This document discusses human resource development (HRD) in organizations. It covers key topics such as:
- Defining HRD and its focus on upgrading employee knowledge, skills, and attitudes to improve performance.
- The benefits of investing in employee learning for individuals, organizations, and society.
- The two main perspectives on HRD: the human capital view which sees it as an investment, and the developmental humanistic view which emphasizes personal growth.
- The scope of HRD activities including orientation, training, development, and career and management development.
- The importance of HRD for strategic goals, progression of other HR programs, and increased productivity.
This document discusses human resource planning (HRP), including what it is, why it is important, the HRP process, benefits, types of HRP, techniques for forecasting human resource needs and availability, factors that affect HRP, and challenges. HRP is defined as a sub-system of organizational planning that facilitates realizing organizational objectives by providing the right type and number of personnel. The HRP process involves assessing an organization's human resource needs based on strategies and plans, identifying gaps between needs and availability, and developing action plans for implementation. An effective HRP integrated with organizational planning can lower costs, improve resource utilization, and help ensure the right people are in the right jobs.
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
This document provides an overview of employee retention strategies in the BPO industry. It discusses the importance of retaining key employees, as losing employees can result in costs that are 5 times an employee's salary. Effective retention strategies aim to create an environment where current employees want to stay. Some strategies discussed include engaging employees, making knowledge accessible, optimizing workforce performance, involving employees in their jobs, empowering employees, and ensuring competitive compensation and benefits. Retaining talent is critical for organizations to succeed, especially in the competitive BPO industry landscape.
The document discusses HR analytics and predictive modeling. It defines key concepts like metrics, analytics, and business intelligence. Analytics uses data to understand past trends and predict future outcomes. The document outlines areas where predictive modeling can be applied in HR, like attrition, recruitment effectiveness, and talent forecasting. It also provides examples of companies like Oracle, Sprint, Starbucks, and Dow Chemical that have successfully used analytics to retain top performers, predict attrition, measure engagement impacts, and do workforce planning.
The document discusses human resource audits, including their definition, significance, objectives, benefits, and approaches. A HR audit examines policies, practices, procedures, compliance, effectiveness, and efficiency. It identifies gaps, makes recommendations for improvements, and helps ensure HR activities align with organizational goals. The audit scope includes functions like planning, staffing, development, motivation and more. Objectives include assessing performance, implementation, corrective actions, evaluations, and strategy modification. Benefits are improving the HR department, responsibility, uniform policies, and legal compliance.
This document provides an introduction to the syllabus of a course on human resource management. It outlines the key topics to be covered, including acquiring human resources through recruitment and selection, developing human resources through training and career development, enhancing performance through reward systems and ensuring health and safety, and managing employee separation. It also lists the required textbooks and reference books for the course. The evaluation scheme includes components like mid-term examinations, quizzes, assignments, class participation and their respective weightages.
The document discusses the process of conducting a human resources (HR) audit within an organization. It describes the purpose of an HR audit as reviewing HR policies, procedures, and practices to evaluate their effectiveness and compliance. The summary includes:
1) An HR audit evaluates the strengths and weaknesses of an organization's HR systems and identifies issues to improve the HR function.
2) The audit process typically involves assessing HR strategies, functions, managerial compliance, and employee satisfaction through methods like interviews, questionnaires, and analyzing records.
3) The results of an audit are documented in a report that identifies risks, prioritizes solutions, and develops an HR improvement plan to address issues.
After completion of this seminar audience will be able to know:
What is HRM Model?
Why we need to design HRM Model?
Importance and focus of each HRM Model;
Being HR professional, what would be the Negative consequences if we don’t know about HRM Models?
This document discusses human resource planning (HRP), including what it is, why it is important, the HRP process, benefits, types of HRP, techniques for forecasting human resource needs and availability, factors that affect HRP, and challenges. HRP is defined as a sub-system of organizational planning that facilitates realizing organizational objectives by providing the right type and number of personnel. The HRP process involves assessing an organization's human resource needs based on strategies and plans, identifying gaps between needs and availability, and developing action plans for implementation. An effective HRP integrated with organizational planning can lower costs, improve resource utilization, and help ensure the right people are in the right jobs.
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
This document provides an overview of employee retention strategies in the BPO industry. It discusses the importance of retaining key employees, as losing employees can result in costs that are 5 times an employee's salary. Effective retention strategies aim to create an environment where current employees want to stay. Some strategies discussed include engaging employees, making knowledge accessible, optimizing workforce performance, involving employees in their jobs, empowering employees, and ensuring competitive compensation and benefits. Retaining talent is critical for organizations to succeed, especially in the competitive BPO industry landscape.
The document discusses HR analytics and predictive modeling. It defines key concepts like metrics, analytics, and business intelligence. Analytics uses data to understand past trends and predict future outcomes. The document outlines areas where predictive modeling can be applied in HR, like attrition, recruitment effectiveness, and talent forecasting. It also provides examples of companies like Oracle, Sprint, Starbucks, and Dow Chemical that have successfully used analytics to retain top performers, predict attrition, measure engagement impacts, and do workforce planning.
The document discusses human resource audits, including their definition, significance, objectives, benefits, and approaches. A HR audit examines policies, practices, procedures, compliance, effectiveness, and efficiency. It identifies gaps, makes recommendations for improvements, and helps ensure HR activities align with organizational goals. The audit scope includes functions like planning, staffing, development, motivation and more. Objectives include assessing performance, implementation, corrective actions, evaluations, and strategy modification. Benefits are improving the HR department, responsibility, uniform policies, and legal compliance.
This document provides an introduction to the syllabus of a course on human resource management. It outlines the key topics to be covered, including acquiring human resources through recruitment and selection, developing human resources through training and career development, enhancing performance through reward systems and ensuring health and safety, and managing employee separation. It also lists the required textbooks and reference books for the course. The evaluation scheme includes components like mid-term examinations, quizzes, assignments, class participation and their respective weightages.
The document discusses the process of conducting a human resources (HR) audit within an organization. It describes the purpose of an HR audit as reviewing HR policies, procedures, and practices to evaluate their effectiveness and compliance. The summary includes:
1) An HR audit evaluates the strengths and weaknesses of an organization's HR systems and identifies issues to improve the HR function.
