He or she does the initial phone interview to determine whether the applicants are qualified enough to merit an interview Hiring
  38. 38.   Training and development managers and specialists conduct and supervise training and development programs for employees. Increasingly, management recognizes that training offers a way of developing skills, enhancing productivity and quality of work, and building loyalty to the firm.  Training is widely accepted as a method of improving employee morale, but this is only one of the reasons for its growing importance.  Other factors include the complexity of the work environment, the rapid pace of organizational and technological change, and the growing number of jobs in fields that constantly generate new knowledge. In addition, advances in learning theory have provided insights into how adults learn, and how training can be organized most effectively for the employee. Training and development
  39. 39.   Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals.  OD is known as both a field of science focused on understanding and managing organizational change and as a field of scientific study and inquiry.  It is interdisciplinary in nature and draws on sociology, psychology, and theories of motivation, learning, and personality  Organization development is a growing field that is responsive to many new approaches. Organizational Development
  40. 40.   Communication is simply the act of transferring information from one place to another.  The human resources department has the responsibility to encourage management at all levels to communicate with employees regarding all matters  The role of communication in human resources is to cultivate positive employee relations, encourage employee goal-setting, limit turnover, increase competencies and develop skill levels.  Successful human resources communication is achieved throughout the company by sending professional emails, memos and having face-face or group meetings with employees. Communication
  41. 41.   HR Plays a key role in designing the Performance Management Framework.  key HR contributions in the organisation PMS exercise : 1. Choose the rating scale for the performance to be measured 2. Methodology of executing the PM 3. Development Needs Identification System 4. Prevailing culture and core values of the organisation Main role of Performance Management : 1. Role of a facilitator 2. Role of a Business Partner 3. Role of a Employee Development Champion Performance Management
  42. 42.   Help desk to provide support during the exercise, not of much of decision making but provide support for smooth execution  Query resolutions of various nature raised by different employee groups, clarifying the appraisal forms, methodology etc  Assist Appraisers to objectively assess their respective team members minimizing personal biases, provide details of employees wherever required  Help Appraises to understand “What is in it for them” by clear communication and dissemination of key information during various stages of execution 1.Role of a facilitator
  43. 43.   Provides key insights of the business and establish linkages to the people agenda  Cull out strategic and relevant dashboards to help business managers make objective assessment of their people with respect to business performance keeping in mind the forecasts of people requirements  Help identify critical people and provide solutions to ring fence critical talent  Drive the need for a sharper performance distribution curve to keep different performance level of people in mind  Demonstrate equal degree of ownership of the process as their business counterparts  Establish the key strategic link between “Business Performance” and “Employee Assessment Distribution” 2. Role of Business Partner
  44. 44.   Position and Implement the PMS process as a employee development tool in the organisation  Focus on more on competency and performance assessment rather than only performance evaluation  Use PMS process to identify “Employee Development Needs” in context to Organisation roadmap and related skill and competency requirement  Sketch patterns of individual/collective organisation development inputs  Study trends of skill and competency development over a period of time and use them as references in the current exercise 3. Role of a Employee Development Champion
  45. 45.   Coaching is providing feedback, usually to executives and managers, about how to reach their personal best in their organizational leadership role. In her capacity as “coach,” the Human Resources professional will do everything from active listening through providing test results that highlight a manager’s strengths and weaknesses  While a business coach usually works with high potential managers, the HR coach may work with every manager and supervisor at every level in the organization. This is what makes the Human Resources coaching role so challenging.  The traditional Human Resources coaching role focused on helping managers address issues and opportunities organizationally. Additionally, talented HR professionals have always provided feedback to managers about the impact of their personal and behavioral style on others. Coaching
  46. 46.   Most frequently, the HR coach is asking an organizational leader to reflect on how she/he handled a particular situation. The HR coach asks hard questions and provides advice about actions that may have been more effective than the course the manager chose. People have different reactions to feedback, and even the most carefully chosen words can create an unexpected negative reaction.  Thus, the HR coach practices a blend of politically deft observations with frankness that will help the manager develop in her capacity to lead people and personally excel. Contd…
  47. 47.   Communicate values and expectations for how things are done at your organization  Keep the organization in compliance with legislation and provide protection against employment claims  Document and implement best practices appropriate to the organization  Support consistent treatment of staff, fairness and transparency  Help management to make decisions that are consistent, uniform and predictable  Protect individuals and the organization from the pressures of expediency Policy Recommendation
  48. 48.  Step 1: Establish need for a policy Step 2: Develop policy content Step 3: Draft the policy Step 4: Write the procedure Step 5: Review of the policy by key parties Step 6: Approve the policy Step 7: Implement the policy Step 8: Policy review and update Step 9: Communication of changes to the policy Steps in Policy Development
  49. 49.   A key element of the human resources function  Salary and benefits strategy is aligned with and supportive of the company’s business strategy, goals, objectives and culture.  The effectiveness of the company’s pay and benefits programs and practices will be measured by the impact on company performance,  Supports the talent strategy and reinforces the desired behaviours within the company.  effectiveness, compensation and benefits programs must be cost-efficient to the company. Salary and Benefits
  50. 50.  There are some types of Employee Benefits 1. The benefits of benefits plans 2. The basics: health & dental 3. Life, Accidental Death or Dismemberment 4. Long-term disability 5. Employee Assistance Plans (EAPs) 6. Retirement benefits 7. Indirect non-financial compensation Contd..
  51. 51.  Steps to Building an Effective Team: 1. Consider each employee's ideas as valuable 2. Be aware of employees' unspoken feelings. 3. Act as a harmonizing influence. 4. Be clear when communicating 5. Encourage trust and cooperation among employees on your team 6. Encourage team members to share information 7. Delegate problem-solving tasks to the team Team Building
  52. 52.  8. Facilitate communication. 9. Establish team values and goals; evaluate team performance 10. Make sure that you have a clear idea of what you need to accomplish 11. Use consensus 12. Set ground rules for the team 13. Establish a method for arriving at a consensus. 14. Encourage listening and brainstorming 16. Establish the parameters of consensus-building sessions Contd..
  53. 53.   Employee Relation helps managers in strategies and activities of the organisation.  Employee Relation helps in achieving goals and objectives of the organisations.  Employee Relation helps managers in bargaining and negotiating, disputes and grievances,  Employee Relation helps managers in avoidance and settlement, employee involvement and participation in management decisions,  Employee Relation helps managers in managing performance and productivity, misbehaviour and privacy at work,  Employee Relation helps managers in recruiting, motivating and retaining people at work, unions and their roles, work-life family balance, work organisation and workplace change. Employee Relation
  54. 54.  There are five important role of leadership in new environment: 1. Strategic Change Agent 2. Savvy Business Partner. 3. Passionate Leader. 4. Global Authority 5. Credible and Trusted Partner Leadership
  55. 55.   There has been an increasing involvement of HRD in organisations with the advent of Liberalisation  The role of HRD is now an indispensable part of an organisation’s functioning  With new techniques and methodologies we can evaluate and measure the effectiveness and productivity  Management of Human Resources has even led to HR personnel promoted to the top executives of an organisation  Training, Performance appraisal, hiring, communication and coaching are some of the functionalities of HRD Conclusion
  56. 56.  Conclusion