Download HRD

Introduction to Human
Resource Development
Presented By:











Betty Mathew
Neha Marwah
Namrata Makhija
Adhir Albert Lakra
Ruhama Kachhap
Vikas Kumar
Anand Shankar
Sudhir Kujur
Hirni Pathak
Aniket Preetish
Binod Marandi
Introduction
The evolution of HRD can be discussed in 2 stages:
1. A global perspective-At global level we have:

Emergence of Apprenticeship training program and
collective bargaining mechanisms;

Emergence of vocational training program and factory
schools;

Training programs for semi-skilled workers; and

Emergence of training as a profession.
2. An Indian perspective-Growth and Development of HR
in India.
Evolution of HRD







Early apprenticeship programs
Early vocational education programs
Early factory schools
Early training for unskilled/semi-skilled
Human relations movement
Establishment of training profession
Emergence of HRD
Early Apprenticeship Programs




Artisans in 1700s
Artisans had to train their own workers
Guild schools
Yeomanries (early worker unions)
Early Vocational Education Programs



1809 – DeWitt Clinton’s Manual School
1863 – President Lincoln signs the LandGrant Act promoting A&M colleges.
1917 – Smith-Hughes Act provides funding
for vocational education at the state level.
Early Factory Schools



Industrial Revolution increases need for
trained workers to design, build, and repair
machines used by unskilled workers.
Companies started machinist and mechanical
schools in-house.
Shorter and more narrowly-focused than
apprenticeship programs.
Early training for Unskilled/SemiSkilled Workers

Mass production (Model T)
◦ Semi and unskilled workers

World War I
◦ Retool & retrain
◦ “Show, Tell, Do, and Check” (OJT)
Human Relations Movement




Factory system often abused workers.
“Human Relations” movement promoted
better working conditions.
Start of business & management education.
Tied to Maslow’s Hierarchy of Needs.
Maslow’s Hierarchy of
Needs
Self-actualization
Esteem
Social
Safety
Physiological
Establishment of the Training
profession



Outbreak of WWII increased the need for
trained workers.
Federal Government started the Training
Within Industry (TWI) Program.
1942 – American Society for Training
Directors (ASTD) formed.
Emergence of HRD
In the early seventies 2 consultants Prof.Udai
Pareek & Prof.T.V.Rao from the IIM were
approached by L&T for a review exercise of their
performance appraisal system. In 1974 the
consultants studied the system and made
recommendations for improving it. They felt that a
development oriented performance appraisal
system may not achieve its objectives unless
accompanied by other sub-systems like employee
counseling, potential appraisal, career planning
and development, training, OD etc. So a new HRD
system was introduced at L&T in the year 1975.
Contd.
This was the first of its kind in India. The new
system clearly established the linkages between
the various personnel related aspects such as
performance appraisal, employee counseling,
potential appraisal, training etc.
Today most of larger private & public sector
organizations in India are using the techniques
and approaches of HRD to develop their
workforce for the attainment of organization
goals along with individual satisfaction and
growth.
Meaning of HRD
Leonard Nadler introduced the term
HRD in 1969. He defined HRD as
“those learning expenses which
are organized for a specific time
and designed to bring about the
possibility of behavioural change”
Relation between HRM & HRD
Human Resource Management (HRM)
encompasses many functions.
 Human Resource Development (HRD) is just
one of the functions within HRM.

Assumptions on which HRD is
based

1.
Frank in 1988 identified the following
assumptions on which HRD is based;
HRD is based on Research and theories
drawn from the field of adult education and
is different from learning that occurs in
children. Learning is based on creating
appropriate circumstances in which adults
can learn and thereby change behaviour.
Assumptions Contd.
2. HRD is concerned with improving
performance within the work environment
and not with improving people’s health or
their personal relations with their family.
3. HRD utilizes the theories of change and how
these relate to the organization. Change
affects individuals, group and the
organization and HRD is predominantly
concerned with change of individuals.
According to T.V.Rao, HRD is a process by which employees
of a organization are continuously helped in a planned way
1.
• To acquire capabilities (knowledge, perspectives,
attitudes, values & skills) for performing tasks.
2.
• To develop their enabling capabilities so that
they are able to discover & utilize their inner
potential.
3.
• To develop an organizational culture where team
work contributes to the organizational health &
dynamism.
Comprehensive Definition
“A process by which the employees of an
organization are helped/motivated to acquire
and develop technical, managerial and
behavioural knowledge, skills and attitudes
and mould the values, beliefs and attitudes
necessary to perform present and future roles
by realizing the highest human potential with
a view to contribute positively to the
organization, group, individual and social
goals.”
Nature of HRD
A
Behavioural science
 HRD is a continuous process
 HRD is a system
 Quality of life
 Addition in productivity
Scope of HRD
In today’s context, HRD is no longer confined to
training and development functions. It now
encompasses all development functions of HR,
like; performance management, potential
appraisals mentoring, counseling, job rotation,
career development and overall organizational
development. Focus on continuous development
of manpower is necessary for organization to
sustain their competitive advantage, as people
are the most important strategic resource for any
organization.
Contd.
For individual employee, HRD is important as
they can develop and build their capabilities,
which contributes to their professional and
personal growth. Thus HRD benefits both the
organization and the individual. Continuous
planned focus on HRD also enables organization
to develop the appropriate culture of team work,
collaboration, inter-personal relationships, which
transforms the organization to a compelling
place to work, i.e., employees with increased
level of motivation and self pride volunteer to do
the work.
Objectives of HRD
 To develop capabilities of all individuals working in an