2) The audit process typically involves assessing HR strategies, functions, managerial compliance, and employee satisfaction through methods like interviews, questionnaires, and analyzing records.
3) The results of an audit are documented in a report that identifies risks, prioritizes solutions, and develops an HR improvement plan to address issues.
After completion of this seminar audience will be able to know:
What is HRM Model?
Why we need to design HRM Model?
Importance and focus of each HRM Model;
Being HR professional, what would be the Negative consequences if we don’t know about HRM Models?
* How high is your annual employee turnover?
* How much of your employee turnover consists of regretted loss?
* Do you know which employees will be the most likely to leave your company within a year?
Find the answer from HR Analytics because Human Resource analytics (HR analytics) is about analyzing an organizations’ people problems.
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
Human resource planning is a process of forecasting future personnel needs and the availability of personnel to meet those needs in order to ensure that the right number and type of people are available at the right time and place. It involves forecasting demand and supply of personnel, developing programs to fulfill needs, implementing those programs, and evaluating their effectiveness. Effective HRP requires aligning HR strategies with organizational objectives, obtaining management support, maintaining accurate personnel records, using appropriate forecasting techniques, and revising plans and processes over time.
This document discusses employee engagement and provides information on defining engagement, measuring engagement, and strategies for improving engagement. Some key points:
- Employee engagement refers to an employee's emotional commitment and positive attachment to their organization. Highly engaged employees are enthusiastic about their work and further the interests of the organization.
- Common models for measuring engagement include the Gallup Q12 survey, which measures 12 factors like clear expectations, resources, development opportunities, and praise. Other models look at engagement drivers like career development, leadership, rewards, and work-life balance.
- Managers play a critical role in driving engagement through coaching, communicating goals, team development initiatives, and believing in employees' abilities. Regular communication, feedback
The document discusses HR scorecards, which measure HR's contribution to business results and strategy alignment. An HR scorecard has four perspectives: financial, customer, internal, and learning. It is implemented in seven steps: clarify strategy, develop HR architecture, create a strategy map, identify HR deliverables, align architecture, design the scorecard, and execute. The scorecard links HR goals to company objectives and defines key performance indicators to measure strategic objectives across recruiting, productivity, development, and talent management.
The document discusses talent management, which refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It involves managing employees' abilities to recruit, retain, develop, reward, and motivate high-performing talent. Benefits include hiring the right people, retaining top performers, better decisions, and understanding employees. The talent management process involves understanding needs, sourcing, attracting, selecting, training, retention, promotion, assessment, planning, and exits. Effective talent management is important but complex to implement.
The document discusses the history and objectives of human resource management (HRM). It notes that HRM emerged as a field in response to the information revolution, where humans became the greatest resource rather than machines. The key objectives of HRM are to help organizations achieve their goals by ensuring the effective and maximum development of human resources while respecting human dignity. HRM involves activities such as recruitment, training, performance appraisal, compensation, and maintaining employee welfare and industrial relations. The importance of HRM is discussed at the organizational, professional, and social levels.
Human Resource Metrics PowerPoint Presentation Slides SlideTeam
The document discusses various human resource metrics that can be used to measure the effectiveness of an HR department. It covers common metrics related to turnover/absence, competencies/training, employee productivity, workforce profile, and employee engagement. For each metric area, examples of specific metrics are provided such as employee turnover rate, absenteeism rate, training hours per employee, profit per employee, and employee satisfaction. Formulas and templates for tracking various metrics are also included.
This document discusses competency mapping in human resource development. It provides background on the evolution of competency mapping, definitions of competency mapping, the steps involved in competency mapping, and how competency mapping can be used for recruitment, training, performance appraisal, and compensation. It also outlines various tools that can be used for competency mapping such as literature reviews, focus groups, structured interviews, behavioral event interviews, surveys, and observations.
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
The HR Manager is the most critical role in the HR Organization. The HR Manager represents Human Resources and shares responsibilities with the HR team and the internal client.
The role of the HR Manager is difficult, and the most experienced HR Professionals should be promoted to the role of the HR Manager.
The document discusses strategies for human resource management. It addresses assessing staffing needs, motivating employees, developing performance incentives, empowering managers and employees, and establishing employee benefit plans. Failure of HR strategies can result from disrupted social structures, improper job matching, or lack of management support. The summary effectively conveys the key topics and ideas discussed in the original document in 3 concise sentences.
MBA HR PROJECT REPORT ON TRAINING AND DEVELOPMENTSalim Palayi
The document is a project report on studying the effectiveness of training and development at Veekesy Polymers Pvt Ltd. It includes an introduction outlining the objectives and scope of the study. It also includes chapters on the industrial profile of the footwear industry, company profile of Veekesy Polymers, theoretical concepts of training and development, data analysis and interpretations from a study conducted, and conclusions. The report aims to analyze the training methods used, assess effectiveness, understand employee satisfaction with training, and identify need for further training.
This document summarizes the key functions of human resource management (HRM). It discusses HRM activities like recruitment, selection, deployment, retention, and promotion. It outlines the main HRM functions as acquisition, development, performance and compensation, motivation and maintenance, and industrial relations. Acquisition involves HR planning, recruitment, selection, orientation, and training. Development includes performance appraisal and training programs. Performance and compensation refers to compensation systems and incentives. Motivation and maintenance covers benefits, health and safety, and worker relations. Industrial relations manages discipline, grievances, and disputes.
Job analysis is the process of obtaining information about jobs to determine their duties, tasks, and activities. This information is used by HR managers to develop job descriptions and specifications that form the basis for recruitment, training, performance appraisal, and career development. The goal is to improve organizational performance and productivity. Job analysis involves studying workflows, reengineering processes, and designing jobs. It identifies the tasks, duties, responsibilities, knowledge, skills, abilities, and competencies required for each position. The results inform other HR functions like recruitment, selection, training, and compensation. Information can be gathered through interviews, questionnaires, observation, diaries, and computer systems.
