Human resource development (HRD) involves systematic activities designed to provide organizational members with the necessary skills to meet current and future job demands. The objectives of HRD include continuously developing human resources for better performance, providing employees opportunities for development at different levels, and preparing new employees to competently perform their work with excellence. HRD also aims to assist customers in better utilizing equipment through employee training and promote a culture of innovation, respect, and personal growth.

1. Introduction to Human Resource Development -Achin Bansal -Anu A Natraj

2. Definition of HRD A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands.

3. OBJECTIVES Develop human resource of the company continuously for better performance to meet objectives. Provide opportunity for development of different level of employees. suitable need based training programs Prepare newly inducted staff to perform their work with high level of competency and excellence. Meet social obligations of industry to contribute towards the excellence of technical and management education.

4. OBJECTIVES Assist the existing and potential customers in the better use of our equipments by training the employees. Promote a culture of creativity, innovation, human development, respect and dignity. Achieve excellence in every aspect of working life. Create environment for the trainees conducive to their character building.

5. Evolution of HRD Early apprenticeship programs Early vocational education programs Early factory schools Early training for unskilled/semiskilled Human relations movement Establishment of training profession Emergence of HRD

6. HRD Functions Providing skill input to apprentices and trainees Identifying training needs and imparting training Outside deputation for competency enhancement Competency mapping Organisational development activities Conducting sessions and workshops Training and development (T&D)

7. THE NEED FOR HRD: BUSINESS AND ECONOMICS CHANGED HRD can be ‘a platform for organisational transformation , a mechanism for continuous organisational and individual renewal and a vehicle for global knowledge transfer’.

8. THE NEED FOR HRD Implementing a new policy Implementing a strategy Effecting organisational change Changing an organisation’s culture Meeting changes in the external environment Solving particular problems

9. THE NEED FOR HRD: TECHNOLOGICAL CHANGES Technological change creates requirements for training and development

10. THE NEED FOR HRD: ORGANISATIONAL CHANGE Organisations that work in less time will have a competitive advantage. A customer and quality focus will permeate tomorrow’s superior organisation. The arena for an organisation’s planning and action will be global . Business strategies now depend on quality and versatility of the human resource. Work structure and design will change dramatically.

11. THE NEED FOR HRD :SOCIAL,LEGEL & OTHER CHANGES Social attitudes , legal requirements, industrial relations and so on generate training and development needs. They demand new skills in the workplace

12. Training and Development (T&D) Training – improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task – e.g., Employee orientation Skills & technical training Coaching Counseling

13. Training and Development (T&D) Development – preparing for future responsibilities, while increasing the capacity to perform at a current job Management training Supervisor development

14. Benefits of Training and Development Training and development helps the employees to achieve their personal goals which in turn help to achieve the overall organizational objectives. Thus, we can bifurcate the benefits of training and development into two broad heads: Organizational benefits Personal benefits

15. Organizational benefits : Improves the morale of the workforce. Leads to improve profitability and more positive attitudes towards profit orientation Improves the job knowledge and skills at all levels of the organization. Aids in organizational development Improves relationship between superior and subordinate.

16. Personal benefits Helps the individual in making better decisions and effective problem solving. Aids in encouraging and achieving self-development and self-confidence. Provides information for improving leadership, knowledge, communication skills and attitudes. Helps a person handle stress, tension, frustration and conflicts. Helps a person develop speaking and listening skills. Helps eliminate fear in attempting new tasks.

17. Impact on Training Training practices rapidly changing in response to pressures Impacting instruction design, delivery, and evaluation processes Global interest in E-learning is growing

18. Training & HRD Process Model

19. Needs Assessment Phase Establishing HRD priorities Defining specific training and objectives Establishing evaluation criteria

20. Design Phase Selecting who delivers program Selecting and developing program content Scheduling the training program

21. Implementation Phase Implementing or delivering the program

22. Evaluation Phase Determining program effectiveness – e.g., Keep or change providers? Offer it again? What are the true costs? Can we do it another way?

23. Learning & Performance

24. THE LEARNING CURVE

25. Critical HRD Issues Strategic management and HRD The supervisor’s role in HRD Organizational structure of HRD

26. Strategic Management & HRD Strategic management aims to ensure organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years HRD aims to get managers and workers ready for new products, procedures, and materials

27. Supervisor’s Role in HRD Implements HRD programs and procedures On-the-job training (OJT) Coaching/mentoring/counseling Career and employee development A “front-line participant” in HRD

28. Organizational Structure of HRD Departments Depends on company size, industry and maturity No single structure used 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

29. HR Manager Role Integrates HRD with organizational goals and strategies Promotes HRD as a profit enhancer Tailors HRD to corporate needs and budget Institutionalizes performance enhancement

30. HR Strategic Advisor Role Consults with corporate strategic thinkers Helps to articulate goals and strategies Develops HR plans Develops strategic planning education and training programs

31. Challenges for HRD Changing workforce demographics Competing in global economy Eliminating the skills gap Need for lifelong learning Need for organizational learning

32. Summary HRD is too important to be left to amateurs HRD should be a revenue producer, not a revenue user HRD should be a central part of company You need to be able to talk MONEY