Human Resource Development (HRD) involves organized learning activities within an organization to improve job performance, personal growth, and the organization. The objectives of HRD include continuously developing human resources for better performance, providing development opportunities for employees, and meeting training needs. HRD functions encompass providing skills training, identifying training needs, competency mapping, and organizational development activities. HRD is needed due to business, technological, organizational, social, and legal changes that generate new training demands and skill requirements.

1. Human Resource Development -B.Pratima

2. Definition of HRD "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" HRD includes the areas of training and development, career development, and organization development

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. HRM Vs HRD HRD is a sub section of HRM, i.e. HRD is a section with the department of HRM. HRM deals with all aspects of the human resources function while HRD only deals with the development part.

6. HRM is concerned with recruitment, rewards among others while HRD is concerned with employee skills development. HRM functions are mostly formal while HRD functions can be informal like mentorships.

7. 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)

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

9. 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

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

11. 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.

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

13. 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

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

15. 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

16. 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.

17. 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.

18. 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

19. Training & HRD Process Model

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

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

22. Implementation Phase Implementing or delivering the program

23. 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?

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

25. 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

26. 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

27. 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

28. 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

29. 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

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

31. 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.