Introduction to HRD
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This document provides an introduction to human resource development (HRD). It defines HRD as helping employees develop skills, knowledge and abilities through opportunities like training, career development, coaching and mentoring. The need for HRD is discussed, citing changing HR roles, knowledge-based organizations, and demanding customers. HRD's scope includes recruiting, performance analysis, developing managerial/behavioral skills, and learning through groups and job experiences. Objectives are to prepare employees for current and future jobs and promote development. Functions discussed are performance appraisal, training, executive development, and career planning.
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Human resource development
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 development
Human resource development (HRD) involves helping employees acquire skills to perform present and future jobs efficiently and develop their potential for personal and organizational effectiveness. HRD functions include training, career development, performance evaluation, and succession planning. The objectives of HRD are to develop employee and organizational capabilities. A case study on Jet Airways found issues like lack of qualified personnel, unsatisfied employees due to insufficient promotions and incentives, and need for timely communication and training. Addressing human resource needs through education and career counseling can help upgrade skills and performance.
Ppt on hrd
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.
Hrd
The document provides an introduction to human resource development (HRD). It discusses why HRD is essential due to changing organizational needs and a shifting focus to developing employees. HRD involves helping employees develop skills through training, feedback, and career development opportunities to accomplish work goals and support the organization's strategy. The core of HRD is developing human potential to maximize individual and business success.
human resource development
Human resource development is defined as a continuous process of developing employee competencies, motivation, and effectiveness in a planned and systematic way. The objectives of HRD include developing each employee's mind and personality, capabilities for present and future roles, motivation, teamwork skills, and organizational culture. Benefits include integrated employee growth, improved performance, valid data for personnel functions, and greater organizational effectiveness. Critical HRD functions are planning future staffing needs, recruitment, performance management, training, competency development, and fostering cooperation toward goals. HRD climate refers to employee perceptions of the organization's development environment and contributes to organizational health, renewal, and individual/team capabilities.
Nature and scope of hrm
This document provides an overview of human resource management (HRM). It defines HRM and discusses its scope, functions, objectives and evolution in India. HRM involves acquiring, retaining and motivating human resources in an organization. Its functions include staffing, development, compensation, and maintenance. The objectives of HRM are to meet societal, organizational, functional and personal objectives. HRM has evolved from a welfare focus in the 1920s-1930s to becoming a business partner by the 1990s in India. Studying HRM is important because people are an organization's core strength and competitive advantage.
Approaches TO HRD
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
UNIT 1, HRM CONCEPTS
Human resource management deals with managing an organization's workforce. It involves planning, organizing, and overseeing functions like recruiting, training, performance evaluations, and compensation. The document provides definitions and concepts of HRM, discusses its functions and objectives, and traces its evolution from treating labor as a commodity to recognizing employees as valuable assets. It also outlines the scope and importance of HRM policies for organizations.
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Human resource development
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 development
Human resource development (HRD) involves helping employees acquire skills to perform present and future jobs efficiently and develop their potential for personal and organizational effectiveness. HRD functions include training, career development, performance evaluation, and succession planning. The objectives of HRD are to develop employee and organizational capabilities. A case study on Jet Airways found issues like lack of qualified personnel, unsatisfied employees due to insufficient promotions and incentives, and need for timely communication and training. Addressing human resource needs through education and career counseling can help upgrade skills and performance.
Ppt on hrd
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.
Hrd
The document provides an introduction to human resource development (HRD). It discusses why HRD is essential due to changing organizational needs and a shifting focus to developing employees. HRD involves helping employees develop skills through training, feedback, and career development opportunities to accomplish work goals and support the organization's strategy. The core of HRD is developing human potential to maximize individual and business success.
human resource development
Human resource development is defined as a continuous process of developing employee competencies, motivation, and effectiveness in a planned and systematic way. The objectives of HRD include developing each employee's mind and personality, capabilities for present and future roles, motivation, teamwork skills, and organizational culture. Benefits include integrated employee growth, improved performance, valid data for personnel functions, and greater organizational effectiveness. Critical HRD functions are planning future staffing needs, recruitment, performance management, training, competency development, and fostering cooperation toward goals. HRD climate refers to employee perceptions of the organization's development environment and contributes to organizational health, renewal, and individual/team capabilities.
