The document discusses human resource management and development, outlining processes such as recruitment, retention, performance management, and organizational change. It emphasizes the importance of human resource planning and systematic activities for training, career development, and organizational effectiveness. Key functions include employee orientation, skills training, and management training to enhance both individual and organizational capabilities.

1. HUMAN RESOURCE
PLANNING AND
DEVELOPMENT
0 3 . 2 5 . 2 0 1 9
G l a d y s W a k a t
M L I S 1

2. HUMAN RESOURCE
MANAGEMENT
■ the process of managing people in organizations
in a structured and thorough manner
-This covers the fields of staffing (hiring people),
retention of people, pay and perks setting and
management, performance management, change
management and taking care of exits from the
company to round off the activities
(Juneja, 2019)

3. VARIOUS HR PROCESSES:
■ Human resource planning (Recruitment, Selecting,
Hiring,Training, Induction, Orientation, Evaluation,
Promotion and Layoff).
■ Employee remuneration and BenefitsAdministration
■ Performance Management.
■ Employee Relations.
(Juneja, 2019)

4. HUMAN RESOURCE
PLANNING
■ the process of forecasting the future
human resource requirements of the
organization and determining as to how
the existing human resource capacity of
the organization can be utilized to fulfill
these requirements.
(Juneja, 2019)

5. Human Resource Planning involves
■ Recruitment: It aims at attracting applicants that match a
certain Job criteria.
■ Selection:The next level of filtration. Aims at short listing
candidates who are the nearest match in terms qualifications,
expertise and potential for a certain job.
■ Hiring: Deciding upon the final candidate who gets the job.
■ Training and Development: Those processes that work on an
employee onboard for his skills and abilities upgradation.
(Juneja, 2019)

6. HR Planning objectives
■ Prevent overstaffing and understaffing
■ Ensure the organization has the right employees with the
right skills in the right places at the right times
■ Ensure that organization is responsible to change in its
environment
■ Provide direction and coherence to all HR activities and
systems
■ Unite the perspectives of line and staff managers
(Mello, 2006)

7. HUMAN RESOURCE
DEVELOPMENT (HRD)
■ A set of systematic and planned activities designed by
an organization to provide its members with the
opportunities to learn necessary skills to meet current
and future job demands. (Lim,Wener & DeSimone,
2013)

8. Three Primary Functions of Human
Resource Development
■Training and Development
■Organizational
Development
■Career Development

9. TRAINING AND DEVELOMENT
(T&D)
■ Focusing on 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, though
attitude change may also be attempted (eg. Sexual
harassment training)
■ DEVELOPMENT ACTIVITIES – has a long-term focus on
preparing for future work responsibilities while also
increasing the capacities of employees to perform their
current jobs
(Lim,Wener & DeSimone, 2013)

10. Training and Development Activities
■ Employee orientation – the process by which new employees
learn important organizational values and norms, establish
working relationships, and learn how to function within their
jobs.
■ Skills and technical training – programs that are designed to
teach the new employee a particular skill or area of
knowledge
■ Coaching – the process where individuals are encouraged to
accept responsibility for their actions, to address any work-
related problems, and to achieve and sustain superior levels
of performance
(Lim,Wener & DeSimone, 2013)

11. Training and Development Activities
■ Counseling –involves techniques which are used to
help employee deal with personal problems that
may interfere with the achievement of both
personal and organizational goals
■ Management training and development – where
HRD professionals coordinate programs to ensure
that managers and supervisors have the knowledge
and skills necessary to be effective in their position
(Lim,Wener & DeSimone, 2013)

12. ORGANIZATION
DEVELOPMENT
■ The process of enhancing the effectiveness of an organization and the
well-being of its members through planned interventions that apply
behavioral science concepts
■ The HRD professional’s role is to act as change agents. – facilitate
change
Organization Development involves:
 Macro organizational change – intended to ultimately improve the
effectiveness of the organization as a whole
 Micro organizational change – directed at individual, small groups, and
teams
(Lim,Wener & DeSimone, 2013)

13. CAREER DEVELOPMENT
■ “an ongoing process by which individuals progress through a series of
stages, each of which is characterized by a relatively unique set of
issues, themes, and tasks”
Career Development 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 Development – involves taking the necessary steps to achieve
the plan, and generally focuses more on what an organization can do to
foster employee career development
(Lim,Wener & DeSimone, 2013)

14. References`
■ Juneja, Prachi. Human Resource Management. MSG
Management Study Guide. (2019). Retrieved from
https://www.managementstudyguide.com/human-resource-
planning.htm
■ Lim, Ghee Soon,Werner, Jon M., DeSimone, Randy L. (2013)
Human Resource Development for effective organizations:
principles and practices across national boundaries. Andover:
Cengage Learning.
■ Mello, JeffreyA. Strategic human resource management. 2nd
edition. Australia:Thomson South-Western.