HRD refers to developing the skills, competencies and potential of employees. It is a planned, continuous process to help employees acquire new capabilities for their current or future roles. The goals of HRD include developing employee competency, motivation and the organizational climate. HRD aims to make organizations learning environments through approaches like strategic frameworks, building capabilities, and improving satisfaction. Key functions of HRD include organizational development, training, performance management and career development. HRD professionals play important roles like advisors, change agents, instructors and researchers. The history of HRD in India began with a review of L&T's performance appraisal system, leading to the creation of separate HRD departments in organizations. Today, HRD is

1. Unit 1

2. HRD - Concept & Definition
HUMAN RESOURCE DEVELOPMENT means developing or tapping
hidden qualities in people in order to make them accomplish new
functions leading to organization at and individual goals.
According to Nadler –“HRD is an organised learning experience
within a given period of time with the objectives of producting the
possibility of performance change.”

3. According to Prof T.V Rao – HRD is A process by which the
employees of an organization are helped in A continuous and planned
way to:-
 Acquire or sharpen capabilities required to perform various
functions associated with their present or expected future roles.
 Develop their general capabilities as individuals and discover and
exploit their own potential for their own and / or organizational
development purposes.
 Develop and organizational culture in which superior –
subordinate relationships team work and collaboration among
sub-unit are strong and contribute to the professional well being
motivation and pride of employees.

4. FEATURES of HRD
HRD is a system
HRD is a planned process
HRD involves development of competencies
HRD is an inter – disciplinary concept

5. GOALS
Employee Competency development
It aims at preparing people for performing roles / jobs which they may be
required to perform in the future as they go up on the organizational
hierarchy.
To identify competency gaps of employees to perform the present roles / jobs /
tasks functions effectively and create conditions to help employees bridge gaps
through development.
Employee Motivation development
Motivation development is also an aim of HRD it means the desire to work or
put in work effort it is a commitment to the job, work and the organization
Organizational Climate development
It also aims at climate development, Building free expression of ideas
& Promotion of collaborations

6. APPROACHES to HRD
The Strategic HR Framework Approach(1990)_ Ulrich & Lake
Imp elements are :-
Procedures & Practices, Biz Strategies and Organization Capabilities
The Integrative Framework Approach(1997)_ Yeung and Berman
It is a step-by-step approach to leverage on HRD practices.
Build Organization Capabilities
Improve Employee Satisfaction
Shape customer & Shareholder satisfaction

7. Human Capital Appraisal Approach(1998)
Friedman of Arthur Anderson Consulting company gave this approach.
Stages of HCM Areas of HCM
Clarification Stage Recruitment, retention and
retirement
Assessment Stage Rewards and performance mgt
Design Stage Career development, Succession
Planning & Training
Implementation Stage Development of org str
Monitoring Stage Human capital enablers

8. HRD Score Card Approach(1999)
Mr. Rao outlined this. Acc to him, any HRD practices should be mature in
terms of systems, culture, competencies & biz linkages in order to create the
right biz impact.
PCMM Approach(1995)
developed for S/W companies by Curtis & Team.
It assumed that the organization attain maturity in 5 stages. They are initial,
repeatable, defined, managed & optimizing. Each stage has several KPAs that
would help in identifying group of work practices.
Integrated Systems Approach
It presumes that development of strategy is the starting point for developing
the level of satisfaction among employees & achieving the goals of the
organization.