Nature and scope of hrm
This document provides an overview of human resource management (HRM). It defines HRM and discusses its scope, functions, objectives and evolution in India. HRM involves acquiring, retaining and motivating human resources in an organization. Its functions include staffing, development, compensation, and maintenance. The objectives of HRM are to meet societal, organizational, functional and personal objectives. HRM has evolved from a welfare focus in the 1920s-1930s to becoming a business partner by the 1990s in India. Studying HRM is important because people are an organization's core strength and competitive advantage.
Approaches TO HRD
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
UNIT 1, HRM CONCEPTS
Human resource management deals with managing an organization's workforce. It involves planning, organizing, and overseeing functions like recruiting, training, performance evaluations, and compensation. The document provides definitions and concepts of HRM, discusses its functions and objectives, and traces its evolution from treating labor as a commodity to recognizing employees as valuable assets. It also outlines the scope and importance of HRM policies for organizations.
HRD culture & climate
HRD refers to helping employees continuously develop their capabilities to perform current and future roles through training, learning, and developing an organizational culture of collaboration. An organization's culture is shaped by the underlying values and assumptions held by its members, while climate refers to the conscious environment as perceived by employees. HRD climate is influenced by how important human resource development is perceived to be, the level of openness, trust, and collaboration fostered, and how well HRD mechanisms like training and performance reviews are implemented. Developing an optimal HRD climate through supportive policies and practices can facilitate employee learning and development.
Human Resource Development
Human Resource DevelopmentWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
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
A framework for the hrd process
The document outlines a framework for the human resource development (HRD) process consisting of four phases: needs assessment, design, implementation, and evaluation. It then provides details on each phase and principles for effective training design, including Bloom's taxonomy of learning domains (cognitive, affective, psychomotor). The cognitive domain categorizes learning into six levels from basic knowledge to higher-order thinking. Similarly, the affective and psychomotor domains each outline levels for developing attitudes and skills.
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The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
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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.
Human Resource Development in INDIA
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Functions of HRM.ppt
The document discusses the functions of human resource management (HRM). It outlines managerial functions such as planning, organizing, staffing, directing, and controlling. It also describes operative functions including employment, development, compensation, maintenance, motivation, personnel records, employee relations, and separation. Finally, it notes the advisory functions of HRM which involve advising top management and departmental heads. The overall purpose of HRM is to acquire, develop, manage, motivate, and gain commitment from employees to achieve organizational goals.
HRM Interventions
Human resources interventions focus on managing employees effectively and efficiently while facilitating organizational change. This includes goal setting, performance reviews, rewarding systems, career planning and development, managing diversity, and ensuring employee well-being. A career consists of a sequence of jobs held over a lifetime, including establishment, advancement, maintenance, and withdrawal stages. Career planning involves setting personal career goals and examining alternatives, while career development comprises organizational practices that help employees implement their career plans.
Competency mapping
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.
Role of HR Manager
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.
HRD-Concept & Goals, Challenges, Climate, Practices in India, Learning and HRD
The document discusses key concepts in human resource development including definitions of HRD, the need for HRD in organizations, functions and goals of HRD, challenges in HRD, and learning principles and strategies that can maximize training outcomes. It provides an overview of concepts such as the difference between HRD and HRM, objectives and practices of HRD in Indian industries, and theories related to learning styles, transfer of training, and Gagné's domains of learning.
organisational development ppt
This document summarizes various aspects of organizational development (OD) efforts. It discusses that OD is a planned change approach that aims to improve organizational effectiveness and employee well-being through interventions at the task, structure, technology, or people levels. It is a long-term and ongoing process that relies on experiential learning and uses action research. Various OD interventions are outlined, including sensitivity training, team building, survey feedback, and process consultation. The key aspects and processes of different interventions like team building, survey feedback, and process consultation are also summarized.
human resource development
Human resource development (HRD) involves planned activities designed by organizations to provide learning opportunities to employees. The goal is to develop expertise and skills needed for present and future job requirements. HRD functions include training and development to improve employee knowledge, skills, and attitudes. It also includes organizational development and career development activities to prepare employees for future roles and increase their capabilities. Effective HRD improves individual and organizational performance by developing workforce expertise and commitment.