The document discusses the evolution of human resource management from an administrative function to a strategic partner aligned with business strategy. It emphasizes that people are the most valuable resource for organizations and that viewing HR as an investment rather than expense can increase business performance. Finally, it outlines the key roles and priorities of strategic HR in partnering with business leaders to ensure the organization has the right talent and culture to achieve its goals.
The document provides an introduction to human resource development (HRD). It discusses why HRD is essential due to changing organizational needs and environments. HRD involves developing employee skills, knowledge, and abilities through training programs, career development opportunities, and performance management. The goal of HRD is to build a superior workforce to help both employees and the organization achieve their work goals and serve customers.
This document provides an overview of human resource management (HRM). It discusses the key terms, functions, evolution and challenges of HRM. Specifically, it outlines the four main functions of HRM as staffing, training and development, motivation, and maintenance. For each function, it describes the objectives and components. It also discusses the roles of HR managers and common challenges faced, such as economic changes, workforce issues, and organizational restructuring.
The development of the concept of HRD, HRD practice in Indian and Global Context, The Profession of HRD and Implementation, The Challenges of HRD on 21st Century .....
In this presentation, we will discuss the Human Resource Development and how it functions to improve the utilization value of work force to increase professional efficiency and task delivery.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
* How high is your annual employee turnover?
* How much of your employee turnover consists of regretted loss?
* Do you know which employees will be the most likely to leave your company within a year?
Find the answer from HR Analytics because Human Resource analytics (HR analytics) is about analyzing an organizations’ people problems.
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
Human resource planning is a process of forecasting future personnel needs and the availability of personnel to meet those needs in order to ensure that the right number and type of people are available at the right time and place. It involves forecasting demand and supply of personnel, developing programs to fulfill needs, implementing those programs, and evaluating their effectiveness. Effective HRP requires aligning HR strategies with organizational objectives, obtaining management support, maintaining accurate personnel records, using appropriate forecasting techniques, and revising plans and processes over time.
This document discusses employee engagement and provides information on defining engagement, measuring engagement, and strategies for improving engagement. Some key points:
- Employee engagement refers to an employee's emotional commitment and positive attachment to their organization. Highly engaged employees are enthusiastic about their work and further the interests of the organization.
- Common models for measuring engagement include the Gallup Q12 survey, which measures 12 factors like clear expectations, resources, development opportunities, and praise. Other models look at engagement drivers like career development, leadership, rewards, and work-life balance.
- Managers play a critical role in driving engagement through coaching, communicating goals, team development initiatives, and believing in employees' abilities. Regular communication, feedback
The document discusses HR scorecards, which measure HR's contribution to business results and strategy alignment. An HR scorecard has four perspectives: financial, customer, internal, and learning. It is implemented in seven steps: clarify strategy, develop HR architecture, create a strategy map, identify HR deliverables, align architecture, design the scorecard, and execute. The scorecard links HR goals to company objectives and defines key performance indicators to measure strategic objectives across recruiting, productivity, development, and talent management.
The document discusses talent management, which refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It involves managing employees' abilities to recruit, retain, develop, reward, and motivate high-performing talent. Benefits include hiring the right people, retaining top performers, better decisions, and understanding employees. The talent management process involves understanding needs, sourcing, attracting, selecting, training, retention, promotion, assessment, planning, and exits. Effective talent management is important but complex to implement.
The document discusses the history and objectives of human resource management (HRM). It notes that HRM emerged as a field in response to the information revolution, where humans became the greatest resource rather than machines. The key objectives of HRM are to help organizations achieve their goals by ensuring the effective and maximum development of human resources while respecting human dignity. HRM involves activities such as recruitment, training, performance appraisal, compensation, and maintaining employee welfare and industrial relations. The importance of HRM is discussed at the organizational, professional, and social levels.
Human Resource Metrics PowerPoint Presentation Slides SlideTeam
The document discusses various human resource metrics that can be used to measure the effectiveness of an HR department. It covers common metrics related to turnover/absence, competencies/training, employee productivity, workforce profile, and employee engagement. For each metric area, examples of specific metrics are provided such as employee turnover rate, absenteeism rate, training hours per employee, profit per employee, and employee satisfaction. Formulas and templates for tracking various metrics are also included.
This document discusses competency mapping in human resource development. It provides background on the evolution of competency mapping, definitions of competency mapping, the steps involved in competency mapping, and how competency mapping can be used for recruitment, training, performance appraisal, and compensation. It also outlines various tools that can be used for competency mapping such as literature reviews, focus groups, structured interviews, behavioral event interviews, surveys, and observations.
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
The HR Manager is the most critical role in the HR Organization. The HR Manager represents Human Resources and shares responsibilities with the HR team and the internal client.
The role of the HR Manager is difficult, and the most experienced HR Professionals should be promoted to the role of the HR Manager.
The document discusses strategies for human resource management. It addresses assessing staffing needs, motivating employees, developing performance incentives, empowering managers and employees, and establishing employee benefit plans. Failure of HR strategies can result from disrupted social structures, improper job matching, or lack of management support. The summary effectively conveys the key topics and ideas discussed in the original document in 3 concise sentences.
MBA HR PROJECT REPORT ON TRAINING AND DEVELOPMENTSalim Palayi
The document is a project report on studying the effectiveness of training and development at Veekesy Polymers Pvt Ltd. It includes an introduction outlining the objectives and scope of the study. It also includes chapters on the industrial profile of the footwear industry, company profile of Veekesy Polymers, theoretical concepts of training and development, data analysis and interpretations from a study conducted, and conclusions. The report aims to analyze the training methods used, assess effectiveness, understand employee satisfaction with training, and identify need for further training.
This document summarizes the key functions of human resource management (HRM). It discusses HRM activities like recruitment, selection, deployment, retention, and promotion. It outlines the main HRM functions as acquisition, development, performance and compensation, motivation and maintenance, and industrial relations. Acquisition involves HR planning, recruitment, selection, orientation, and training. Development includes performance appraisal and training programs. Performance and compensation refers to compensation systems and incentives. Motivation and maintenance covers benefits, health and safety, and worker relations. Industrial relations manages discipline, grievances, and disputes.
