1. HUMANHUMAN
RESOURCERESOURCE
DEVELOPMENDEVELOPMEN
TT

3. PRESENTED BY,PRESENTED BY,
Sem ShaikhSem Shaikh

4. CONTENTS:CONTENTS:
 Meaning of HRDMeaning of HRD
 Subsystem of HRDSubsystem of HRD
 OD and HRDOD and HRD
 HRM and HRDHRM and HRD
 Emerging Trends in HRDEmerging Trends in HRD
 HRD in public sectorHRD in public sector
 HRD in Government sectorHRD in Government sector
 HRD in IT sector and HRD in NGO’sHRD in IT sector and HRD in NGO’s

5. INTRODUCTION TOINTRODUCTION TO
HRDHRD
HUMAN RESOURCES DEVELOPMENTHUMAN RESOURCES DEVELOPMENT
HRD is development processes were it focuses onHRD is development processes were it focuses on
improving the existing capabilities of employees andimproving the existing capabilities of employees and
helping them to acquire new capabilities required forhelping them to acquire new capabilities required for
the achievement of organizational and individualthe achievement of organizational and individual
goals.goals.
Human Resource Development is the integrated useHuman Resource Development is the integrated use
of training, organization, and career developmentof training, organization, and career development
efforts to improve individual, group andefforts to improve individual, group and
organizational effectiveness. HRD develops the keyorganizational effectiveness. HRD develops the key
competencies that enable individuals in organizationscompetencies that enable individuals in organizations
to perform current and future jobs through plannedto perform current and future jobs through planned
learning activities. learning activities.

6.  MEANINGMEANING
It is the process of increasing the capabilities of HRIt is the process of increasing the capabilities of HR
through development. It is a process of adding values tothrough development. It is a process of adding values to
individuals, teams, organization as human system.individuals, teams, organization as human system.
 DefinitionDefinition
According to American Society for Training andAccording to American Society for Training and
Development (Development (ASTDASTD),),
""HRDHRD is the integrated use of :- is the integrated use of :-
 training and development,training and development,
 organizational development, andorganizational development, and
 career development to improve individual, group andcareer development to improve individual, group and
organizational effectiveness."organizational effectiveness."

7. EVOLUTION OF HRD:EVOLUTION OF HRD:
 The concept of HRD is comparatively ofThe concept of HRD is comparatively of
recent origin and has gained prominence andrecent origin and has gained prominence and
focus of attention in management in recentfocus of attention in management in recent
year. The concept of the behavioural scientistsyear. The concept of the behavioural scientists
provided the impetus for the organisationalprovided the impetus for the organisational
development movement of the 60s and 70sdevelopment movement of the 60s and 70s
.HRD is a series of organised activities.HRD is a series of organised activities
conducted with in a specified time designed toconducted with in a specified time designed to
produce behavioural change. It is rooted in theproduce behavioural change. It is rooted in the
belief that human resources or people have thebelief that human resources or people have the
potential to do better.

8.  Prof. Leonard Nadler formally introduced theProf. Leonard Nadler formally introduced the
concept of HRD in 1969 in a conference organisedconcept of HRD in 1969 in a conference organised
by the American society for training andby the American society for training and
development [ASTD]. Among the Indian expertsdevelopment [ASTD]. Among the Indian experts
T.V. Rao worked extensively on HRD and attemptedT.V. Rao worked extensively on HRD and attempted
to define HRD comprehensively. He viewed HRDto define HRD comprehensively. He viewed HRD
process, the employees of an organisational point ofprocess, the employees of an organisational point of
view and suggested that in HRD process, theview and suggested that in HRD process, the
employees of an organisation are motivated toemployees of an organisation are motivated to
acquired and develop various skills and capabilities,acquired and develop various skills and capabilities,
knowledge, etc. In order to contribute positively toknowledge, etc. In order to contribute positively to
the organisational group, individual and social goals.the organisational group, individual and social goals.

9.  Larson and turbo was the first private sector companyLarson and turbo was the first private sector company
to introduce the concept of HRD in 1975 on theto introduce the concept of HRD in 1975 on the
recommendations by two consultants’ udai pareekrecommendations by two consultants’ udai pareek
and T.V Rao from Indian institute of management.and T.V Rao from Indian institute of management.
While BHEL- a company in public sector introducedWhile BHEL- a company in public sector introduced
the concept of HRD in 1980. Now it is found thatthe concept of HRD in 1980. Now it is found that
many companies, organizations are giving duemany companies, organizations are giving due
importance to the human resources development.importance to the human resources development.
Even leading business schools, universities,Even leading business schools, universities,
management institutions like IIM, Bajaj institute ofmanagement institutions like IIM, Bajaj institute of
management are organising management coursesmanagement are organising management courses
suitable to the needs of industries.suitable to the needs of industries.