Importance of hrm
Human resource management involves recruiting the right employees, training and developing their skills, evaluating their performance, and ensuring fair compensation and workplace practices. It aims to maximize employees' talents while meeting business needs. Key aspects of HRM include recruitment and selection, training, performance appraisal, management of trade unions, and employee development. HRM is important as it helps organizations operate cost-effectively, satisfies and retains employees, controls budgets, improves work life quality, and ensures legal compliance with discrimination, safety, and labor laws.
Potential appraisal
Potential appraisal refers to identifying an employee's hidden talents and skills to predict their future performance potential. It aims to evaluate employees' ability to assume higher positions. Potential appraisal is a future-oriented process that identifies strengths, weaknesses and an individual's suitability for development. It considers technical skills, managerial capabilities, behavioral traits and conceptual abilities through methods like self-appraisals, peer reviews, psychological tests and feedback to help employees understand their potential and areas for growth.
Human Resource Planning Process
this presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
Challenges to hrd ppt
Human resource development (HRD) professionals face several challenges. These include adjusting to different cultures and attitudes when working globally, constantly upgrading skills and knowledge to match the fast pace of technological change, adapting to emerging values like trust and credibility in the corporate world, enhancing knowledge of varying leadership philosophies across regions, understanding employee lifestyles and habits to determine training needs, and staying aware of new practices being adopted internationally so the work environment supports meritocracy, imagination, and accountability.
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This document outlines the objectives and functions of human resource management. It discusses 10 objectives of HRM which are to help the organization attain its goals by providing well-trained employees, employ skills efficiently, enhance job satisfaction, establish productive relationships, develop members, maintain work quality, high morale, ethical policies, recognize individual and group goals, and manage change. It also describes the managerial and operative functions of HRM which include planning, organizing, staffing, directing, controlling, procurement, development, compensation, integration, and maintenance.
Factors Affecting Human Resource Planning
This document discusses factors that affect human resource planning. It identifies key factors such as the type and strategy of the organization, organizational growth cycles, environmental uncertainties, the type and quality of information used, time horizons, the labor market, and outsourcing. It provides details on each factor and how they influence determining the right number and type of employees needed at different stages of an organization.
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The document discusses human resource development (HRD) and its relationship to human resource management (HRM). It defines HRD as the part of HRM focused on training and developing employees. HRD uses systems like performance appraisal, training programs, and career planning to develop employee skills and abilities. The document also outlines emerging trends in HRD like talent management, outsourcing, and Six Sigma approaches. It discusses how HRD is implemented specifically in industries like information technology, public sectors, government organizations, and non-governmental organizations through practices like recruitment, training, performance reviews, and skill development.
Role of hrd
The document discusses the role of human resource development (HRD) managers in organizations. It outlines five key roles or components of an HRD manager's responsibilities: 1) Evaluator of HRD programs' impacts on organizational efficiency, 2) Management of the organizational learning system, 3) Operational manager planning and coordinating the HRD department, 4) Strategist for long-term HRD planning and integration, and 5) Marketing specialist to advance HRD within the organization.
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HRD culture & climate
HRD refers to helping employees continuously develop their capabilities to perform current and future roles through training, learning, and developing an organizational culture of collaboration. An organization's culture is shaped by the underlying values and assumptions held by its members, while climate refers to the conscious environment as perceived by employees. HRD climate is influenced by how important human resource development is perceived to be, the level of openness, trust, and collaboration fostered, and how well HRD mechanisms like training and performance reviews are implemented. Developing an optimal HRD climate through supportive policies and practices can facilitate employee learning and development.
Human Resource Development
Human Resource DevelopmentWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
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
A framework for the hrd process
The document outlines a framework for the human resource development (HRD) process consisting of four phases: needs assessment, design, implementation, and evaluation. It then provides details on each phase and principles for effective training design, including Bloom's taxonomy of learning domains (cognitive, affective, psychomotor). The cognitive domain categorizes learning into six levels from basic knowledge to higher-order thinking. Similarly, the affective and psychomotor domains each outline levels for developing attitudes and skills.