Job analysis is the process of obtaining information about jobs to determine their duties, tasks, and activities. This information is used by HR managers to develop job descriptions and specifications that form the basis for recruitment, training, performance appraisal, and career development. The goal is to improve organizational performance and productivity. Job analysis involves studying workflows, reengineering processes, and designing jobs. It identifies the tasks, duties, responsibilities, knowledge, skills, abilities, and competencies required for each position. The results inform other HR functions like recruitment, selection, training, and compensation. Information can be gathered through interviews, questionnaires, observation, diaries, and computer systems.
The document discusses the evolution of human resource management from an administrative function to a strategic partner aligned with business strategy. It emphasizes that people are the most valuable resource for organizations and that viewing HR as an investment rather than expense can increase business performance. Finally, it outlines the key roles and priorities of strategic HR in partnering with business leaders to ensure the organization has the right talent and culture to achieve its goals.
The document provides an introduction to human resource development (HRD). It discusses why HRD is essential due to changing organizational needs and environments. HRD involves developing employee skills, knowledge, and abilities through training programs, career development opportunities, and performance management. The goal of HRD is to build a superior workforce to help both employees and the organization achieve their work goals and serve customers.
This document provides an overview of human resource management (HRM). It discusses the key terms, functions, evolution and challenges of HRM. Specifically, it outlines the four main functions of HRM as staffing, training and development, motivation, and maintenance. For each function, it describes the objectives and components. It also discusses the roles of HR managers and common challenges faced, such as economic changes, workforce issues, and organizational restructuring.
The development of the concept of HRD, HRD practice in Indian and Global Context, The Profession of HRD and Implementation, The Challenges of HRD on 21st Century .....
In this presentation, we will discuss the Human Resource Development and how it functions to improve the utilization value of work force to increase professional efficiency and task delivery.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Introduction to human resource developmentsaumyadvd
This document provides an overview of human resource development (HRD). It defines HRD as activities designed by organizations to provide members with necessary skills. The evolution of HRD is described from early apprenticeship programs to the modern emergence of HRD as a field. Key aspects of HRD are outlined, including its relationship to human resource management, common HRD functions like training and development, and challenges for the future like a changing workforce.
Human resource development (HRD) involves developing the competencies of employees through processes like training, performance appraisal, and organization development. This enables people to perform their jobs better and helps the organization achieve its goals. HRD is a planned and continuous process that facilitates competency development at the individual, group, and organizational levels. The ultimate aim of HRD is to contribute to the well-being, motivation, and pride of employees while also meeting the needs of the organization.
Human resource management is broader in scope than traditional personnel management. It views people as a vital asset and investment rather than just a cost. It involves managing all people in an organization, including top management, middle management, consultants, part-time workers, etc. across both formal and informal settings. The goals of human resource management are to accomplish both organization and individual goals using participatory, flexible and innovative developmental strategies based on a total systems approach respecting the individual and society.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
Human resource development in Public Sector pptJyotsna Gupta
This document discusses the role of human resource development (HRD) in the public sector in India. It provides background on the definition of HRD and its importance for organizational growth, developing employee potential, and improving work culture. The document then outlines some major HRD mechanisms like performance appraisal, career planning, training, potential appraisal, rewards, and welfare programs. It also discusses some issues in public sector HRD and how the field has evolved from the 1970s-1980s to the present day.
This document provides an overview of an HR presentation on HRD concepts and challenges. It defines HRD as a set of planned activities designed to provide employees with necessary skills to meet current and future job demands. It discusses the objectives, functions, need for and subsystems of HRD. These include training and development, which improves employee knowledge, skills and attitudes in the short-term or prepares them for future roles. The presentation also outlines challenges for HRD like a changing workforce, global competition, skills gaps, and technological changes. It concludes that HRD is too important to not be a central, revenue-generating part of an organization.
Human Resource Management involves four main processes: planning, attracting, developing, and retaining human resources or employees. Planning involves strategic HR planning and job design. Attracting involves recruiting and selecting candidates from internal and external pools. Developing involves orientation, training, performance appraisal, and development. Retaining involves compensation, labor relations, maintenance through career counseling and health programs, and separation procedures.
Human Resource Management involves hiring, motivating, and maintaining employees in an organization. It focuses on managing people to accomplish individual, organizational, and social goals. HRM aims to make integrated decisions regarding recruiting, developing, compensating, and separating employees in a way that is consistent with the organization's effectiveness and ability to serve customers with high quality products and services.
This document discusses several approaches to human resource development (HRD). It defines HRD as activities designed by organizations to provide members with necessary skills. Six main approaches are described: 1) The strategic HR framework links HRD practices to building capabilities to achieve goals. 2) The integrative framework examines how HRD contributes to performance through capabilities, satisfaction, and customers. 3) The human capital appraisal approach involves five stages of managing capital in five areas. 4) The People Capability Maturity Model provides guidance to improve software development capabilities through maturity levels. 5) The integrated systems approach views strategy as the starting point and aims for synergy across HRD functions. 6) The HRD scorecard approach links HRD interventions to
Human Resource Development (HRD) involves developing the skills, knowledge and abilities of employees through planned training and organizational development activities. HRD strategies integrate training, development and career development efforts to achieve individual and organizational goals. Major HRD strategies include communications, accountability, quality improvement, cost reduction, entrepreneurship, culture building, and systematic training. The goals of HRD are to enable employee capability, develop relationships between employees and supervisors, and integrate people development with organizational development.
Human resource management involves facilitating the effective use of employees to achieve organizational goals. It has evolved from scientific management and human relations approaches. Key functions include employment, training, compensation, and employee relations. Emerging roles for HR include demonstrating how human resources provide a competitive advantage. HR professionals face challenges such as globalization, changing technology, and demonstrating their value. Strategic human resource management aligns HR strategies with business strategies.
The document provides an introduction to human resource management, covering key topics such as:
- The definition and functions of HRM including planning, staffing, and compensation management.
- The history of HRM approaches from scientific management to human resources.
- Emerging roles of HRM such as creating competitive advantage and human resource accounting.