10.  CONCEPTS LEADING TO EVOLUATIONCONCEPTS LEADING TO EVOLUATION
OF HRD:OF HRD:
1) The factor of production concept.1) The factor of production concept.
2)2) The paternalistic concept.The paternalistic concept.
3)3) The humanitarian concept.The humanitarian concept.
4)4) The behavioural HR concept.The behavioural HR concept.
5)5) The emerging concept. (Requiring urgent action).The emerging concept. (Requiring urgent action).
6)Psychological concept.6)Psychological concept.

11. Sub systems of HRDSub systems of HRD
1.1. Performance AppraisalPerformance Appraisal
2.2. Potential AppraisalPotential Appraisal
3.3. Career Planning and DevelopmentCareer Planning and Development
4.4. CounselingCounseling
5.5. FeedbackFeedback
6.6. Training and DevelopmentTraining and Development
7.7. Organizational DevelopmentOrganizational Development
8.8. RewardsRewards
9.9. Employees WelfareEmployees Welfare
10.10. Quality of Work LifeQuality of Work Life

12. OD AND HRDOD AND HRD
Human Resources DevelopmentHuman Resources Development is the improvement of skills,is the improvement of skills,
knowledge, and indirectly, the value of the employee in the organization. Itknowledge, and indirectly, the value of the employee in the organization. It
is the responsibility of managers, and Human Resources Department.is the responsibility of managers, and Human Resources Department.
Organization DevelopmentOrganization Development is a description of change needed in theis a description of change needed in the
organization if it is to reach its future goals. Sometimes, organizations thenorganization if it is to reach its future goals. Sometimes, organizations then
try to accelerate this change by creating OD plans which involves managerstry to accelerate this change by creating OD plans which involves managers
from all departments. Sometimes, they create a new department called OD.from all departments. Sometimes, they create a new department called OD.
This helps to accelerate the change by moving resources and managementThis helps to accelerate the change by moving resources and management
to a special task. US organizations started this term, and they like to createto a special task. US organizations started this term, and they like to create
OD department and specialists. Of course, this type of change affectsOD department and specialists. Of course, this type of change affects
people, so HR development specialist are often involved in OD. However,people, so HR development specialist are often involved in OD. However,
it is a mistake to describe HRD and OD as the same thing.it is a mistake to describe HRD and OD as the same thing.

13. Human Resources Development is not a defined object, but aHuman Resources Development is not a defined object, but a
series of organized processes, “with a specific learningseries of organized processes, “with a specific learning
objective”. Specific interventions, areas of expertise and practiceobjective”. Specific interventions, areas of expertise and practice
that fall within this definition of HRD are recognized asthat fall within this definition of HRD are recognized as
performance improvement, organizational learning, careerperformance improvement, organizational learning, career
management and leadership development. Human Resourcesmanagement and leadership development. Human Resources
Development as a structure allows for individual development,Development as a structure allows for individual development,
potentially satisfying the organization’s goals. The development ofpotentially satisfying the organization’s goals. The development of
the individual will benefit both the individual and thethe individual will benefit both the individual and the
organization.organization.
"Organizational Development." If we were to break it into its"Organizational Development." If we were to break it into its
parts we can discover one meaning: "Organization" has come toparts we can discover one meaning: "Organization" has come to
mean the coming together of people and resources to form amean the coming together of people and resources to form a
unit. "Development" in its simplest form suggests change andunit. "Development" in its simplest form suggests change and
growth. So OD could be defined as "the practice of changinggrowth. So OD could be defined as "the practice of changing
people and organizations for positive growth." people and organizations for positive growth."