organization in relation to their present role.
To develop capabilities of all such individuals in
relation to their future role.
To develop better inter-personal and employeremployee relationships in an organization.
To develop team spirit.
To develop coordination among different units of an
organization.
To develop organizational health by continuous
renewal of individual capabilities keeping pace with
technological changes.
HRD objectives can also be couched in line with W. Edward
Deming’s 14 principles for quality improvement in an org.
Thus those related to HRD objectives are,
 Institute training on the job.
 Breakdown barriers between departments to build teamwork.
 Drive fear out of the work place.
 Create conditions to enable the employees to take pride in
their workmanship.
 Institute programme of education and self-improvement.
Example in Siemens Ltd.





Development of employees is the primary task of
the company.
Recruitment of quality manpower and their
retention, mainly at entry level.
Performance as the sole criterion for increments
and promotion.
Use of training as a strategic factor for competitive
advantage.
To ensure transparency in decision making.
Purpose
Equity: Recognizing human beings as strategic assets
Employability: Ability, skills and competencies to seek
meaningful employment
 Adaptability/Competitiveness: To face challenges vis-à-vis
organizational changes
Principles
 Principle of Development of Organizational Capability
 Principle of Potential Maximization
 Principle of Autonomy Maximization
 Principle of Maximum Delegation
 Principle of Participative Decision Making
 Principle of Change Management
 Principle of Periodic Review
Strategic Role of HRD
 Succession Planning
 Culture Change
 Strategic Change
 Performance Management
 Strategic Hiring
 Managing External Partnerships and Tie-ups- CCL, IIMs,
ISB, Strategy Academy (Ranjan Das), Paid sites: HBS
Publishing, McKinsey Quarterly etc.
 Marketing Programs- externally and internally
Research and Development
Knowledge Management
Human Resource
Development Process

Initially welfare was perceived as a moral duty and
later welfare was considered as precondition of
industrial efficiency. The second development
sprung from the employer’s endeavors to cope with
the challenges of trade unionism. The third phase
of development could be attributed to the
development of the concept of humanization of
work.
Factors responsible for this development in a phased manner
are;
Technolo
gical
changes
Structural
changes
Competiti
on
Political
dev.
Consumer
ism
Social
Changes
The 70-20-10 Development Model
70% from real life and
on-the-job experiences,
tasks and problem
solving. This is the most
important aspect of any
learning and
development plan.
20% from feedback and
from observing and
working with role
models.
10% from formal training
70/20/10 learning concept was
developed by Morgan McCall,
Robert W. Eichinger, and
Michael M. Lombardo at the
Center for Creative Leadership
10%
On the job
20%
70%
Relationship
building
Formal
programs
Secondary
functions
Role analysis &
development
Primary
functions
Performance
appraisal
Training &
Development
Career
Development
Organizational
Development
Potential
appraisal
Employee
Orientation
Success planning,
quality circle
Information
sharing
HRD Process Mapping
Every organization for HRD requires to perform
process mapping duly understanding what is being
currently done and what needs to be done, keeping
the core perspective of value addition. To
determine the future HRD processes, organizations
draw a blueprint within the ambit of policies,
procedures and structure, keeping in view the
desired changes in the HR pattern.
Contd.




For HRD process documentation organizations
focus both on the qualitative and quantitative
measures, considering the following aspects:
Description of the entire HRD process.
Identification of HRD process elements and
resources.
Current HRD process performance.
Analytic decomposition of HRD processes.
Important Areas of HRD
Increasing the
enabling
capabilities
Focus on
balanced
organizational
culture
Focus on
learning
contextual
factors
Focus on
diffusion of
HRD function
Focus on
periodic review
of HRD system
Emerging Issues in HRD
Changing Environment
Indian organizations have also undergone drastic transformation for vibrant new ideas.
Technological Impact
Focus may be on services which will be retained, re-skilled & deployed by the employees.
Low Commitment from management
Since HRD is seen as a non-productive expenditure for the org the line managers are not serious.
Globalization
This compels them to increase their ability to learn and collaborate and manage diversity & uncertainity.
Employee Orientation
This requires adequate premium to be placed on individual growth & development.
HR Outsourcing
This might pose a threat to the internal HR talent over a period of time.
Summary




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
You need to be able to talk MONEY
Bibliography



T.V.Rao, Human Resource Development: Experiences,
Interventions, Strategies
R. Krishnaveni, Human Resource Development: A researcher’s
perspective
Dr.D.K.Bhattacharya, Human Resource Development
Thank
You