- Challenges for HR professionals like improving productivity and adapting to workforce changes.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Strategic human resource management (HRM) refers to aligning an organization's human resource strategies and policies with its business strategies and objectives. The document discusses various aspects of strategic HRM including definitions of strategy, the need for strategic HRM, strategic analysis in HRM, competitive strategy, stages of strategic management, and the relationship between strategy and HRM. It also covers human resource investments such as in training and development, job security, health, and differently-abled employees. The human resource environment including trends in technology, demographics, values and management are important considerations in strategic HRM.
Human resource management involves recruiting, selecting, training, developing and managing employees to achieve organizational goals. It includes human resource planning to ensure the organization has the right people with the right skills. The key components of an HRM system are recruitment, training, compensation, performance management and career development.
The document discusses leading ideas in human resource development (HRD), including talent management, leadership development, diversity, coaching and mentoring. It summarizes a survey of HRD experts ranking the most valuable ideas, such as HRD as a business partner, e-learning and IT integration, and knowledge management. The document then discusses how these leading ideas can help HRD professionals play strategic roles within organizations by aligning with business goals, managing change, and using technology like e-learning.
The document discusses a study on analyzing the employee attrition rate in different departments of Dainik Bhaskar Raipur, an Indian newspaper, in the year 2017-2018. It includes an introduction to the topic, objectives and scope of the study, literature review, research methodology used, data analysis and findings. The study aims to identify reasons for attrition, compare attrition rates between departments, and suggest measures to reduce attrition.
This document discusses strategic human resource forecasting and planning. It begins by explaining the importance of viewing human resources strategically and integrating HR into organizational strategy and planning. It then discusses the concepts of strategy, planning, and forecasting for HR professionals. Finally, it provides an introduction to the subsequent chapters which will profile the HR practices of two companies, Voltas and Onida, and discuss conclusions about strategic human resource management.
This document discusses the strategic role of human resource management. It covers key topics such as the evolution of HRM, traditional HR vs strategic HR, objectives and functions of HRM, and emerging issues in HRM. The document emphasizes that HR can provide competitive advantage when employee talents are valuable, rare, difficult to imitate, and well-organized to improve business performance. It also highlights the changing role of HR from administrative to strategic partner in organizations.
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Dear students get fully solved assignments
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This document discusses human resources management (HRM). It begins by explaining the importance of HRM, including helping control budgets, improving organizational performance and image, and sustaining the business. Next, it describes how HRM has evolved from a traditional personnel administration function to a more modern, strategic role. The document then outlines the goals and benefits of HRM, the key activities within the HRM landscape, and some characteristics of effective HRM practices. Finally, it discusses challenges for HRM like managing innovation and the shift from manual to knowledge work in the modern economy.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
The document discusses the need for HR to become more "assertive" in order to help organizations better execute on growth opportunities and deliver business results. It defines assertive HR as being confident, decisive, and positive without being arrogant. To be assertive, HR must focus on strengthening its connection to the business, leaders, and employees. This involves driving value through HR processes, acquiring business skills, prioritizing high impact work, facilitating leadership development, and understanding the employee experience. The article encourages HR professionals to practice being more assertive by seeking opportunities to contribute value and lead initiatives.
Complete guide on how Human Capital Management works - FlexC.pdfFlexC Work
Let's start with a definition of "human capital" to get a better understanding of HCM. Human capital is the economic value created by factors such as a worker's experience, skills, knowledge, and abilities.
Human capital, unlike tangible assets such as buildings and equipment, is an intangible asset. Both tangible and intangible assets, however, have economic value. Other human capital assets that have economic value include:
Physical and mental health of the employee
Personal beliefs and values
Work Ethics
Education
Human capital can also be measured, developed, and provide a return on investment (ROI).
Human capital management is a collection of organisational practices associated with the acquisition, management, and growth of an organisation's human workforce or human capital. The goal is to optimise and maximise the economic, or business, value of an organisation's human capital in order to gain a competitive advantage.
Successful human capital management allows the organisation to pursue human capital initiatives with success.
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The document discusses defining the value of HR and measuring its impact. It emphasizes understanding business strategy and defining an aligned HR strategy. It suggests using a balanced scorecard approach to measure HR's impact on key areas like customer experience, business impact/satisfaction, talent strategies, and financial metrics. This helps HR quantify its value and link people initiatives to business performance.
Human capital refers to the skills, knowledge, and experience possessed by an individual or group of employees. It represents the economic value of the workforce to employers. The document discusses various aspects of human capital including human capital management, human capital development, investing in human capital, and benefits of human capital management. It emphasizes that knowledge and training of employees is important for organizational success and competitive advantage.
This document provides an overview of human resource management (HRM). It defines HRM as a function aimed at maximizing employee performance to support business objectives. Key HRM activities include recruitment, training, performance reviews, and compensation. The role of HR has evolved from transactional work to more strategic initiatives. HR ensures laws and regulations are followed and helps balance organizational and employee needs. The document also discusses international HRM trends and the changing role of HR managers in developing skills, managing change, and creating motivated workforces.
This document discusses talent management strategies for organizations. It defines talent management as the process of recruiting, developing, and retaining an organization's most important asset - its people. The document outlines five rules for effective talent management: 1) Invest differently in talent segments to optimize results 2) Measure programs' business impact 3) Let numbers drive talent decisions 4) Build adaptable skills 5) Simplify performance management. It emphasizes aligning talent strategies with business goals and using data-driven approaches. Effective talent management is important for organizational success, especially during economic changes.
This document discusses waves of HR evaluation and the 2012 HR competency model. It outlines 4 waves of HR evaluation that have shifted focus from administrative tasks to strategic alignment. The 2012 competency model identifies 5 core competencies for effective HR professionals: strategic positioning, credibility, capability building, change championing, and human resource innovation/integration. For each competency, it provides 2-3 factors that HR professionals need to master to demonstrate that competency.
The role of HR is evolving from administrative tasks to strategic business partner. As organizations face constant change, HR must reduce gaps between management and employees. HR should be involved in all aspects of business planning by analyzing future skill needs, developing internal talent, and attracting external hires. Retention strategies like competitive pay and development opportunities are important. For HR to effectively partner with business strategy, it is crucial to understand company goals, leverage data, adopt new technologies, ensure alignment between strategy and actions, and consider HR interventions' impact on corporate goals like R&D. Viewing employees as human capital that enhances competitive advantage allows HR to provide intangible benefits such as increased market share and customer satisfaction.