14. Human Resource Development can be formal such as inHuman Resource Development can be formal such as in
classroom training, a college course, or an organizationalclassroom training, a college course, or an organizational
planned change effort. Or, Human Resource Developmentplanned change effort. Or, Human Resource Development
can be informal as in employee coaching by a manager.can be informal as in employee coaching by a manager.
Healthy organizations believe in Human ResourceHealthy organizations believe in Human Resource
Development and cover all of these bases.Development and cover all of these bases.
In practice, Organizational Development can take on manyIn practice, Organizational Development can take on many
forms, and typical OD activities can include some of theforms, and typical OD activities can include some of the
following:following:
Team building, Career Development, Training, Innovation,Team building, Career Development, Training, Innovation,
Leadership Development, Talent Management, ChangeLeadership Development, Talent Management, Change
Management, e- learning etc…Management, e- learning etc…

15. HRD develops the key competencies that enableHRD develops the key competencies that enable
individuals in organizations to perform currentindividuals in organizations to perform current
and future jobs through planned learningand future jobs through planned learning
activities. activities.
OD is overall developmentOD is overall development

16. HRD in IT sector &HRD in IT sector &
NGO'sNGO's

17. HumanHuman
resourceresource
developmentdevelopment
techniquestechniques

18. Mechanisms of Human
resource
development
Output is achievement of goals-
Individual, group, organization
Traning , education and development
Performance appraisal and counseling
Potential appraisal and promotion
Career planning and development
Organization development
Compensation and rewards
Role analysis and role development
Participative devices and quality of
work life, small group activities
(quality circles etc.)
Human resource information system
and
reseach

19. HRD in ITHRD in IT
sectorsector

20. IntroductionIntroduction
Information technology (IT) is transforming the world. A majorInformation technology (IT) is transforming the world. A major
shift in the way we live, learn and work has already begun with theshift in the way we live, learn and work has already begun with the
arrival of the information society: students use computers at homearrival of the information society: students use computers at home
and school to do homework; governments supply information andand school to do homework; governments supply information and
services on line; and businesses and consumers make transactionsservices on line; and businesses and consumers make transactions
through the Internet. This phenomenon is evident not just in thethrough the Internet. This phenomenon is evident not just in the
advanced countries such as the United States of America but isadvanced countries such as the United States of America but is
rapidly spreading across the globe. As of June 2000, the worldwiderapidly spreading across the globe. As of June 2000, the worldwide
on-line population is estimated to be almost 333 million (Newon-line population is estimated to be almost 333 million (New
Research 2000). The construction of the information society,Research 2000). The construction of the information society,
however, cannot be done without active governmental involvementhowever, cannot be done without active governmental involvement
in the creation of an information infrastructure and the reformationin the creation of an information infrastructure and the reformation
of the education system. In particular, human resourcesof the education system. In particular, human resources
development (HRD) is seen throughout the world as crucial to thedevelopment (HRD) is seen throughout the world as crucial to the
development of information-based economies and the achievementdevelopment of information-based economies and the achievement
of global competitiveness. The current worldwide shortage of skilledof global competitiveness. The current worldwide shortage of skilled
IT workers only adds to the seriousness of HRD, especially inIT workers only adds to the seriousness of HRD, especially in
countries such as the United States of America and Germany wherecountries such as the United States of America and Germany where
there is global competition to attract such workers.there is global competition to attract such workers.

21. Continued...Continued...
This poses a serious challenge for developing countries thatThis poses a serious challenge for developing countries that
want to keep pace with the forerunners without lagging too farwant to keep pace with the forerunners without lagging too far
behind in the race towards the knowledge-based economy. This isbehind in the race towards the knowledge-based economy. This is
particularly so for many developing countries in the Asia-Pacificparticularly so for many developing countries in the Asia-Pacific
region, where the information society remains a distant vision. Forregion, where the information society remains a distant vision. For
example, as of spring 2000, the Internet penetration rate forexample, as of spring 2000, the Internet penetration rate for
developing countries in Asia is estimated to be 10 per cent, whereasdeveloping countries in Asia is estimated to be 10 per cent, whereas
for North America it is 41 per cent, according to a study by Roperfor North America it is 41 per cent, according to a study by Roper
Research.2 Therefore, based on these observations, this reportResearch.2 Therefore, based on these observations, this report
attempts to create a policy maker’s guide for forecasting andattempts to create a policy maker’s guide for forecasting and
planning human resources for information technology. To do so, inplanning human resources for information technology. To do so, in
the next section, the modern methods of workforce forecasting arethe next section, the modern methods of workforce forecasting are
reviewed and the most appropriate methods for HRD planning forreviewed and the most appropriate methods for HRD planning for
IT are analysed. Propositions are then made on how to formulateIT are analysed. Propositions are then made on how to formulate
policies based on the predicted results. Section D is a review of thepolicies based on the predicted results. Section D is a review of the
experiences of Republic of Korea as a benchmark study. Lastly, inexperiences of Republic of Korea as a benchmark study. Lastly, in
section E, conclusions are made with recommendations for policy-section E, conclusions are made with recommendations for policy-
makers.makers.