9. RELATIONSHIP b/w
HRM
Large system
Maintenance oriented
Increase in biz results would lead
to increase in biz performance
Result oriented function
Focuses more on the improvement
in the performance
Provides a narrower view
towards the retention of the
employees
Aims at creating organization of
successful biz results through
performance
HRD
Sub system
Development oriented
Improvement in performance
results in continuous increase in
biz results
Process oriented function
Focuses on improvement in the
capabilities of employees for
productivity
Provides a broader view towards
increase in the morale &
commitment of the employees
Aims at creating learning
organizations for improving the
organization capabilities

10. IMPORTANCE
Facilitates the complete utilization of human capital of the organization.
Offers a nurturing environment for higher quality of work life through job
satisfaction, career growth and development.
Facilitates more open communication among the employees and management
in any organization.
Ensures increased job satisfaction, commitment & morale of employees.
Ensures smooth functioning of all functions of hrm from recruitment, selection,
compensation till handling attrition & retirement of employees.
Practices provide an organizational culture that vibrates positive synergy for
excellence.
Facilitates better understanding of organizational goals and also helps to
synchronize the same with the personal goals of the employees of the
organization.
Helps in framing systems, policies & procedures that are dynamic in nature.
Makes the organization more adaptable to changes in the environment.

11. FUNCTIONS
Organizational development
Job descriptions
Staff planning and recruitment
Staff benefits and rewards
Interest groups, e.g.. Trade union
Training and development
Performance appraisal
Potential appraisal
Career development
Organizational Learning
Employee mentoring
Employee welfare and quality of work life
Human resource information system

12. HRD DEPARTMENT & Their Tasks
The main objective of the HRD department is to create
 a learning environment and
 development of climate in the organization.

13. HRD ORGANIZATION in a Large
Company

14. The HRD department should:
Develop a HR philosophy for the entire organization and get the top
management committed to it openly and consistently.
Keep inspiring the line mangers to have a constant desire to learn and
develop.
Constantly plan and design new methods and systems of developing and
strengthening the HRD climate.
Be aware of the business / social /other goals of the organization and direct
all their HRD effort to achieve these goals.
Monitor effectively the implementation of various HRD sub-systems /
mechanisms.
Work with unions and associations and inspire them.
Conduct human process research, organizational health surveys and
renewal exercises periodically.
Influence personnel policies by providing necessary inputs to the personnel
department / top management.

15. ROLES of a HRD Professional
HR Strategic Advisor
HR Systems Designer and Developer
Organization Change Agent
Organization Design Consultant
The Instructor or Facilitator
The Individual Development and Career Counselor
The Performance Consultant
The Researcher

16. QUALITIES of HRD Professionals
Training Skills
Leadership Capabilities
Analytical Skills
Interpersonal Communication
Multi-cultural Communication Capabilities
Technical Skills

17. HISTORY of HRD in India
What started as a "Review Exercise of the Performance Appraisal System"
for L&T by two consultants, Prof Udai Pareek and Prof T.V. Rao from the
Indian Institute Of Management, Ahmadabad (IIMA), resulted in the
development of a new function - The HRD Function.
In the early seventies, this company, in association with IIMA the reviewed
all aspects of its operations. In 1974, the consultants studied the
organisation and prepared a new integrated system called Human
Resource Development ( HRD) System.
Based on the recommendations of the approach paper, a very high level
role was created at the Board level to give a greater thrust to the new
system. A separate HRD Department was created. A high level internal
team headed by a General Manager, monitored the progress of
implementation of the new system initially, which was subsequently handed
over to the HRD Department.
This pioneering work of Dr. Rao and Dr. Pareek lead later top the
establishment of HRD Departments in the State Bank Of India and its
Associates, and Bharat Earth Movers Limited in Bangalore in 1976 and
1978.

18. PRESENT STATUS of HRD in India
A study on analysis of HRD experiences of 14 organizations viz. Bank
of Baroda, Crompton Greaves, IOC, SAIL, SBI, State Bank of Patiala,
Sundaram Fasteners, TVS Iyengar and Voltas etc. reveals that
 The chief executive & the corporate teams of several of these
organizations played an active role in the implementation of HRD.
 The organizations are using the HRD instruments very frequently
to develop the competencies of its employees.

19. Key Points:-
HRD is too important to be left to amateurs
HRD should be a revenue producer, not a revenue user
HRD should be a central part of company

20. “Obstacles are those frightful
things You see, When you take
your eyes off your goal”.