This document outlines a human resource management plan for Motors and More, Inc. It includes sections on the company background, HR strategic plan, staffing strategy, total rewards strategy, training and development strategy, performance management strategy, and HRIS. The company is experiencing rapid growth and will need to expand its workforce significantly and develop its first HR department. The HR strategic plan focuses on developing the HR department, recruiting and retaining a more diverse workforce, and integrating HR concepts throughout the company.
certified human resource manager sample materialVskills
The sample course material covers the following topics.
Strategic Human Resource Management
Introduction
Significance of HRM
Objectives of HRM
Functions of Human Resource Management
Modes of Strategic Human Resource Management
Strategic Planning and Human Resource Practices
Limitations of HRM
Career in Human Resource Management
Click below in order to get the complete study material.
http://www.vskills.in/certification/Human-Resources/certified-human-resources-manager
This document provides an overview of a webinar on developing effective HR key performance indicators (KPIs) and metrics. The webinar will discuss how to:
1. Develop organization-centric HR KPIs and measures
2. Partner with organizational leaders to pursue superior performance
3. Track, manage, and use organizational performance data to support decisions
4. Adjust KPIs and measurements as organizational factors change
5. Work strategically with leadership for long-term HR alignment
It emphasizes the importance of aligning HR strategies and metrics with business strategies and initiatives. The webinar will also explore how to interpret metrics for timely performance adjustments and integrate metrics into an organizational "system for management."
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
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On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
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This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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2. Most organization’s
investment in staff
training is a waste of
money!
December 2015 HR600 : Human Resource Management 2
StarterStarter
3. Yeah!
Payment of fees, stipend & other
incidentals
Lost output
Disrupts the organization's
performance schedule
Remaining members are
overworked – job satisfaction
Turnover (among the trained staff)
December 2015 HR600 : Human Resource Management 3
StarterStarter
4. Nope!
Strategic investment – long-term results
Organizational flexibility – competitive
advantage
Employee motivation, job satisfaction &
organizational commitment
Public image – positioning the
organization in both labour and product
market
December 2015 HR600 : Human Resource Management 4
StarterStarter
5. Many organizations today have recognized
that learning is a crucial source of
competitive advantage.
They have realized that learning is the only
viable strategy for coping with changes in their
business environment .
Change in technology,
Change in global markets,
Change in customer expectations (needs), and
Changes in characteristics of the labour market
(workforce diversity)
Changes in political-legal systems
December 2015 5HR600 : Human Resource Management
OverviewOverview
6. Human resource development (HRD) is a
term used to indicate an organization's
investment in the learning of its people as part
of an HRM approach.
HRD is concerned with the upgrading of
employees knowledge, skills, experience and
attitudes in order to improve individual, team and
organizational performance.
HRD can also be defined as a learning process in
which organization’s members acquire knowledge,
skills, experience and attitudes (KSEA) that they
need in order to perform their jobs well.
December 2015 HR600 : Human Resource Management 6
OverviewOverview
7. Investment in employees’ learning has
benefits for involved employees, employing
organizations and the economy and society as
a whole, in the form of :
Increased knowledge and skills;
Increased job performance;
Increased income;
Increased organizational performance;
Increased customer satisfaction;
Availability of products;
Increased quality of products.
December 2015 HR600 : Human Resource Management 7
OverviewOverview
8. Investment in the learning of employees is
viewed different by different scholars and
practitioners.
Two main views can be identified from the
literature:
the human capital view and
the developmental humanistic view.
December 2015 HR600 : Human Resource Management 8
Views in HRDViews in HRD
9. Under the Human Capital Investment model,
spending on people’s learning is considered
as a capital investment like any other
business investment.
It is believed that people’s performance can be
considered as return on investment and assessed
in term of costs and benefits.
The main objective of HRD is therefore to
maintain a continued balance between
performance abilities and performance demands.
December 2015 HR600 : Human Resource Management 9
Human Capital InvestmentHuman Capital Investment
10. Training and development are considered as
interventions to performance gaps in organizations.
The human capital theory has been dominant in HRD,
especially in the field of Economics, since its
introduction by Garrick in 1999.
However, some criticisms have been leveled against it
including the following:
Ensuring successful performance to match the spending
on learning is a challenge;
It is difficulty in measuring costs and benefits;
Long term outcomes are ignored.
Going beyond the gap is restricted.
Little place for consideration of attitudes, feelings and
personal development.
December 2015 HR600 : Human Resource Management 10
Human Capital InvestmentHuman Capital Investment
11. Gold and Smith (2003) proposed a softer and
developmental view of people’s learning.
The key argument under developmental humanistic
view is that individuals are more productive when they
are happy with what they are doing and have the right
attitude.
Learning must go beyond filling gaps between
performance capabilities and performance demands.
According to the developmental humanistic model,
learning provides a way of coping with change and
fulfilling ambitions.
It is from the developmental humanistic approach that
concepts such as learning organization and life-long
learning have emerged.
December 2015 HR600 : Human Resource Management 11
Developmental Humanistic ViewDevelopmental Humanistic View
12. HRD is seen as a pivotal component of the
HRM function for the following reasons:
HRD is a strategic investment.
Related to organization’s growth and survival overtime .
It makes people more creative and innovative thus able
to develop ideas that can take the organization forward.
It is a triggering mechanism for progression of
other HRM programmes.
Leads to increased productivity and improved
profitability.
December 2015 HR600 : Human Resource Management 12
Importance of HRDImportance of HRD
13. Fits employees (both existing new ones) in their
new jobs.
Creates primary labour market for the
organization.
Unleashes the employee potentials.
New jobs and tasks emerge and some do
change.
Promotes flexibility, loyalty, quality and
commitment.
December 2015 HR600 : Human Resource Management 13
Importance of HRDImportance of HRD
14. Scope of HRDScope of HRD
The HRD function involves the following
HR activities:
Employee orientation;
Staff Training and development;
Career management (Development);
Management development.