22. Continue...Continue...
Unlike Japan, where the decliningUnlike Japan, where the declining
birthrate is a major problem, in India,birthrate is a major problem, in India,
young people under the age of 25, whoyoung people under the age of 25, who
will play a key role in the nextwill play a key role in the next
generation, account for 50% of thegeneration, account for 50% of the
country’s total population of 1.1 billion.country’s total population of 1.1 billion.
In addition to an abundant workforce,In addition to an abundant workforce,
India’s competitive superiority can alsoIndia’s competitive superiority can also
be attributed to the fact that it is thebe attributed to the fact that it is the
world’s largest democratic country, itsworld’s largest democratic country, its
people have a high level of Englishpeople have a high level of English
proficiency, and labor wages areproficiency, and labor wages are
relatively low.relatively low.
However, the most important factorHowever, the most important factor
may be India’s social system, whichmay be India’s social system, which
continuously produces humancontinuously produces human
resources with high potential.resources with high potential.

23. HRD in InfosysHRD in Infosys
Infosys has been a pioneer in innovative workforce practices and HRInfosys has been a pioneer in innovative workforce practices and HR
initiatives—be it in creating wealth for employees through wide distribution ofinitiatives—be it in creating wealth for employees through wide distribution of
stock option plans or in creating a enjoyable workplace with various amenities.stock option plans or in creating a enjoyable workplace with various amenities.
Nandan Nilekani, President and Managing Director of Infosys, commented,Nandan Nilekani, President and Managing Director of Infosys, commented,
“Attracting the best and the brightest and creating a milieu where they operate“Attracting the best and the brightest and creating a milieu where they operate
at their highest potential are very important for Infosys. Our campus andat their highest potential are very important for Infosys. Our campus and
technology infrastructure is world-class, we pay a lot of attention to trainingtechnology infrastructure is world-class, we pay a lot of attention to training
and competency building, we try to have sophisticated appraisal systems, andand competency building, we try to have sophisticated appraisal systems, and
we try to reward performance through variable pay”.we try to reward performance through variable pay”.
 RecruitmentRecruitment::
While recruiting new hires, Infosys takes into considerationWhile recruiting new hires, Infosys takes into consideration
so as to identify the right talents for the right jobs. And in thisso as to identify the right talents for the right jobs. And in this
drive the company strictly focuses on hiring thosedrive the company strictly focuses on hiring those
individuals (talents) who have the capability of high degree ofindividuals (talents) who have the capability of high degree of
‘learnability’. The qualities mostly sought by the company‘learnability’. The qualities mostly sought by the company
involve high levels of analytical ability, teamwork and leadership,involve high levels of analytical ability, teamwork and leadership,
communication and creative skills, along with a practical andcommunication and creative skills, along with a practical and
structured orientation to problem solving.structured orientation to problem solving.

24.  People Development and Training:People Development and Training:
Employee development and training at Infosys is aEmployee development and training at Infosys is a
continuous process. When hired employees immediately gocontinuous process. When hired employees immediately go
through induction and training programme. These programmethrough induction and training programme. These programme
mainly aim to emphasize on training these new recruits on newmainly aim to emphasize on training these new recruits on new
processes and technologies and orient them with theprocesses and technologies and orient them with the
organization’s culture and ethical practices. As they reach higherorganization’s culture and ethical practices. As they reach higher
efficiency and performance levels, they are further trained onefficiency and performance levels, they are further trained on
project management training sessions so that they could developproject management training sessions so that they could develop
competencies for independently handling projects andcompetencies for independently handling projects and
assignments for the organization’s clients.assignments for the organization’s clients.
Infosys also emphasizes upon management andInfosys also emphasizes upon management and
leadership development programme as and when required andleadership development programme as and when required and
caters to the requirements of management development for itscaters to the requirements of management development for its
senior employees and managers. The new recruits are trained atsenior employees and managers. The new recruits are trained at
the Global Education Centre (GEC) in Mysore, which has world-the Global Education Centre (GEC) in Mysore, which has world-
class training facilities and the capacity to train more than 4,500class training facilities and the capacity to train more than 4,500
employees at a time. The company has a competency mappingemployees at a time. The company has a competency mapping
system in place which takes into account individualsystem in place which takes into account individual
performance, organizational priorities, and feedback from theperformance, organizational priorities, and feedback from the
clients so as to give comprehensive inputs for developing theseclients so as to give comprehensive inputs for developing these
training programme.training programme.