HR PLANNING
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
Human resource strategy
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.
Human Resource Development in INDIA
Developing human resources has been a major challenge. If the development of Human resource is to be trace down in INDIA, this is how it evolved.
Human Resource Planning
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.
Functions of HRM.ppt
The document discusses the functions of human resource management (HRM). It outlines managerial functions such as planning, organizing, staffing, directing, and controlling. It also describes operative functions including employment, development, compensation, maintenance, motivation, personnel records, employee relations, and separation. Finally, it notes the advisory functions of HRM which involve advising top management and departmental heads. The overall purpose of HRM is to acquire, develop, manage, motivate, and gain commitment from employees to achieve organizational goals.
HRM Interventions
Human resources interventions focus on managing employees effectively and efficiently while facilitating organizational change. This includes goal setting, performance reviews, rewarding systems, career planning and development, managing diversity, and ensuring employee well-being. A career consists of a sequence of jobs held over a lifetime, including establishment, advancement, maintenance, and withdrawal stages. Career planning involves setting personal career goals and examining alternatives, while career development comprises organizational practices that help employees implement their career plans.
Competency mapping
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.
Role of HR Manager
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.
HRD-Concept & Goals, Challenges, Climate, Practices in India, Learning and HRD
The document discusses key concepts in human resource development including definitions of HRD, the need for HRD in organizations, functions and goals of HRD, challenges in HRD, and learning principles and strategies that can maximize training outcomes. It provides an overview of concepts such as the difference between HRD and HRM, objectives and practices of HRD in Indian industries, and theories related to learning styles, transfer of training, and Gagné's domains of learning.
organisational development ppt
This document summarizes various aspects of organizational development (OD) efforts. It discusses that OD is a planned change approach that aims to improve organizational effectiveness and employee well-being through interventions at the task, structure, technology, or people levels. It is a long-term and ongoing process that relies on experiential learning and uses action research. Various OD interventions are outlined, including sensitivity training, team building, survey feedback, and process consultation. The key aspects and processes of different interventions like team building, survey feedback, and process consultation are also summarized.
human resource development
Human resource development (HRD) involves planned activities designed by organizations to provide learning opportunities to employees. The goal is to develop expertise and skills needed for present and future job requirements. HRD functions include training and development to improve employee knowledge, skills, and attitudes. It also includes organizational development and career development activities to prepare employees for future roles and increase their capabilities. Effective HRD improves individual and organizational performance by developing workforce expertise and commitment.
Importance of hrm
Human resource management involves recruiting the right employees, training and developing their skills, evaluating their performance, and ensuring fair compensation and workplace practices. It aims to maximize employees' talents while meeting business needs. Key aspects of HRM include recruitment and selection, training, performance appraisal, management of trade unions, and employee development. HRM is important as it helps organizations operate cost-effectively, satisfies and retains employees, controls budgets, improves work life quality, and ensures legal compliance with discrimination, safety, and labor laws.
Potential appraisal
Potential appraisal refers to identifying an employee's hidden talents and skills to predict their future performance potential. It aims to evaluate employees' ability to assume higher positions. Potential appraisal is a future-oriented process that identifies strengths, weaknesses and an individual's suitability for development. It considers technical skills, managerial capabilities, behavioral traits and conceptual abilities through methods like self-appraisals, peer reviews, psychological tests and feedback to help employees understand their potential and areas for growth.
Human Resource Planning Process
this presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
Challenges to hrd ppt
Human resource development (HRD) professionals face several challenges. These include adjusting to different cultures and attitudes when working globally, constantly upgrading skills and knowledge to match the fast pace of technological change, adapting to emerging values like trust and credibility in the corporate world, enhancing knowledge of varying leadership philosophies across regions, understanding employee lifestyles and habits to determine training needs, and staying aware of new practices being adopted internationally so the work environment supports meritocracy, imagination, and accountability.
HUMAN RESOURCE MANAGEMENT (OBJECTIVE & FUNCTION)
This document outlines the objectives and functions of human resource management. It discusses 10 objectives of HRM which are to help the organization attain its goals by providing well-trained employees, employ skills efficiently, enhance job satisfaction, establish productive relationships, develop members, maintain work quality, high morale, ethical policies, recognize individual and group goals, and manage change. It also describes the managerial and operative functions of HRM which include planning, organizing, staffing, directing, controlling, procurement, development, compensation, integration, and maintenance.
