Introduction to Human Resource

Development

Lamia Farha
Management Counsellor
BIM.
 Emergence of HRD
• Employee needs extend beyond the training classroom
• Includes coaching, group work, and problem solving
• Need for basic employee development
• Need for structured career development
• ASTD changes its name to the American Society for Training
and Development .
 Relationship Between HRM and HRD

• Human resource management (HRM) encompasses many

functions
• Human resource development (HRD) is just one of the
functions within HRM
 Primary Functions of HRM
• Human resource planning
• Equal employment opportunity
• Staffing (recruitment and selection)
• Compensation and benefits
• Employee and labor relations
• Health, safety, and security
• Human resource development
 Secondary HRM Functions
• Organization and job design
• Performance management/ performance appraisal systems
• Research and information systems
 Definition of HRD
• A set of systematic and planned activities designed by an
organization to provide its members with the necessary skills
to meet current and future job demands.
• It may be defined as "an organized learning experience
within a given period of time with the objective of
producing the possibility of performance change.”
• HRD is more concerned with the training and
development of employees. HRD develops or traps hidden
qualities in people in order to make them accomplish new
functions leading to organizational and individual goals.
• HRD aims at overall development of human resources.
 Cont’d…
• HRD is a process in which the employees of an organization
are helped/motivated to acquire and develop technical,
managerial and behavioral knowledge, skills and abilities,
and mould the values, beliefs, attitude necessary to perform
present and future roles by realizing highest human potential
with a view to contribute positively to the organizational,
group, individual and social goals.
 HRD Process leads to

• acquire or sharpen capabilities

• develops general capabilities &
• develops an organizational culture
 Features of HRD
• HRD is a systematic and planned approach for the
developments of individuals in order to achieve
organizational, group and individual goals.
• HRD is a continuous process for the development of technical,
managerial, behavioral and conceptual skills and knowledge .
• HRD is a multidisciplinary.
• HRD is embodied with techniques and process.
• HRD develops skills and knowledge not only at the individual
level but also at group level and organizational level.
 HRD Objectives

• To enhance the organizational capabilities

• To aid total quality management
• To provide comprehensive framework for HRD
• To prevent employee obsolescence
• To develop creative ability and talents
• To prepare employee for higher level jobs
• To promote individual and collective morale, a sense of
responsibility, cooperative attitudes and good relationship.
 Importance of HRD
• Human resource development (HRD) is an essential
component for growth and economic development.
• HRD of a country is dependent on the government and
national policies, while at the firm or micro level HRD can
happen through training and efficient utilization of resources
• The level of performance of two organizations also
depends on utilization value of human resources.
Moreover, the efficiency of production process and
various areas of management depend to a greater extent
on the level of human resources development.
• Knowledge, skills, creative abilities, talents, aptitude,
values and beliefs of an organization’s work force.
 Cont’d…
• The more important aspects of human resources are
aptitude, values, attitudes and beliefs. The vitality of HR to a
nation and to an industry depends upon the level of its
development.
• Human resources to be dynamic acquire capabilities
continuously adopt the values and beliefs and aptitude in
accordance with changing requirements of the organization.
• The organization can develop, change and excel, only if it
possess developed human resources. Thus, HRD plays
significant role in making the human resources vital, useful
and purposeful
 HRD Functions

• Training and development (T&D)

• Organizational development
• Career development
 Training and Development (T&D)
• Training – improving the knowledge, skills and attitudes of
employees for the short-term, particular to a specific job or
task – e.g.,
– Employee orientation
– Skills & technical training
– Coaching
– Counseling
 Cont’d…

• Development – preparing for future responsibilities, while

increasing the capacity to perform at a current job
– Management training
– Supervisor development
 Organizational Development