25.  Infosys Leadership Institute (ILI):Infosys Leadership Institute (ILI): ILI set up in 2001 had an immense impact on theILI set up in 2001 had an immense impact on the
effectiveness of the HRD function at Infosys. The institute was primarily developed so aseffectiveness of the HRD function at Infosys. The institute was primarily developed so as
to develop and groom future talents in the company.to develop and groom future talents in the company.
 The workplace at Infosys Technologies LimitedThe workplace at Infosys Technologies Limited

26.  Performance Appraisal System:Performance Appraisal System:
The performance appraisal process at Infosys begins not only withThe performance appraisal process at Infosys begins not only with
performance evaluation but also encompasses the evaluation of individual skillsperformance evaluation but also encompasses the evaluation of individual skills
for the tasks assigned to an employee during the assigned period offor the tasks assigned to an employee during the assigned period of
performance evaluation. In this regard, performance appraisal takes intoperformance evaluation. In this regard, performance appraisal takes into
consideration various performance criteria like timeliness, quality of work,consideration various performance criteria like timeliness, quality of work,
customer orientation, peer satisfaction and performance improvementcustomer orientation, peer satisfaction and performance improvement
potential. The company has also launched an internal job posting mechanismpotential. The company has also launched an internal job posting mechanism
and the concept of personal development plans, on the basis of 360 degreeand the concept of personal development plans, on the basis of 360 degree
feedback.feedback.
 Compensation and Rewards:Compensation and Rewards:
The entire organization has restructured its compensations and rewardThe entire organization has restructured its compensations and reward
system in order to match the performance of its employees, business needs andsystem in order to match the performance of its employees, business needs and
the growing scale of operations. The company started following a variable paythe growing scale of operations. The company started following a variable pay
structure10. At the lowest level, 10 per cent of the salary is variable; it is 30 perstructure10. At the lowest level, 10 per cent of the salary is variable; it is 30 per
cent at the middle level and 50 per cent at very senior levels. Salary at Infosys iscent at the middle level and 50 per cent at very senior levels. Salary at Infosys is
linked to the topline, performance of the team and performance of thelinked to the topline, performance of the team and performance of the
individual. The company also intends to compensate star performers moreindividual. The company also intends to compensate star performers more
aggressively than average or poor performers in a move that has moreaggressively than average or poor performers in a move that has more
similarities with American culture which promotes and rewards individualsimilarities with American culture which promotes and rewards individual
merit11. Another remarkable hallmark of Infosys had been its employee stockmerit11. Another remarkable hallmark of Infosys had been its employee stock
options plan (ESOP) framework for which the company has made a mark of itsoptions plan (ESOP) framework for which the company has made a mark of its
own in the industry. Many organizations had decided to adopt the Infosysown in the industry. Many organizations had decided to adopt the Infosys
ESOP system as an effective way to retain their employees.ESOP system as an effective way to retain their employees.

27.  Work life Balance Programmed:Work life Balance Programmed:
This could be used for childcare,This could be used for childcare,
eldercare, higher studies or for health reasons9.eldercare, higher studies or for health reasons9.
Many working mothers and to be mothers haveMany working mothers and to be mothers have
also been encouraged to work on their projectsalso been encouraged to work on their projects
from their homes. Flexi timing of the workingfrom their homes. Flexi timing of the working
mothers also help these techniques to havemothers also help these techniques to have
enough time with their kids and family. Apartenough time with their kids and family. Apart
from these the company also emphasizes onfrom these the company also emphasizes on
organizing counseling programme for theirorganizing counseling programme for their
employees so as to provide solutions for betteremployees so as to provide solutions for better
worklife balance.worklife balance.
Infosys had always considered itsInfosys had always considered its
people as its most valuable assets and hadpeople as its most valuable assets and had
seeked opportunities for further improvementseeked opportunities for further improvement
in performance, business development byin performance, business development by
fostering innovation and creativity in thefostering innovation and creativity in the
workplace. In the coming years, how theworkplace. In the coming years, how the
company’s HR philosophy would help thecompany’s HR philosophy would help the
organization to steer into the new decadeorganization to steer into the new decade
would well be worth watching and a learningwould well be worth watching and a learning
experience for HR specialists.experience for HR specialists.