Factors Affecting Human Resource Planning
This document discusses factors that affect human resource planning. It identifies key factors such as the type and strategy of the organization, organizational growth cycles, environmental uncertainties, the type and quality of information used, time horizons, the labor market, and outsourcing. It provides details on each factor and how they influence determining the right number and type of employees needed at different stages of an organization.
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HRD-Concept & Goals, Challenges, Climate, Practices in India, Learning and HRD
HRD-Concept & Goals, Challenges, Climate, Practices in India, Learning and HRD
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Human resource development
The document discusses human resource development (HRD) and its relationship to human resource management (HRM). It defines HRD as the part of HRM focused on training and developing employees. HRD uses systems like performance appraisal, training programs, and career planning to develop employee skills and abilities. The document also outlines emerging trends in HRD like talent management, outsourcing, and Six Sigma approaches. It discusses how HRD is implemented specifically in industries like information technology, public sectors, government organizations, and non-governmental organizations through practices like recruitment, training, performance reviews, and skill development.
Role of hrd
The document discusses the role of human resource development (HRD) managers in organizations. It outlines five key roles or components of an HRD manager's responsibilities: 1) Evaluator of HRD programs' impacts on organizational efficiency, 2) Management of the organizational learning system, 3) Operational manager planning and coordinating the HRD department, 4) Strategist for long-term HRD planning and integration, and 5) Marketing specialist to advance HRD within the organization.
Human resource management and development ppt
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 development powerpoint
Human Resource Development (HRD) and Human Resource Management (HRM) both focus on developing employees but with different aims. HRD aims to develop employees' full potential and improve organizational performance through opportunities like training and mentoring. HRM aims to improve productivity and focuses on issues like compensation and hiring. Both are influenced by factors like business strategies, legislation, and social change. While HRM views employees as costs, HRD believes all employees have potential that can be developed to benefit both the employee and organization.
Basic of Human Resource Management
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
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.
Functions and Activities of HRM
Human resource management involves recruitment, management, and development of employees. It focuses on five key functional areas: staffing, rewards, employee development, employee maintenance, and employee relations. Staffing deals with hiring qualified candidates. Rewards involve compensation and benefits systems. Employee development analyzes training needs. Employee maintenance ensures workplace health and safety. Employee relations includes schemes for employee involvement and union negotiations. The document outlines the various activities of HRM such as recruitment, training, performance management, compensation, and employee surveys. It emphasizes that properly executing HRM functions is crucial to achieving organizational goals.
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This document discusses human resource development (HRD) including its key concepts, features, importance, relationship to human resource management, mechanisms, process, outcomes, matrix, interventions, roles of HRD professionals, and competencies required. Some of the main points covered include:
- HRD aims to increase employee knowledge, capabilities and attitudes at all levels through acquiring skills for present and future roles.
- It emphasizes developing human resources and their capabilities for mutual benefit of employees and organization.
- HRD mechanisms include training, performance management, career planning, and organizational development.
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The document discusses career development and management. It provides:
1) An overview of how companies are shifting responsibility for career management to employees while still providing resources like training and mentoring. Managing both current and new employee career growth is a challenge.
2) Research on factors that drive employee retention, including exciting work, career growth opportunities, good relationships, pay, and management support.
3) The importance of career management for both companies to retain and motivate employees, and for employees to avoid frustration and feel valued.
4) Elements of effective career development systems including taking an active role in planning, access to information, and linking to other HR practices like performance reviews.
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This document discusses human resource management (HRM). It begins by outlining some of the challenges faced by organizations that impact HRM, such as global competitiveness, workforce diversity, and technology changes. It then defines HRM as planning, organizing, directing, and controlling human resources to help organizations and individuals meet their objectives. The document outlines the evolution, nature, scope, objectives, functions, influencing factors, and futuristic vision of HRM. It concludes by stating that HRM should be linked to strategic goals and objectives to improve business performance and develop flexible organizational cultures.