14December 2015
HR600 : Human Resource
Management
15. Employee OrientationEmployee Orientation
Employee orientation is the process by which
new employees learn important organizational
values and norms, establish working
relationships, and learn how to function within
their jobs.
It needs to be well conducted because it determines
the impressions new employees form about their
organization, their jobs, their supervisors and
coworkers.
A well managed orientation programme serves a
number of purposes including:
15December 2015 HR600 : Human Resource Management
16. Reducing the cost and inconvenience of
early leavers;
Increasing employee commitment;
Clarifying the psychological contact;
Accelerating progress up the learning
curve;
Reducing the amount of help needed from
supervisors or co-workers.
HR600 : Human Resource Management 16December 2015
Employee OrientationEmployee Orientation
17. Training and development is the most
conceived HRD activity among HRM
professionals.
They are concerned with changing or improving
the knowledge, skills, and attitudes of individuals.
Training - involves providing employees the
knowledge and skills needed to do a particular
task or job.
Development - focuses on preparing for future
work responsibilities while also increasing the
capacities of employees to perform their current
jobs.
HR600 : Human Resource Management 17December 2015
Training and DevelopmentTraining and Development
19. 19
Management DevelopmentManagement Development
Refers to all learning experiences resulting
in upgrading of skills and knowledge needed
in current and future managerial positions.
Managers have to keep up with latest
developments in their fields while managing
ever-changing workforce in a dynamic
environment.
The learning may be acquired through
supervisory training, job rotation, seminars, or
college and university courses.
December 2015
HR600 : Human Resource
Management
20. 20
Career ManagementCareer Management
Career development is an ongoing process by
which individuals establish and progress
through realistic career paths (general courses
for working life).
Involves two distinct processes:
Career planning involves activities performed by an
individual, often with the assistance of counselors
and others, to assess his or her skills and abilities in
order to establish a realistic career plan.
Career management focuses on what an
organization can do to foster employee career
development.
December 2015
HR600 : Human Resource
Management
21. The popular approach through which the
HRD function is executed is the four-stage
process popularly referred to as a
Systematic Training Framework.
The Framework involves four stages:
Analysis of training need;
Designing the overall training program;
Implementing the training program;
Evaluating the effectiveness of the programme.
HR600 : Human Resource Management 21
The HRD ProcessThe HRD Process
December 2015
22. i. Context evaluation – about training
needs and objectives;
ii. Input evaluation – about resources
(staff, training aids, space, etc);
iii. Reaction evaluation – about trainees
reactions to the training;
iv. Outcome evaluation – about
immediate , intermediate and long-term
results of the training.
December 2015 HR600 : Human Resource Management 22
The HRD ProcessThe HRD Process
23. Training Needs AnalysisTraining Needs Analysis
A training need is any shortfall in terms of
employee knowledge, understanding , skill and
attitudes against what is required by the job or
conditions in the organization.
Training needs can be analyzed by use of
information obtained through the following
methods:
Recorded data relating to the organization, to jobs
and to individuals (appraisal form, job
descriptions);
Employee aptitudes surveys;
December 2015 HR600 : Human Resource Management 23
24. Interviews with managers and supervisors about
their subordinates;
Observing job performance of individuals;
Monitoring group discussions relating to current
work problems.
In many countries, especially the developing
ones like Tanzania, organizations rely on
existing records, and more specifically on
performance appraisal forms.
December 2015 HR600 : Human Resource Management 24
Training Needs AnalysisTraining Needs Analysis
25. Designing activities (Planning)Designing activities (Planning)
Involves the sorting out of priorities, drawing
up initial plans, costing them, and submitting
the draft plans for approval by top
management.
Entails the following activities:
Selecting the specific objectives of the programme.
Developing an appropriate lesson plan.
Developing the content of the program and the
appropriate materials for trainees to use.
Selecting the most appropriate methods to conduct
the program.December 2015 HR600 : Human Resource Management 25
26. Designing activities (Planning)Designing activities (Planning)
On-the-Job Training - Job instruction training, job
rotation, coaching, mentoring;
Classroom training – Lectures, simulation, static media
– handouts, books, conference/discussion, DVD and
video taps, case studies, role playing;
Self-paced training - Programme instruction, computer
based training, e-learning, intranet.
Determining who will deliver program – HRD
professionals, managers, supervisors, outside
consultants.
Scheduling the training program – program length,
notifications, locations, etc.
December 2015 HR600 : Human Resource Management 26
27. ImplementationImplementation
Implementation involves the carrying out of
the training programme according to the
approved plans.
I.e. creating an environment that enhances
learning and resolving arising problems.
It is a collaborative work between training
specialists and their line and staff managers.
Effective communication between the parties
involved is crucial and should be timely.
27December 2015
HR600 : Human Resource
Management
28. EvaluationEvaluation
The evaluation of a HRD programme is part of
the control process.
It is the process of determining the effectiveness of
the program.
Evaluation provides information on participants’
reaction to the program which allows managers to
make better decisions with regard to:
Whether to keep or change providers.
Whether to offer the program again.
The true costs.
Whether it can be done in another way.
28December 2015 HR600 : Human Resource Management
29. Kirkpatrick's Evaluation FrameworkKirkpatrick's Evaluation Framework
Many different evaluation frameworks have
been suggested, but, among the most widely
used approach is the one developed by Donald
Kirkpatrick.
The framework suggests four levels of evaluation
namely reaction, learning, job behaviour and
results.
Reaction - How employees feel about the course,
the instructor, etc. (measured through survey).
Learning – Whether learning has occurred (pre
and post-training assessment).
December 2015 29HR600 : Human Resource Management
30. Kirkpatrick's Evaluation FrameworkKirkpatrick's Evaluation Framework
Job behavior - Performance should improve
(transfer of learning should occur on the job).
Results (return on investment) - What
business results can be attributed to training
(savings generated, revenue, error rate, etc.).
December 2015 30HR600 : Human Resource Management
31. The systematic model of training provides a
simple and easily understood explanation of
training procedure, emphasizing on cost-
effectiveness through out the process.
The model can be associated with following
strengths:
Needs must be assessed to avoid wasteful
expenditure.