28. HRD in NGO'sHRD in NGO's

29. Definition of NGODefinition of NGO
 NGOs are difficult to define and classify due to the term’s inconsistentNGOs are difficult to define and classify due to the term’s inconsistent
use. NGO, non-profit organizations within defined boundariesuse. NGO, non-profit organizations within defined boundaries
excludes NGOs that fall outside each specific boundary. Additionally, itexcludes NGOs that fall outside each specific boundary. Additionally, it
is beneficial for NGO networks to create a classification that allowsis beneficial for NGO networks to create a classification that allows
similar organizations to exchange information more easily. To attemptsimilar organizations to exchange information more easily. To attempt
a classification of NGOs requires a framework, that includes thea classification of NGOs requires a framework, that includes the
orientation and the organization's level of operation. An NGO'sorientation and the organization's level of operation. An NGO's
orientation refers to the type of activities an organization takes on.orientation refers to the type of activities an organization takes on.
These activities might include environmental, development, orThese activities might include environmental, development, or
advocacy work. An NGO's level of operation indicates the scale atadvocacy work. An NGO's level of operation indicates the scale at
which an organization works on, like the difference in work between anwhich an organization works on, like the difference in work between an
international NGO and community or national NGO.international NGO and community or national NGO.
Types of NGOs:Types of NGOs:
NGO type can be understood by orientation and level of co-NGO type can be understood by orientation and level of co-
operation.operation.
NGO type by orientationNGO type by orientation
 * Charitable orientation;* Charitable orientation;
 * Service orientation;* Service orientation;
 * Participatory* Participatory
 * Empowering orientation;* Empowering orientation;

30. STAPI and its HRD Programmes :-STAPI and its HRD Programmes :-
STAPI’s-(Sosva Training and Promotion Institute) prime objective isSTAPI’s-(Sosva Training and Promotion Institute) prime objective is
the promotion, expansion and the strengthening of NGO sector in India andthe promotion, expansion and the strengthening of NGO sector in India and
this is possible by training voluntary agencies and pursue systematically theirthis is possible by training voluntary agencies and pursue systematically their
Human Resource Development. Most NGOs operate in limited fields and theirHuman Resource Development. Most NGOs operate in limited fields and their
scope of work is very restricted. STAPI sees its role as a catalyst in providingscope of work is very restricted. STAPI sees its role as a catalyst in providing
the NGOs with the holistic view of the entire sector in broadening theirthe NGOs with the holistic view of the entire sector in broadening their
perspective. There was a strong need felt to enter into the area of Capacityperspective. There was a strong need felt to enter into the area of Capacity
Building of NGOs. Over a period of time, STAPI has realized that for theBuilding of NGOs. Over a period of time, STAPI has realized that for the
overall development of the NGO sector for upgrading of technical andoverall development of the NGO sector for upgrading of technical and
managerial skills of NGOs is a must. It is not only financial sustainability, butmanagerial skills of NGOs is a must. It is not only financial sustainability, but
Human Resource sustainability that is essential for that survival and growth.Human Resource sustainability that is essential for that survival and growth.
SOSVA started off in 1991 as an intermediary and technical (health)SOSVA started off in 1991 as an intermediary and technical (health)
support agency. SOSVA laid emphasis on upgrading the status of NGOsupport agency. SOSVA laid emphasis on upgrading the status of NGO
personnel by organizing training programmes for NGOs. In 1992 Fordpersonnel by organizing training programmes for NGOs. In 1992 Ford
Foundation extended support to SOSVA for a period five years for conductingFoundation extended support to SOSVA for a period five years for conducting
training workshops for NGOs and development of publications. Under thetraining workshops for NGOs and development of publications. Under the
project, SOSVA conducted 125 workshops on topics like fund raising,project, SOSVA conducted 125 workshops on topics like fund raising,
accounting and auditing, successful management of NGOs, technicalaccounting and auditing, successful management of NGOs, technical
assistance in family planning, and women’s development legal requirements ofassistance in family planning, and women’s development legal requirements of
Charity Commissioner, taxation etc.Charity Commissioner, taxation etc.