• The process of improving an organization’s effectiveness and

member’s well-being through the application of behavioral
science concepts.
• Focuses on both macro- and micro-levels
• HRD plays the role of a change agent
 Career Development
• Ongoing process by which individuals progress through series
of changes until they achieve their personal level of maximum
achievement.
– Career planning
– Career management
 Organizational Structure of HRD
Departments
• Depends on company size, industry and maturity.
• No single structure used.
• Depends in large part on how well the HRD manager becomes
an institutional part of the company – i.e., a revenue
contributor, not just a revenue user.
 Supervisor’s Role in HRD
• Implements HRD programs and procedures
• On-the-job training (OJT)
• Coaching/mentoring/counseling
• Career and employee development
• A “front-line participant” in HRD
 HRD Jobs/Roles
• Executive/Manager
• HR Strategic Advisor
• HR Systems Designer/Developer
• Organization Change Agent
• Organization Design Consultant
• Learning Program Specialist
• Instructor/Facilitator
• Individual Development and Career Counselor
• Performance Consultant (Coach)
• Researcher
 System and Subsystem of HRD
• HRD functions are carried out through its systems and sub
systems. HRD has five major systems and each of the systems
has sub systems as elaborated below:
1. Career system: Career system ensures attraction and
retention of human resources through the following sub-
systems.
• Manpower planning
• Recruitment
• Career planning
• Succession planning
• Retention
 System
2.Work system: Work-planning system ensures that the
attracted and retained human resources are utilized in the
best possible way to obtain organizational objectives.
Following are the sub systems of the work planning system.
• Role analysis
• Performance plan
• Performance feedback and guidance
• Performance appraisal
• Promotion
• Job rotation
• Reward
 System
3.Development system: The human resources within the
organization have to raise up to the occasion and change
accordingly if the organization wants to be in business.
• Induction
• Training
• Job enrichment
• Self-learning mechanisms
• Potential appraisal
• Succession Development
• Counseling
• Mentor system
 System
4. Self-renewal system: It is not enough to develop individuals
and teams in the organizations but occasionally there is a
need to renew the organization itself. Following are some
of the sub systems that can be utilized to renew the
organization.
• Survey
• Action research
• Organizational Development interventions
• Organizational Retreats
 System
5. Culture system: It is the culture that will give a sense of
direction, purpose, togetherness, and teamwork. Some of the
culture building subsystems are given below:
• Vision, Mission and Goal
• Values
• Communication
• Get-togethers and celebrations
• Task forces
• Small Groups
In addition to the above system the Reinforcement System can be
considered that is related with the important motivating factor for
people joining and continuing in an organization in the work they
get. Some of the building subsystems are given below:
• Reward
• High performance
 HRD Processes
• HRD is a process-oriented function. HRD functions in many
organizations fail because the processes involving the
systems are not adequately addressed. The concept of
process essentially concerns the question of ‘How’ and to
a great extent the question of ‘why’. It emphasizes the
behavioral and interactional dimensions.
• Hence HRD systems and HRD processes are closely
linked.
Their relationships are described as follows:
 Process
1. Individual: Individual is the basic constituent of an
organization. All the behavioral pattern and dynamisms
emerge from individuals. Hence individual based HRD process
explained below are vital for HRD function and for
implementation of the HRD systems.
• Efficacy
• Effectiveness
• Styles
• Leadership
 Process
2. Role: Role is a dynamic entity which involves the expectations
of significant others and self from the position of the role
holder. A large number of behavioral patterns and dynamism
in organizations are centered around the roles. The role
occupier and all others who have some linkage or
relationship to that role form a constituent. Following are
some of the role related, HRD processes in organizations.
• Competencies for job performance
• Commitment
• Motivation
• Frustration,
• Stress & Burnout.
 Process
3. Teams: Work in organizations are performed through teams
or groups. When individuals begin to work in team,
behavioral patterns and dynamisms emerge. Following HRD
processes are to be addressed if team work should bring
in the desired results.
• Communication
• Feedback
• Conflict resolution
• Collaboration
 Process
4. Organization: A large number of HRD processes are
organization related. Unless and until these processes are in
place, HRD cannot take off. However, in a number of
organizations as a result of implementation of HRD
systems, these
• processes were set right. HRD systems can contribute
towards the development and maturity of these processes.
• Organizational Climate
• Communication
• Learning Organization
• Organizational Change
• Organizational Development
 Challenges for HRD
• Changing workforce demographics
• Competing in global economy
• Eliminating the skills gap
• Need for lifelong learning
• Need for organizational learning