Training programmes must be planed.
Evaluation ensures training programmes meet
objectives.
December 2015 HR600 : Human Resource Management 31
Strengths and Weaknesses of theStrengths and Weaknesses of the
Systematic ModelSystematic Model
32. However, the Systematic model has some
weaknesses, which include the following:
It reflects the mechanistic view of
organizations and their people.
It emphasizes on top-down information
movement.
Evaluation occurs as the last stage of the
process rather than at every stage.
Training plans being based on past
information.
December 2015 HR600 : Human Resource Management 32
Strengths and Weaknesses of theStrengths and Weaknesses of the
Systematic ModelSystematic Model
33. Given the above weaknesses, managers must
apply the model while taking into consideration
the following issues:
Any training programme need to be linked to the
strategic goals of the organization;
Involvement of line managers who are in better
position to understanding members of the
organization;
Involvement of potential learners at every stage of
the training process;
Evaluation should occur throughout the process.
December 2015 HR600 : Human Resource Management 33
The Integrated/Strategic Approach toThe Integrated/Strategic Approach to
HRDHRD
34. Consideration of employees attitudes and abilities,
organization climate and culture;
Future needs should also be accommodated i.e.
conducive environment should be created in which
all employees access opportunities to learn and
take charge of their personal development.
December 2015 HR600 : Human Resource Management 34
Strategic Approach to HRDStrategic Approach to HRD
35. The Learning ProcessThe Learning Process
The traditional thinking of learning is that low-
skilled and repetitive tasks require
behaviourist learning while more complex
work need higher order cognitive skills.
However, because of the complexity and the
dynamic nature of business environment
integration of behaviourist and cognitive learning
is suggested to be important.
Kolb’s theory of experiential learning is an
example of an integrative approach to learning.
Kolb’s model is based on the interaction of the learner
and his/her environment (usipochafuka utajifunzaje?).
December 2015 HR600 : Human Resource Management 35
36. December 2015 HR600 : Human Resource Management 36
Concrete Experience
(CE)
(Doing / having an
experience)
Active
Experimentation (AE)
(Planning and trying out
what you have learnt)
Abstract
Conceptualization (AC)
(Concluding / learning from
experience)
Reflective Observation
(RO)
(Reviewing / reflecting on
the experienced)
The Learning ProcessThe Learning Process
37. The Learning ProcessThe Learning Process
CE – grasping experience and transforming it.
Do something (anything).
Run a lecture, give a presentation, etc.
The model allows you to turn every experience into a
learning opportunity.
The cycle needs to be completed otherwise, you leave
most potential learning untapped.
RO – reflecting the experiences internally.
Look back on your experience and assess the results.
Determine what happened, what went well and what
didn't.
December 2015 HR600 : Human Resource Management 37
38. The Learning ProcessThe Learning Process
AC – establishing new ideas.
Make sense of your experience.
Seek to understand why things turned out as they
did.
Draw some conclusions and make some hypotheses.
AE – practicing the generated ideas.
Put those hypotheses to the test.
Have a conscious plan to do things differently to be
more effective.
And begin the cycle again.
December 2015 HR600 : Human Resource Management 38
39. The Learning ProcessThe Learning Process
The general conclusion that can be made from
Kolb’s learning model is that giving employees
more autonomy on how they can perform tasks
is important for effective learning.
December 2015 HR600 : Human Resource Management 39
40. Learning OrganizationLearning Organization
Learning in the workplace is seen as the
crucial contributor to dealing with change,
coping with uncertainty and complexity in the
business environment.
Learning organization is a philosophy in which
the whole organization is considered as a unit of
learning.
However, the organization can only learn through
individuals i.e. facilitate the learning of all its
members and continuously transforming itself.
December 2015 HR600 : Human Resource Management 40
41. Learning OrganizationLearning Organization
The vision is intended to make the organization keep
pace with changes in the business environment to
ensure its survival and success.
Learning organizations exhibit features
outlined below:
Learning approach to strategy;
Participative policy-making;
Use of information technology to inform and
empower people;
Rewarding flexibility;
Self development opportunities for all.
December 2015 HR600 : Human Resource Management 41
42. Learning OrganizationLearning Organization
It develops a systematic approach to problem
solving, to understand what works and what
does not work.
It transfers and disseminates knowledge and
information throughout the organization.
It develops a shared vision of the
organization’s world.
December 2015 HR600 : Human Resource Management 42
43. E-LearningE-Learning
E-Learning refers to the learning process
that is enabled by electronic technology for
explicit purpose of training in the
organization.
With the revolution in the technology HRD
activities can be delivered by use of computer or
web-based facilities.
Investment in computer and web facilities
therefore enables distance and flexible learning
among organization's members.
December 2015 HR600 : Human Resource Management 43
44. Challenges Facing the Field of HRDChallenges Facing the Field of HRD
Many challenges face organizations today.
Some of the emerging workplace challenges that
impact HRD include:
Competing in a global economy –increased
competition require companies to introduce new
technologies that require better-educated and trained
workers, institute quality improvement processes and
change efforts and develop managers into global
leaders.
Eliminating the skills gap - employers must confront
the fact that many young adults entering the workforce
are unable to meet current job requirements.
December 2015 HR600 : Human Resource Management 44
45. Challenges Facing the Field of HRDChallenges Facing the Field of HRD
Increasing workforce diversity – organizations need to
address prejudices that may persist and handle cultural
insensitivity and language differences.
The need for lifelong individual learning – Given the
rapid changes that all organizations face employees
must continue learning process throughout their
careers.
Facilitating organizational learning – Organizations
need to learn and adapt because there is a strong
relationship between change and learning, and
Addressing ethical dilemmas – training is required to
promote an understanding of ethics and ethical
behavior among employees and managers.
December 2015 HR600 : Human Resource Management 45
46. Research IdeasResearch Ideas
1. Searching for empirical evidence of the
relationship between investment in
learning and performance both at
individual level and at organization
level.
2. Assessment of managers perceptions of
HRD – Human Capital Investment view
vs. Developmental Humanistic View.
December 2015 HR600 : Human Resource Management 46