31. After SOSVA gained experience in conducting workshops, it felt theAfter SOSVA gained experience in conducting workshops, it felt the
need to establishneed to establish
physical facilities for Training activity aimed at meeting NGO requirements.physical facilities for Training activity aimed at meeting NGO requirements.
CEBEMO,CEBEMO,
a Dutch funding agency, funded the construction of the Training Centre which wasa Dutch funding agency, funded the construction of the Training Centre which was
commissioned in 1995. In establishing the Training Centre SOSVA also receivedcommissioned in 1995. In establishing the Training Centre SOSVA also received
support from British Deputy High Commission and State Bank of India. Thesupport from British Deputy High Commission and State Bank of India. The
trainingtraining
activities of STAPI mainly focuses on :-activities of STAPI mainly focuses on :-
a) Training of NGOs in various aspects of management and development ofa) Training of NGOs in various aspects of management and development of
Human Resources.Human Resources.
b) Training and re-coordination of NGOs in social sectors and family welfare.b) Training and re-coordination of NGOs in social sectors and family welfare.
c) Training NGOs in financial planning and resources mobilization.c) Training NGOs in financial planning and resources mobilization.
d) Training staff / executives of large donor organizations undertaking supportd) Training staff / executives of large donor organizations undertaking support
programmes.programmes.
e) Training of volunteers desirous of assisting NGOs.e) Training of volunteers desirous of assisting NGOs.
f) Facilities for studies / research in the NGO sector.f) Facilities for studies / research in the NGO sector.
g) Training and orientation for Government staff to accept NGOs as partners ing) Training and orientation for Government staff to accept NGOs as partners in
development.development.

32. HRD techniques for NGOHRD techniques for NGO

33.  Trainer’s Training Programmes: -Trainer’s Training Programmes: -
These workshops deal with the training of NGO representatives inThese workshops deal with the training of NGO representatives in
su bstantive technical matters. The participating NGO officers aresu bstantive technical matters. The participating NGO officers are
further expected to impart training to their field workers project areas.further expected to impart training to their field workers project areas.
 Project Promotion Workshops: -Project Promotion Workshops: -
These are workshops where the NGOs are exposed to variousThese are workshops where the NGOs are exposed to various
governmental schemes and the aspects of project design and proposalgovernmental schemes and the aspects of project design and proposal
preparation.preparation.
 Implementation Assistance Programmes: -Implementation Assistance Programmes: -
These are the workshops where the NGOs are implementing aThese are the workshops where the NGOs are implementing a
various Government schemes.various Government schemes.
 Workshops on Capacity Building :-Workshops on Capacity Building :-
In these workshops topics like legal requirements of CharityIn these workshops topics like legal requirements of Charity
Commissioners office, know-how of Income Tax Act provisions, accountsCommissioners office, know-how of Income Tax Act provisions, accounts
and auditing, fund raising, diversification of funding sources, marketing ofand auditing, fund raising, diversification of funding sources, marketing of
NGO products, Income generation activities for women etc. are taken up.NGO products, Income generation activities for women etc. are taken up.
 Exchange of experience:-Exchange of experience:-
These programmes are meant to facilitate easy sharing of the successes,These programmes are meant to facilitate easy sharing of the successes,
failure and innovations of NGO s working on similar projects.failure and innovations of NGO s working on similar projects.

34.  Workshops on Good Governance :Workshops on Good Governance :
where the focus was on taking the normswhere the focus was on taking the norms
established by the Credibility Alliance forward.established by the Credibility Alliance forward.
 Exclusive workshops on Resource Mobilization:Exclusive workshops on Resource Mobilization:
AAimed at helping the NGOs diversify theirimed at helping the NGOs diversify their
sources of funding.sources of funding.
Dissemination workshop on important Acts forDissemination workshop on important Acts for
voluntary sectorvoluntary sector
 including policy for the sector:including policy for the sector:
Aimed at increasing understanding of legalAimed at increasing understanding of legal
and policy issues of the NGOs.and policy issues of the NGOs.
 Collaborative workshops:Collaborative workshops:
which are issues specific and are conducted inwhich are issues specific and are conducted in
collaboration with other agencies.collaboration with other agencies.

