1 Human Resource Development Introduction

MH 2 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.

MH 3 Evolution of HRD Early apprenticeship programs Early vocational education programs Early factory schools Early training for unskilled/semiskilled Human relations movement Establishment of training profession Emergence of HRD

MH 4 HRD Functions Providing skill input to apprentices and trainees Identifying training needs and imparting training Outside deputation for competency enhancement Competency mapping Organisational development activities Conducting sessions and workshops Training and development (T&D)

MH 5 The Need For HRD: Business And Economics Changed HRD can be ‘a platform for organisational transformation, a mechanism for continuous organisational and individual renewal and a vehicle for global knowledge transfer’.

MH 6 The Need For HRD Implementing a new policy Implementing a strategy Effecting organisational change Changing an organisation’s culture Meeting changes in the external environment Solving particular problems

MH 7 The Need For HRD: Technological Changes Technological change creates requirements for training and development

MH 8 The Need For HRD: Organisational Change Organisations that work in less time will have a competitive advantage. A customer and quality focus will permeate tomorrow’s superior organisation. The arena for an organisation’s planning and action will be global. Business strategies now depend on quality and versatility of the human resource. Work structure and design will change dramatically.

MH 9 The Need For HRD Social, legal & Other Changes Social attitudes, legal requirements, industrial relations and so on generate training and development needs. They demand new skills in the workplace

MH 10 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

MH 11 Training and Development (T&D) Development – preparing for future responsibilities, while increasing the capacity to perform at a current job –Management training –Supervisor development

MH 12 Benefits of Trg. & Development Training and development helps the employees to achieve their personal goals which in turn help to achieve the overall organizational objectives. Thus, we can bifurcate the benefits of training and development into two broad heads: Organizational benefits Personal benefits

MH 13 Organizational benefits: Improves the morale of the workforce. Leads to improve profitability and more positive attitudes towards profit orientation Improves the job knowledge and skills at all levels of the organization. Aids in organizational development Improves relationship between superior and subordinate.

MH 14 Personal benefits –Helps the individual in making better decisions and effective problem solving. –Aids in encouraging and achieving self- development and self-confidence. –Provides information for improving leadership, knowledge, communication skills and attitudes. –Helps a person handle stress, tension, frustration and conflicts. –Helps a person develop speaking and listening skills. –Helps eliminate fear in attempting new tasks.

MH 15 Impact on Training Training practices rapidly changing in response to pressures Impacting instruction design, delivery, and evaluation processes Global interest in E- learning is growing

MH 16 Training & HRD Process Model

MH 17 Critical HRD Issues Strategic management and HRD The supervisor’s role in HRD Organizational structure of HRD

MH 18 Strategic Management & HRD Strategic management aims to ensure organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years HRD aims to get managers and workers ready for new products, procedures, and materials

MH 19 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

MH 20 Organizational Structure- 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

MH 21 HR Manager Role Integrates HRD with organizational goals and strategies Promotes HRD as a profit enhancer Tailors HRD to corporate needs and budget Institutionalizes performance enhancement

MH 22 HR Strategic Advisor Role Consults with corporate strategic thinkers Helps to articulate goals and strategies Develops HR plans Develops strategic planning education and training programs

MH 23 Challenges for HRD Changing workforce demographics Competing in global economy Eliminating the skills gap Need for lifelong learning Need for organizational learning

MH 24 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