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Human resource development (HRD) deals with training and developing employees within an organization. It was first introduced in 1969 as a way to produce behavioral changes among employees through organized training activities. HRD aims to develop both employees and the organization as a whole, whereas human resource management focuses more on improving employee efficiency. Key functions of HRD include employee training, career planning, performance appraisal, and organizational development.
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◇面对父母的压力，希望尽快拿到；
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◇需要报考公务员、购买免税车、落转户口
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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Introduction to HRD
- 1. INTRODUCTION TO HRD Sumukh H Ghurye Shrishailya S Gatade
- 2. DEFINITION OF HRD • Human resource development (HRD) is the framework for helping employees develop their personal & organizational skills , knowledge and abilities. • HRD includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification and organizational development.
- 3. NEED OF HRD • Due to the changing role of HR functions. • The shift of organization is from industrial era models to knowledge era model. • Customer today are more demanding, quality conscious and cost sensitive. • For motivating people, managers emphasize on removal of barriers.
- 4. SCOPE OF HRD • Recruiting of employees. • Analyzing, appraising and developing performance of employees. • Develop the employees in managerial and behavioral skills & knowledge. • Employee learning through group dynamics, intra and inter team interaction. • Learning through job rotation, job enrichment and empowerment.
- 5. Employees & Employer • Employees- An employee is a person who works in the service of another of hire, under which the employer has the right to control the details of work performance • Employer – A person who is contractually bound to a worker(the employeer) to give that worker money as a salary or wage in exchange of ongoing work & for which is employer directs the work & exercises fundamental control over the work
- 6. OBJECTIVES •To prepare the employee to meet the present and changing future job requirements. •To prevent employee obsolescence •To develop creative abilities and talents.
- 7. •To prepare employees for higher level jobs. •Impart new entrant with basic HRD skills and knowledge •Develop the potentialities of people for the next level job
- 8. •To aid total quality management (TQM) •To promote individual and collective moral , sense of responsibility , co-operative attitudes and good relationships. •To broaden the minds of senior managers by providing them with opportunities for an interchange of experiences within and outside
- 9. •To ensure smooth and efficient working of the organization. •To enhance organizational capabilities
- 10. FUNCTIONS •Performance appraisal-It is a systematic evaluation of individuals with respect to their performance on job and potential for development •Employee training – It is the process of imparting the employees the technical, operating skills and knowledge
- 11. • Executive development - It is the process of designing and conducting suitable executive development programs so as to develop the managerial and human relation skills of employees . • Career planning and development- It is the planning of one’s career and implementation of career plans by means of education , training , job search and acquisition of work experiences. It can be done in three ways , 1. Transfer 2. Promotion 3. Demotion
- 12. • Organization change and organization development.- It is the planned process designed to improve organizational effectiveness and health through modification in individual and group behavior • Involvement in social and religious organizations. • Involvement in workers’ participation in management. • Involvement in quality circles
- 13. Present status of Construction Labors • Construction activity forms the basic activity control development of other sector of activity in National Development Plans. • Construction is fairly labor intensive activity as activity is mobile, seasonal and not continuous. • As main generator of demand of construction facilities , the govt. has vital role to play in the development of domestic construction industry.
- 14. • Construction industry mostly work on contract system . • The average age of skilled worker is getting close to that to retirement and the sector is not engaged in active process of replacing these skilled labor with younger labor people. • Secondly, the sector is experiencing a very high turnover of workers, primarily in jobs with lower skill requirements and in job that are mainly provided through placework contracts.
- 15. •Challenges and issues facing the construction industry are the need to : • Replace skilled trades people to an aging workface. • Manage labor supply in various industry. • Recruit sufficient nos. to meet demands for skilled labor.
- 16. PROBLEMS OF HRD ON CONSTRUCTION SITE • AgingWorkface- • Labor shortage • Attracting young people • Maintaining currency • Training Capacity • Management & supervisory skills
- 17. STRUCTURE OF HRD
- 19. ACTIVITIES OF HRD PROCESS •Manpower Planning •Selection & Placement •Reinforcement & Advancement •Data storage & Processing •Critical Attributes Analysis
- 20. •Feedback & Counselling •Performance Appraisal •Potential Appraisal •Training
- 21. THANK YOU