35.  FACILITIES (Infrastructure) :FACILITIES (Infrastructure) :
 The Training Institute has excellent physical facilitiesThe Training Institute has excellent physical facilities
appropriate to NGO needs: -appropriate to NGO needs: -
It is self contained; its area is 553 sq. mtrs. Which includes aIt is self contained; its area is 553 sq. mtrs. Which includes a
conference hall, offices for the faculty and administrative offices, aconference hall, offices for the faculty and administrative offices, a
syndicate room, well equipped with audio-visual teaching aids and asyndicate room, well equipped with audio-visual teaching aids and a
hygienic and well furnished hostel at affordable charges for 20hygienic and well furnished hostel at affordable charges for 20
participants of the Training Institute?participants of the Training Institute?
 A fairly good library and documentation centre:-A fairly good library and documentation centre:-
which forms an integral part of the training institute. Thewhich forms an integral part of the training institute. The
library currently has over 1500 books, periodicals including NGOlibrary currently has over 1500 books, periodicals including NGO
newsletters, reports, newspaper clipping and other matters.newsletters, reports, newspaper clipping and other matters.
Available volumes are classified. Periodicals received from NGOs,Available volumes are classified. Periodicals received from NGOs,
Government are regularly displayed on racks for NGOs to read.Government are regularly displayed on racks for NGOs to read.
Periodicals dedicated to development activities are regular receivedPeriodicals dedicated to development activities are regular received
and made available to trainees and readers.and made available to trainees and readers.
 It also has a large collection of video cassettesIt also has a large collection of video cassettes in English, Hindiin English, Hindi
and Marathi and is well equipped with audio-visuals aids.and Marathi and is well equipped with audio-visuals aids.

36. FACILITIES AVAILABLE ATFACILITIES AVAILABLE AT
PRESENT AT STIAPIPRESENT AT STIAPI
A) FACULTYA) FACULTY 1. Director1. Director
2. Course Coordinator2. Course Coordinator
3. Training Centre advisory Committee3. Training Centre advisory Committee
4. In house faculty4. In house faculty
5. Guest Faculty5. Guest Faculty
B) TEACHING AIDS:B) TEACHING AIDS: 1. TV 2.VCR/DVD1. TV 2.VCR/DVD
3. OHP (Over Head Projector) 4. Public AddressSystem3. OHP (Over Head Projector) 4. Public AddressSystem
5. Conference System 6. Slide Projector5. Conference System 6. Slide Projector
7. Video Cassettes 8. L.C.D.7. Video Cassettes 8. L.C.D.
9. Computers 10. Laptop9. Computers 10. Laptop
11. Fax 12. Telephones11. Fax 12. Telephones
13. Fridge13. Fridge

37. C) PHYSICAL:C) PHYSICAL:
1) Well furnished Seminar hall1) Well furnished Seminar hall
2) Furnished Hostel2) Furnished Hostel
3) Library cum documentation centre3) Library cum documentation centre

38.  Conclusion:Conclusion:
Human resources development plays a vital role in the organizationHuman resources development plays a vital role in the organization
in developing the employees as well as the organization in order to achievein developing the employees as well as the organization in order to achieve
the goals effectively and efficiently. even HRD concentrates on differentthe goals effectively and efficiently. even HRD concentrates on different
types of employees and how effective various types of HRD policies,types of employees and how effective various types of HRD policies,
practices, strategies and work force characteristics.practices, strategies and work force characteristics.
HRD has a strategic role to play in government, public ,IT andHRD has a strategic role to play in government, public ,IT and
NGO’s. The contextual and historical conditions affecting governmentNGO’s. The contextual and historical conditions affecting government
systems give the HRD function in government a difficult and complex rolesystems give the HRD function in government a difficult and complex role
to play. HRD has to provide for the development of administrators andto play. HRD has to provide for the development of administrators and
personnel who in turn have to look after key developmental activities in thepersonnel who in turn have to look after key developmental activities in the
country. Hitherto, HRD in government has been confirmed to limitedcountry. Hitherto, HRD in government has been confirmed to limited
training activities, job rotation, selection, manpower forecasting, andtraining activities, job rotation, selection, manpower forecasting, and
maintaining of a personnel data bank. A new approach towards developingmaintaining of a personnel data bank. A new approach towards developing
an integrated HRD system in government administration is called for. Thean integrated HRD system in government administration is called for. The
main components of such a system are suggested to be activity, task or rolemain components of such a system are suggested to be activity, task or role
analysis, identification of critical job attributes, performance appraisal,analysis, identification of critical job attributes, performance appraisal,
potential development, training, and organization development.potential development, training, and organization development.